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Also Featuring ... Chrysler Financial’s Front Runner William F. Jones Jr.

• Multicultural Programs for Women

Volume 9, Number 6
NOVEMBER / DECEMBER 2007
$
12.95 U.S.

PROFILES IN DIVERSITY JOURNAL


NOVEMBER / DECEMBER 2007 • VOLUME 9 NUMBER 6
www.diversityjournal.com
At Halliburton, we’ve found that putting significant trust—and business—in the hands of minority-

and woman-owned businesses is a win-win proposition for us all. Vendors win by partnering

with one of the world’s leading companies. Halliburton wins by receiving first-class service from

these quality-driven firms. If you have a minority- or woman-owned business, we want to talk to you!

Please contact us at supplierdiversity@halliburton.com or visit www.halliburton.com/supplierdiversity.

HALLIBURTON
Featuring These Leading Suppliers for Halliburton
H e l p i n g b u i l d s u c c e s s t h r o u g h s u p p l i e r d i v e r s i t y.
Back row, left to right: CHERYL LAWSON, DUNCAN INDUSTRIAL SOLUTIONS;
OTIS ANDERSON, MICRO-SMART SYSTEMS, INC.; BARBARA PAULL, GENERAL TRUCK BODY; P.D. MORRISON, PDME
© 2007 Halliburton. All rights reserved. Front row: VIMAL KOTHARI, SYSTEL INC.; E. JEAN JOHNSON, LEGALWATCH INC.
Thanks to you,
each of these women can navigate their health care plans
to obtain the services specific to their needs.

At WellPoint, we are addressing tomorrow’s health care issues today. Women


account for approximately 70-85% of health decisions made in U.S.
Our neighborhood was always built around music. households, yet still face barriers that make the acquisition of basic health
care services difficult. WellPoint takes women’s health seriously. Our vision is
So it’s good to see everyone pick up the beat.
to move women to choose better health through education and wellness
Now the band keeps playing on. initiatives that address multicultural and multigenerational women and their
My dream is to get the good times rolling again in my hometown. unique needs. Working to better people’s lives is not something you do
Life’s calling. Where to next? everyday. But it can be – at WellPoint.

Better health care, thanks to you.

Visit us online at wellpoint.com/careers and wellpoint.com/diversity


Starting at $35,420*
*As shown: 2008 Lincoln MKX with optional equipment, MSRP $41,500. EOE ®Registered Trademark, WellPoint, Inc. ©2007 WellPoint, Inc. All Rights Reserved
Destination, tax, title and license fees extra. **Available feature.
It Takes A Village.
The music and musicians
of New Orleans have always
been the city’s heart and soul.
Thanks to the dedication of
Harry Connick Jr. and many
of his hometown friends,
Musicians’ Village is the
best way to ensure that the
Crescent City lifts itself up
with heart and soul intact.
Glancing back... James R. Rector
looking ahead PUBLISHER

John S. Murphy
MANAGING EDITOR

Linda Schellentrager
Closing out a year’s final issue always makes me look back to review what we’ve C R E AT I V E D I R E C T O R

accomplished. We came into 2007 with a goal of giving our readers new Damian Johnson
MARKETING DIRECTOR

perspectives on diversity. And we did so with our collection of essays from the Laurel L. Fumic
CONTRIBUTING EDITOR

true Pioneers of Diversity in our July/August issue. What’s more, we published Cheri Morabito
ART DIRECTOR

our International Diversity and Inclusion Lexicon, that is being used in training
Alina Dunaeva
OVERSEAS CORRESPONDENT
programs around the world.
Jason Bice
WEB MASTER
We also introduced you to more than one hundred important women who

are changing the face of diversity, in our giant Women Worth Watching issue. LETTERS TO THE EDITOR

And, in this issue, we’re serving up an inside look at Halliburton’s laudatory Commentaries or questions should be
addressed to: Profiles in Diversity Journal,
work in supplier diversity. We’re also introducing you to our newest Front- P.O. Box 45605, Cleveland, OH 44145-0605.
All correspondence should include author’s
Runner of Diversity, William F. Jones Jr., COO of Chrysler Financial. full name, address, e-mail and phone number.
Looking ahead, in 2008 we celebrate our tenth year of publishing.
D I S P L AY A D V E R T I S I N G

Ten years of shining the light on the people behind the initiatives, from Profiles in Diversity Journal
Gemini Towers #1
CEOs to frontline managers. 1991 Crocker Road, Suite 320
Westlake, OH 44145
We have much in store for 2008, but to catch it all, you’ll have to read us
Tel: 440.892.0444
regularly. I urge you to make one resolution for 2008, and that is to continue Fax: 440.892.0737
profiles@diversityjournal.com
to learn about the people who are launching and executing the exciting
SUBSCRIPTIONS
programs that draw out the best in people. We can help you do that. U.S. $49.95 one year / $89.95 two years;
in Canada, add $15 per year for postage.
So holiday wishes to all of you! Enjoy this issue, and know that we look
Other foreign orders add $20 per year.
forward to serving you again in 2008. U.S. funds only. Subscriptions can be ordered
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customer service at 800.573.2867 from
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PHOTOS & ARTWORK:
diversityjournalart@mac.com

2 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
She co
anything she w uld be
ants at Sodex
ho

Sodexho is Being Recognized as a Leader


2007: Top Company for Diversity – Hispanic Business • Top 15 Best Companies for Workforce Diversity – Black
Enterprise Magazine • Top 20 Companies for Women of Color – Working Mother Magazine • Top 50 Entry Level
Employers – CollegeGrad.com • Top Company for Diversity (#13) – DiversityInc • Top Company for African Americans (#9)
– DiversityInc • Top 20 Companies for Asian Pacific Americans – Asian Enterprise Magazine • Top 50 Companies for
Supplier Diversity – Hispanic Trends Magazine • Five Star Employer – U.S. Department of Defense 2006: Top 40 Companies for
Hispanics – Hispanic Business Magazine • Top 50 Companies for Latinas – LATINA Style • Top 50 Companies for Diversity –
DiversityInc • Top Companies for Women Executives – DiversityInc • Top 10 Companies for Asian Americans – Asian
Enterprise • Top Companies for People with Disabilities – DiversityInc • Top Employer for African American Graduates – Black
Collegian Magazine • Corporate 100 List of Best Places to Work for Latinos – HISPANIC Magazine
Volume 9 • Number 6
November/December 2007

21 On the Cover / Special Feature


The Transformation of Supplier Diversity at Halliburton
Dozens of companies owe their success to the opportunities given to them by this giant.
Halliburton has written the book on supplier diversity.

50 William F. Jones Jr.

William F. Jones Jr., chief operating officer at


Chrysler Financial, discusses the company’s attitude,
culture, and efforts to advance diversity and
inclusiveness throughout the company.

4 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
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Volume 9 • Number 6
November/December 2007

59 Opportunities Growing for Women


Multicultural programs to help women advance are growing to keep pace with this
fastest growing segment in the U.S. workforce. More companies and organizations are
cultivating their professional development, opening doors of opportunity that were
closed just a few years ago.

departments

8 Momentum
Diversity Who, What, Where and When

14 From My Perspective
by David Casey
David Casey reflects on Race—The Power of an Illusion, on PBS.

16 Catalyst The Bottom Line: Corporate Performance and


Women’s Representation on Boards

76 MicroTriggersReal-Life MicroTriggers
MicroTriggers are those subtle—and not so subtle—behaviors,
phrases and inequities that trigger an instantaneous negative
response. Here are more examples submitted by real
people whose identities and places of business are being
protected for obvious reasons.

6 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
At UnitedHealth Group, unique is everywhere. In our approach to health care. Let us hear your unique voice in these careers available nationwide throughout
In each segment of our business. In every professional. In the career op- our family of businesses.
portunities we offer. As a global leader in health care, UnitedHealth Group
is committed to creating a workforce of unique individuals. Their unique per-
spectives bring about innovative ideas.
• Business Analysts
• Customer Care Professionals
It is the unique backgrounds, lifestyles and beliefs our professionals bring to
their work that fuels innovation, creates a healthy environment and drives us • Financial Analysts
towards our goal of creating a better health care system. • Information Technology
Founded in 1974, UnitedHealth Group has since grown into a Fortune 100 • Inside & Field Sales
company. Our family of businesses work tirelessly to advance the quality and
access to care while making services more affordable and easier to use for • Product Associates
everyone. Our work impacts the lives of nearly 55 million people and helps
coordinate care for more than 20 million more.
• Underwriting Analysts
Through innovative leadership in health care, UnitedHealth Group provides ongoing
As unique as the many businesses that unite to form UnitedHealth Group, are career opportunities for diverse individuals, enriching the employment experience
the career opportunities they offer. From accounting to marketing, clinical to and creating a healthier atmosphere for all.
claims, the employment experience at UnitedHealth Group is second to none.
Regardless of their unique talents, our professionals are united to improve UnitedHealth Group is an equal opportunity employer and employs individuals
health care for everyone. based on job-related qualifications regardless of race, religion, sex, national
origin, age, or other protected characteristics. M/F/D/V.

To view current career opportunities, and to apply


online, visit our CAREERS page at
www.unitedhealthgroup.com.
Barbara Goodstein Becomes ING Names Debbie Holcombe Bank of the West Appoints
AXA Equitable’s Head of U.S. Workforce Maria Lazzarini, Fran Lopez
Chief Innovation Officer Diversity to Senior Roles
NEW YORK— ING U.S. SAN FRANCISCO
Barbara Goodstein Financial Services —Bank of the
has been appointed announced today West announced
chief innovation that it has named that Maria
officer of AXA Debbie Holcombe Lazzarini has been
Equitable Life to head U.S. promoted to exec-
Insurance Company. Workforce utive vice president
Ms. Goodstein is Diversity. and will take
Goodstein Holcombe Lazzarini
also executive vice Holcombe responsibility for
president of market- previously served management
ing and a member of the company’s as head of brand development. of the bank’s Northern California
executive management committee. In her new role, Holcombe will be Division, a 102-branch network providing
The announcement was made by responsible for advancing the company’s consumer and business banking services,
Christopher M. “Kip” Condron, chair- diversity initiatives, including talent predominantly in the greater Bay Area.
man and CEO of AXA Equitable, to recruitment, retention and development. Executive Vice
whom Ms. Goodstein reports. She will partner with executive leader- President Fran
“With her creative talent and out- ship, business management, stakeholders Lopez was named
standing project execution skills, Barbara and employees to foster a diverse and to head the bank’s
is the ideal candidate to develop and inclusive work environment. She will Community and
lead AXA Equitable’s enterprise-wide also serve as the U.S. representative on Public Relations
innovation strategy,” he said. ING’s Global Diversity Council. function,
As chief innovation officer, Ms. “Debbie has been a driving force responsible
Lopez
Goodstein is responsible for growth promoting the company’s core values for the bank’s
initiatives across AXA Equitable. She around diversity,” said Larry Milan, head corporate
heads a newly-formed marketing and of human resources, ING U.S. Financial philanthropy and for internal and
innovation business group that serves as Services. “Her knowledge of the industry, external communications.
an incubator for new business ideas, coupled with her passion and broad Lazzarini, a distinguished 24-year
where concepts are explored, tested, and perspective of the organization, positions Bank of the West veteran with roots in
brought to market quickly. her well to help strengthen the company’s East Bay branch banking, served in
Ms. Goodstein joined AXA Equitable culture and reputation as an employer international, commercial and corporate
in July 2005 as executive vice president, that embraces diversity.” banking positions before rising through
marketing and product development. Ms. Holcombe has over 20 years of the management ranks. Lopez, who
She earned her MBA in marketing from experience in the financial services joined Bank of the West in 1993, most
Columbia University Graduate School industry. In her previous role as head of recently managed the corporate market-
of Business and her BA from Brown Brand Development, her primary ing function and previously managed
University. She holds NASD Series 7, responsibilities included brand standards retail banking administration. She was
63 and 24 registrations. and employee engagement. formerly a Citibank manager, both in
Ms. Holcombe attended Temple New York and in California.
University in Philadelphia. Both executives will continue to be
ING is a global financial institution based at the San Francisco headquarters.
of Dutch origin offering banking, insur- Founded in 1874, $58.4 billion-asset
ance and asset management to more Bank of the West (www.bankofthewest.com)
than 75 million private, corporate and offers a full range of personal, business,
institutional clients in more than 50 trust and international banking services
countries. and currently operates more than 700
For more information, visit retail and commercial banking locations
www.ing.com. in 19 western and midwestern states.

8 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
Bring out the best in everyone,
and you can achieve great things.
The men and women of Lockheed Martin are involved in some of the most important projects in the
world. Though naturally diverse, our team shares a common goal: mission success. Our differences
make us stronger because we can draw on the widest possible range of unique perspectives. Resulting
in innovative solutions to complex challenges. Lockheed Martin. One company. One team.

www.lockheedmartin.com
© 2007 Lockheed Martin Corporation
Lourdes F. Diaz Joins of human resources strategic planning Mr. McMahon joined AXA Equitable
and implementation including organiza- in April 2005 as senior vice president to
Sodexho’s Diversity Office tional effectiveness, employee relations, launch the company’s strategic initiatives
Lourdes Diaz has diversity, employment, compensation group. In that role he was responsible
recently joined and benefits, leadership and professional for the development and implementa-
the diversity development and facilities services. tion of strategies to increase revenue
office at Sodexho, McAdory joined the company in growth in the company’s retail and
in Gaithersburg, 1987 as a placement and development wholesale distribution channels. He
Maryland. She is coordinator. was promoted to executive vice
a senior director She has a bachelor’s degree in president and elected to the company’s
of diversity rela-
Diaz
industrial administration from GMI executive management committee in
tions, part of the Engineering and Management Institute September 2005.
executive team. and a master’s degree from the Mr. McMahon earned a BS from
Under her new role, she is responsible University of Michigan. Fairfield University and an MBA from
for driving the diversity and inclusion Columbia Business School.
message to internal stakeholders and
managing external relationships. Lourdes
Andrew McMahon Appointed
holds a leadership role in representing Chairman of AXA Advisors, LLC David L. Nelson Named
Sodexho within the marketplace, NEW YORK— VP, Treasury, at
and is committed to promoting best Andrew
diversity practices. McMahon,
Chrysler Financial
Before joining Sodexho Ms. Diaz was executive vice pres- David L. Nelson
the vice president for corporate relations ident of AXA was appointed vice
and the director of the procurement Equitable Life president, treasury,
council at the National Gay and Insurance Chrysler Financial,
in July 2007.
McMahon
Lesbian Chamber of Commerce Company, has
(NGLCC). Lourdes joined the become chairman Prior to this
NGLCC in the spring of 2006 and of AXA Advisors, position, Nelson
was director,
Nelson
directed the corporate relations and LLC, the company’s retail distribution
supplier diversity departments. channel and broker/dealer. He will suc- investor relations,
She holds a BA in marketing from ceed Robert S. Jones, ChFC, CLU, who North America,
Loyola University in Chicago. retired from the company on June 30 with Chrysler Group. Mr. Nelson
after a successful 41-year career. reports to the chief financial officer
for Chrysler Financial.
Machelle A. McAdory Most recently, Mr. McMahon held
Nelson is responsible for all treasury
the position of chief operating officer of
Named VP at retail distribution. He will continue to functions for the company. This includes
Chrysler Financial serve as a member of the company’s capital markets funding, cash manage-
Machelle A. executive management committee. ment, asset-liability and pension
McAdory was The announcement was made by management, interest rate risk
appointed vice Christopher M. “Kip” Condron, chair- management and development of
president, human man and CEO of AXA Equitable, to financing structures that optimize the
resources and whom Mr. McMahon continues to report. company’s capital structure.
administrative Mr. McMahon is responsible for the In addition, as a management
services, for company’s retail distribution channel, spokesman, Nelson maintains relation-
Chrysler Financial including approximately 6,000 financial ships with rating agencies, banks and
McAdory in July 2007. Prior professionals and 60 branch offices institutional investors.
to this position, nationwide and in Puerto Rico. In his Nelson joined the company in 1990
Ms. McAdory was senior manager, role as chairman, he will continue to as a financial analyst.
human resources, global procurement drive strategy for profitable growth He has both a master’s degree in
and supply, at Chrysler Group. across retail distribution, focusing on economics and an MBA in finance from
She reports to Paul Knauss, president management development, recruiting, the University of Detroit.
and chief executive officer for retention, and development of new and
Chrysler Financial. experienced financial professionals, and
McAdory is responsible for all aspects veteran productivity.

10 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
Pfizer Hires New President of National Center Theresa Cropper Joins
Vice President and for Cultural Healing Joins Perkins Coie as Director
Chief Talent Officer Ivy Planning Group of Diversity
NEW YORK— ROCKVILLE, CHICAGO—
Pfizer has Md.—Ivy Perkins Coie is
announced that Planning Group pleased to
Dr. Tanya LLC (Ivy), a full- announce that
Clemons, a senior service manage- Theresa Cropper
executive with ment consulting has joined the firm
extensive experi- firm headquar- as its new director
ence in leadership tered in Rockville, of diversity and
Clemons Carrillo Cropper
and organization Md., has professional devel-
change at announced that opment. She joins the firm from DLA
Microsoft and IBM, will join Pfizer as David Bear Carrillo, founder and Piper Rudnick Gray, where she was the
vice president and chief talent officer president of The National Center for national director of diversity responsible
in November. Cultural Healing, has joined Ivy as a for coordinating the efforts to recruit,
Dr. Clemons will report to Mary senior consultant. An American Indian retain and promote the diverse attorney.
McLeod, the senior vice president for originally from Utah, Mr. Carrillo con- “At Perkins Coie, we value diversity
human resources. She will be a member tributes to Ivy his talents in the areas of as part of our culture and pride ourselves
of the HR leadership team and Pfizer’s cultural diversity, cultural competence on our diversity initiatives. Theresa’s
senior management team. and organizational development. He is wealth of experience will be invaluable as
Dr. Clemons will have responsibility widely known as an expert facilitator of we continue to develop a workforce that
for enterprise-wide organization develop- highly interactive learning environments. reflects the richness of diversity within
ment, talent and learning strategies and Mr. Carrillo has worked with organi- our communities,” said Robert Giles,
play a critical role in shaping the new zations that include Texaco, Johnson & managing partner.
culture. She will lead the company’s Johnson, AmeriCorps VISTA, the U.S. With more than 650 lawyers in 15
senior executive talent development, Environmental Protection Agency, the offices across the United States and in
global people development and succes- U.S. Geological Survey and the U.S. China, Perkins Coie serves companies
sion processes. Department of the Interior’s Bureau of ranging in size from start-ups to FOR-
Dr. Clemons is currently a corporate Indian Affairs. The National Center for TUNE 100. Many of the firm’s clients
vice president for Microsoft, where she Cultural Healing and Ivy collaborated are market leaders in traditional indus-
is responsible for leadership develop- jointly on a project in 2006, and found tries and emerging technology markets.
ment, talent management, employee their partnership to be valuable and
learning and training, organization rewarding. According to Ivy’s president,
development, and change initiatives. Janet Crenshaw Smith, Mr. Carrillo
Dreier Stein & Kahan LLP
Prior to joining Microsoft, she held “represents a special addition to our Announces 2007
leadership roles at IBM, Georgia-Pacific diversity consulting and training prac- California Bar Foundation
and Anheuser-Busch. tice. His expert knowledge of diversity Scholarship Recipient
Dr. Clemons earned a BA in psycholo- and inclusion, organizational dynamics
SANTA
gy from the University of New Orleans and culture, and of the unique American
MONICA,
and a PhD in organizational psychology and American Indian relationship and
Calif.—Dreier
from Louisiana State University. experience, will prove invaluable to Ivy
Stein & Kahan
and to our clients.”
LLP has
announced that
Catherine Pugh,
aspiring civil rights
Pugh attorney, is the
recipient of the
firm’s 2007 California Bar Foundation
Scholarship. Dreier Stein & Kahan LLP,
along with five other law firms in
California, has pledged $30,000 to the

P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 11
scholarship program over three years. The California Bar Foundation is Silver Vanguard
Ms. Pugh’s commitment to social distributing $187,500 in law school Award sponsored
justice led her to attend California scholarships to 39 students from 17 by Chief Learning
Western School of Law, where she California law schools. Recipients are Officer (CLO)
continued her path of improving the nominated based on their dedication magazine. The
lives of those around her. Ms. Pugh was to public service, academic performance, magazine recog-
selected from a nationwide pool of and financial need. nizes industry
applicants as an associate with the Dreier Stein and Kahan LLP is leaders for
Murphy
Council of Legal Education, a program national full-service law firm headquar- excellence in
that pairs minority students in criminal tered in Santa Monica’s Water Garden enterprise learning.
justice programs with attorneys of color. complex, with a second west coast office The awards ceremony was held at the
In addition to her professional accom- at Fox Plaza in Century City. Loews Ventana Canyon Resort in
plishments, Ms. Pugh is in the top of Tucson, Arizona on Tuesday, Oct. 2 in
her law school class, a breast cancer Bryan Murphy Receives conjunction with the Fall 2007 Chief
survivor, a mother of three and a foster Learning Officer Symposium.
parent to a number of foster children.
Silver Vanguard Award “This is really an honor, not just for
“Catherine embodies all of the From Chief Learning Officer me or the claims department, but for
qualities that Dreier Stein and Kahan Magazine Farmers Insurance,” Mr. Murphy stated.
LLP embraces—perseverance, the drive to LOS ANGELES— Bryan Murphy, exec- “It shows Farmers’ continued pursuit of
get things done and a desire to use her legal utive vice president and chief claims learning in order to serve our customers.
training to help others,” said Stanton “Larry” officer, Farmers Insurance Group, has I am very proud of the Farmers team
Stein, partner at Dreier Stein & Kahan LLP. received the 2007 Learning In Practice effort and the recognition given us by
PDJ

12 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
by David Casey

Why Some Think


Barak Obama is
Not Black Enough
Consider a couple of facts/thoughts • PBS Series: Race—The Power of an
W ell folks, here we are at the end
of 2007. Many of you reading
this are full time practitioners of diversity
discussed during the series— Illusion. Go to www.pbs.org/race to
learn more about the science, history and
1. Race is a modern idea. societal impacts of this thing we call race.
management or at least have it as a signif-
2. Race has no genetic basis. • While many think the world has been
icant part of your occupation. I’d be
3. Human subspecies don’t exist. shaped by racial differences among
interested to know how many of you feel world cultures, the book Guns, Germs
4. Skin color really is only skin deep.
that our country’s dialogue around what we and Steel, by Jared Diamond, explores
call race has evolved. I don’t believe it has. 5. Most variation is within, not between, races. the cultural evolution of world
We are often times all too eager to 6. Slavery predates race. cultures by climactic zones and their
7. Race and freedom evolved together. relationship to today’s world order.
discuss the sexier issues related to diversity
management—multicultural markets, 8. Race justified social inequalities as natural. • Be conscious about using the term
global economies, cultural competency, 9. Race isn’t biological, but racism is still real. ‘race’ to define and characterize people
by physical variations among groups.
balanced scorecards, etc. Yet, we still 10. Color blindness will not end racism.
find ourselves grappling with why One of my goals with this series of
people think Barak Obama is not black I have told many people that saying articles was to move the dialogue around
enough or shocked to find that Rev. that one is color-blind is not a good diversity management forward and to
Al Sharpton and Strom Thurman may aspiration. To those of you who have spark new thoughts and paradigms.
be distant relatives. heard me say that, can I have a take- If I have done nothing else, I hope to
Unfortunately, we have never fully back? Given that skin color is truly only have accomplished that. On that note,
vetted the issues surrounding how we got skin deep, I’m ready to sign up for the I would like to thank Jim Rector and the
to this point. The fact is that there is no Color-Blind Society. This does not staff at PDJ for inviting me to share var-
biological basis for defining ourselves along negate the relevance of cultural distinc- ious perspectives with you this past year.
racial lines as most of us know them. tions or the impact of practices and This will be my last in this series, as
While the notion of race is not policies steeped in racism; it negates I am pleased to transition the role of
grounded in biological reality, it only supposed racial distinctions based Chief Diversity Officer to Linda Jimenez,
nevertheless has a very real historical and on biology. I am very proud of my as I take over new responsibilities. Linda
sociological basis in our country’s culture. African cultural heritage, yet I also real- will be taking over this series in the new
I had the opportunity to catch a series ize and appreciate those of African her- year. I also want to thank you for the
titled, Race—The Power of an Illusion on itage with skin tones as light as Colin positive response to this series and for
PBS. This series outlines how we have Powell and as dark as Wesley Snipes. your passion for moving this work and
come to categorize ourselves as different Far be it for me to try to cover all the profession of diversity practitioner to
races as a means of expressing social there is to cover in a few paragraphs, so new heights. I wish you all the best and
distinctions within a population that let me point you to some resources hope to continue these conversations as
has considerable physical variation. and things to do that will help to shift our paths cross in the future. PDJ
our paradigms around what we think of David Casey is VP of Talent Management at
as ‘race’: WellPoint, Inc. His column appears in each issue
of Profiles in Diversity Journal.

14 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
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CHOOSE DELL FEATURING


CHOOSE FEA L® CENTRINO
ATURING IINTEL
NTEL O® DUO PROCESSOR
PROCESSOR TECHNOL
OLOGY
TECHNOLOGY
The Bottom Line:
Corporate Performance and
Women’s Representation on Boards
By Catalyst

The study looked at three terms of ROE, companies with the



T he Bottom Line: Corporate
Performance and Women’s
Representation on Boards,” Catalyst’s
commonly used measures of financial
performance—return on equity (ROE),
highest percentages of women board
directors outperformed companies with
most recent study, finds that, on average, return on sales (ROS), and return on the lowest percentages of women board
financial performances at Fortune 500 invested capital (ROIC)—from 2001 directors by 53 percent (see Figure 1).
companies are higher at companies with to 2004, in conjunction with women For ROS, the number was 42 percent
higher percentages of women on their board director data from Catalyst censuses (see Figure 2), and for ROIC, the number
boards of directors. from 2001 and 2003. It found that, in was 66 percent (see Figure 3).
continued on page 18

Figure 1 Figure 2 Figure 3


Return on Equity by Women’s Return on Sales by Women’s Return on Invested Capital by
Representation on the Board Representation on the Board Women’s Representation on the Board

Companies with more Companies with more Companies with more


WBD outperform those WBD outperform those WBD outperform those
with the least by 53% with the least by 42% with the least by 66%

+53% +42%
ROIC
ROS
ROE

+66%
9.1% 13.9% 9.7% 13.7 %

4.7% 7.7 %

Bottom Top Bottom Top Bottom Top


Quartile WBD Quartile WBD Quartile WBD Quartile WBD Quartile WBD Quartile WBD

© Catalyst 2007 © Catalyst 2007 © Catalyst 2007

16 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
In a time of rapid change for our company and for our work to find new, innovative solutions for patients, and
industry, we believe that the unique perspective of each better ways of working with our customers, our partners,
Pfizer employee is vital. Why? Because the tough health and the communities we serve.
care challenges people are facing today call for new, At Pfizer, we believe diversity means an inclusive and
different, and diverse ways of thinking. empowering work environment. The result? A happier,
That’s why we’re implementing a global strategy to ensure healthier tomorrow for us all.
Pfizer’s culture not only respects, but also leverages each
individual employee’s background, character, and life
experiences. We’re putting those unique perspectives to
Women’s Representation on Boards
continued

Table 1 Figure 4
Financial Performance at Companies With
Three or More Women Board Directors (WBD)
ROE ROS ROIC
16.7% 16.8%
Consumer Discretionary * * *
Consumer Staples * * *
Financial — * — Average Average
11.5% 11.5%
Healthcare * * * 10%
Industrials * * * % Average
Information Technology * * * 6.2%
Materials * — *

* Top quartile outperforms bottom quartile


— Top quartile does not outperform bottom quartile
ROE ROS ROIC

© Catalyst 2007 © Catalyst 2007

These numbers aren’t just a result experienced, on average, a 35.1 percent Harvey M. Wagner, Ph.D., Professor,
of a few high-performing companies or higher return on equity (ROE) and 34.0 Kenan-Flagler Business School,
industries. As you can see from Table 1, percent higher total return to shareholders University of North Carolina, Chapel
the link between corporate performance (TRS) than did those with the lowest Hill, and Sriram Narayanan, Ph.D.,
and women board directors holds percentages of women corporate officers. Assistant Professor, Eli Broad School
across industries. While none of this data proves or of Business, Michigan State University,
In addition, corporate performance implies causation, the fact that women East Lansing. PDJ
is stronger than average at companies board directors and women corporate
with at least three women board officers go hand-in-hand with high Founded in 1962, Catalyst is the leading
directors, as Figure 4 illustrates. corporate performance adds to the nonprofit corporate membership research and
These results follow Catalyst’s 2004 business case for diversity at organizations, advisory organization working globally with
businesses and the professions to build inclusive
report, The Bottom Line: Connecting which Catalyst continues to study. environments and expand opportunities for
Corporate Performance and Gender This study was authored by Lois Joy, women and business. For more information
Diversity, which showed that the Ph.D., Director, Research, and Nancy on this report and to see its appendices, which
Fortune 500 companies with the highest M. Carter, Ph.D., Vice President, list the companies with highest and lowest
percentages of women board directors, visit
percentages of women corporate officers Research, at Catalyst Inc. and by www.catalyst.org.

18 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
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22 Supplying Halliburton
26 Internal Champion Profiles
34 Supplier Profiles
PHOTO • JIM

SYSTEL INC.
Special Feature Halliburton

T H E T R A N S F O R M AT I O N O F S U P P L I E R D I V E R S I T Y

Supplying
Halliburton

O
nly a few multinationals can get a firm handle
on supplier diversity. Their size and scale of
operations often present challenges that slow
the pace of change. And who can fault them?
After all, blending the culture and norms of
dozens of countries into a cohesive plan is
daunting, to say the least.
That’s why Halliburton’s work in supplier
diversity is so remarkable. The company has embraced every aspect
of supplier diversity and taken each aspect to a new level. Scores of
companies owe their existence to the opportunities Halliburton brought
to them.
Take a look at what Halliburton has wrought; you’ll be impressed
and inspired.

P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 23
Halliburton Supplier Diversity

Step Changes: Halliburton Transforms


Supplier Diversity Program into
Diverse Global Supplier Base

W ith record-breaking global consumption of oil and gas,


Halliburton is enjoying robust demand for its oilfield
products and services. As its operations expand to meet cus-
tomer needs, the company is extending the growth opportuni-
ties to its own suppliers. Those who want to grow and global-
ize have an unprecedented opportunity with Halliburton.
“We need a diverse supply chain organization to meet the
demands of the ever-growing worldwide marketplace,” said Len
Cooper, senior vice president, supply chain, and Halliburton’s
primary executive focal point for supplier diversity.
“We are committed to creating a business environment
where diverse suppliers are encouraged to participate and get a
fair and equal chance to compete for our business based on the
Snapshot of Halliburton relative value they bring to Halliburton.”
OVERVIEW
Halliburton adds value across the entire lifecycle of oil and gas Redefining Supplier Diversity
reservoirs, starting with exploration and development, moving
through production, operations, maintenance, conversion and
refining, and finally to infrastructure and abandonment. Operating
in nearly 70 countries working in two major business segments:
H alliburton has operations in approximately 70 countries.
Sourcing close to the customer improves Halliburton’s
ability to deliver products and services in these countries when
Drilling and Evaluation; Completion and Production.
and where they are needed, and at the right price. Further, it
These segments offer a broad array of products and services to
upstream oil and gas customers worldwide, ranging from integrated helps develop communities around the world where
software and services to drilling tools, logging, and perforating Halliburton operates. This sustainable sourcing, of which sup-
technology, from manufacturing of drill bits and other down-hole
and completion tools to pressure pumping services. plier diversity is a key component, is one of the four elements
of Halliburton’s global sustainability strategy.
Halliburton’s vision is to be the preferred upstream service company
for the development of global oil and gas assets. Outside the United States, Halliburton offices locally
procure more than $1 billion in spend. The company is devel-
HALLIBURTON’S SUPPLIER DIVERSITY FOCUS
Creating mutually beneficial business relationships that deliver value oping local supply chain organizations in Europe, Eurasia,
to our company and our customers. Africa, the Middle East, Asia Pacific, Canada and Latin
America. These regional organizations will source closer to the
HALLIBURTON’S DEFINITION OF SUPPLIER DIVERSITY
Supplier diversity is a proactive business process which seeks to customer, with the goal of improving logistics capability and
diversify our supplier base, expand business opportunities, and cost structure.
develop a supply chain that reflects the diversity of the communities
In light of this growing regional supply chain organization,
and countries where we work.
Halliburton is redefining what it means to be a “diverse” supplier.
EMPLOYEES “What is considered diverse in the United States is not
50,000 in 70 countries.
necessarily diverse in Africa or Asia,” said Halliburton
COMPANY HEADQUARTERS & WEB SITE Health, Safety, Environment and Sustainability Director
Houston, Texas Helen O’Connor.
www.halliburton.com
“Supplier Diversity for Halliburton now encompasses

24 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Special Feature Halliburton

“We need a diverse


supply chain
organization to meet
the demands of the
ever-growing world-
wide marketplace.”
LEN COOPER, SENIOR VICE PRESIDENT,
SUPPLY CHAIN

national and local content suppliers, small-to-medium business its U.S. supplier diversity initiative and expanding its global
enterprises (SMEs) and ethnic minority businesses (EMBs), in presence. Activities include conducting internal training,
addition to women’s business enterprises (WBEs) and minority expanding second-tier diverse supplier reporting by some of its
business enterprises (MBEs).” top suppliers, establishing local champions across the United
Halliburton is establishing country-specific criteria to identify States with a regional structure to follow in 2008, designing
quality suppliers around the world that can support the and executing targeted local content strategies, and developing
company’s growth in international markets. It also is develop- strategic suppliers over the next five years.
ing an innovative supplier coaching program that will help
U.S. suppliers move into international areas with Halliburton’s Building Supplier Competencies
support and expertise. In exchange, these suppliers will mentor
for Globalization
national content suppliers in underdeveloped markets.
“Diverse suppliers and national content suppliers can learn
from each other while growing their businesses internationally,”
T o support and encourage the development of diverse
suppliers who have global capabilities or the potential to
be a global provider, the company introduced the BEST
said O’Connor.
program in late 2006. BEST—Business Education and Supplier
“Getting to this next level also means challenging ourselves to
Transformation—is a program intended to foster closer
lead in undefined and uncharted territory,” Cooper pointed out.
relationships with diverse suppliers that will play a key role
In this broader view of the world, Halliburton’s vision is to
in Halliburton’s future.
be recognized as a global leader in supplier diversity and national
“BEST suppliers are a unique group,” said Ingrid
supplier development in countries with open markets. Its mis-
Robinson, senior manager of Global Supplier Diversity. “These
sion is to enhance competitive positioning in global markets by
are suppliers who are equipped to meet our future growth
identifying, developing and ensuring the inclusion of diverse and
needs. We bring them ‘behind the curtain’ to understand
national suppliers as an integral component of the supply chain.
Halliburton’s supply chain strategies. We want to increase
Toward these ends, in 2007-2008 Halliburton is refining
alignment with them, foster talent development in their organ-

P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 25
Halliburton Supplier Diversity

H A L L I B U R T O N
1 Halliburton’s Three-Tiered
Internal Champion Profiles
1
MARK McDANIEL
Healthy suppliers are good for
business. As a major oilfield services Executive Advisory Board (EAB)
provider, Halliburton understands comprised of senior executives who influence
this and knows that strengthening
the company’s strategic direction
its own supplier base is key to its
sustainability.
“We are always on the lookout for diversity in
our supply base, and we want our suppliers to
be as healthy as possible,” said Mark McDaniel,
vice president of procurement and logistics for
Halliburton.
“We look for opportunities to help them
grow their businesses. Some of our diverse
izations and build diverse supplier competency in our core
suppliers have ‘hit the wall’ in terms of growing
business areas,” she said.
and expanding their business capacity. They may
need access to capital, mentoring or business “Networking events create opportunities for BEST suppli-
consulting. We give them training and mentor- ers and Halliburton senior leaders to get to know each other.
ing to get over that wall and take their business Participants also attend training sessions taught by Halliburton
to the next level if they are interested.” subject-matter experts and external partner organizations.”
Many Halliburton customers require their Currently, 10 diverse supplier companies are participating
suppliers to have active supplier diversity and
in BEST and enjoying unparalleled access to Halliburton man-
local content programs in place. With its
agement and business growth opportunities. In its first year,
commitment to developing diverse suppliers,
Halliburton has taken the requirement a step the program has already generated positive results for BEST
further. “Our supplier diversity program is on a suppliers. For example, the chief executive officer of Micro-
par with most of our customers and it has SMART Systems Inc., a manufacturer of state-of-the-art oil-
become a differentiator for us,” McDaniel said. field tools, attended a supplier trip with the company’s chief
procurement officer. Custom truck manufacturer General
KELL LEWIS
Truck and Body, a Halliburton supplier for more than 20
For Kell Lewis, being a Halliburton
years, has proposed exploring the creation of a new business
Supplier Diversity Champion is
about opening doors. line in partnership with the company.
Lewis is the senior supply chain As a BEST supplier, Icon Information Consultants dis-
manager for Halliburton’s Gulf of cussed opportunities for increasing its contract service levels
Mexico operations. Based in directly with the company’s chief information officer. And
Lafayette, La., he is responsible for being part of the BEST program enabled LegalWATCH Inc.
procurement and logistics for all
to expand the legal training it provides Halliburton in the
United States to some international locations.
continued on page 28

26 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Special Feature Halliburton

Supplier Diversity Corporate Support Structure

2
3
The Supplier Diversity Council (SDC)
comprised of directors and managers
Supplier Diversity Champions
who oversee day-to-day business management
provide on-the-ground assistance for minority,
women and small businesses navigating
Halliburton’s organization in the United States

Building Ownership for Supplier Diversity The SDC identifies barriers to supplier diversity and imple-

H alliburton’s supplier diversity vision and initiatives are ambi-


tious, and the company realizes they can be achieved only
if managers take ownership for them. Its three-tiered supplier diver-
ments strategies to ensure the success of various supplier
diversity initiatives.
“Many of our program ideas, including the need for a supplier
sity corporate support structure is designed to build this sense capacity building program like BEST, have come from the supplier
of ownership. diversity council,” explained Robinson. “They understand how dif-
The top tier of the structure is the Executive
Advisory Board (EAB), comprising senior exec-
utives who influence the company’s strategic “Networking events create
direction. As Halliburton’s chief advocates for
supplier diversity, EAB members ensure support
opportunities for BEST suppliers
for the vision, mission and programs at all levels. and Halliburton senior leaders
During quarterly meetings, the advisory
board reviews supplier diversity performance to get to know each other.
metrics to assure alignment with business strate-
gies, advises on policies and assists in removing
Participants also attend
roadblocks. EAB members build accountability
training sessions taught by
for supplier diversity in their own organizations
and ensure that management and departments Halliburton subject-matter
support supplier diversity.
The Supplier Diversity Council (SDC), experts and external partner
comprised of directors and managers, forms the
second tier of the structure. The SDC meets
organizations.”
quarterly as well, prior to each EAB meeting. INGRID ROBINSON, SENIOR MANAGER OF GLOBAL SUPPLIER DIVERSITY.

P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 27
Halliburton Supplier Diversity

Internal Champion Profiles


KELL LEWIS, continued
2
materials moving offshore. Lewis represents
Halliburton on the board of directors for the
Women’s Business Council Gulf Coast.
“Sending purchasing agents to meetings
of these organizations has helped to open
their eyes to the benefits of working with
diverse suppliers,” said Lewis.
These same purchasing agents have long,
well-established supplier relationships, so
bringing new suppliers into the mix requires
work on both sides of the table. “I try to The company will soon provide Web-based training for all
employees and currently provides training to the Strategic
open the doors for diverse suppliers to come Training Exchange Program (STEP) participants to develop
in and tell us what their capabilities are, but local supply chain leadership in every region.
it’s up to them to sell themselves. They need
to be able to show us the value of doing
business with them,” Lewis said. ferent initiatives impact profitability and they know how to
“We owe it to our communities to figure
ensure buy-in. When the council takes ownership and drives
out how we can work with small businesses
programs to support business goals, they embed supplier diver-
and businesses owned by minorities and
women,” he added. “There are a lot of sity throughout the company. With this structure, the role of
ingenious folks out there with innovative the supplier diversity organization is to facilitate and administer
ideas, new approaches and ways to do things the initiatives that the council puts forward.”
better, faster and cheaper.” At the third tier of the internal structure, Supplier
Diversity Champions provide on-the-ground assistance for
minority, women and small businesses navigating Halliburton’s
VERONICA BROWN
organization in the United States.
As Halliburton’s Procurement
Center manager responsible for “We have to understand departmental sourcing processes
$100 million in total annual so we can connect diverse suppliers with key decision-makers,”
spend, Veronica Brown believes said Kell Lewis, senior manager of procurement, materials and
in the value of supplier diversity. logistics for the Gulf of Mexico region, which includes coastal
Brown routinely looks for diverse suppliers Louisiana, Texas, Mississippi and Alabama.
when her internal clients in information tech-
“Next year, we plan to have about 40 champions active in
nology, corporate and support functions need
our regional structure, including field procurement and logis-
products and services. “When Tier One
opportunities are not available, we try to tics, manufacturing, product service lines (PSLs), support
negotiate contracts that require our suppliers functions and international sourcing groups.”
to provide subcontracts to diverse suppliers,” In addition to this demonstrated leadership, Halliburton
she said. relies on policies, training, communication and recognition to
“We just renegotiated a $4 million-a-year educate its workforce of almost 50,000 about supplier diversity
continued resources and processes. The company will soon provide

28 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Special Feature Halliburton

“We have to understand


departmental sourcing
Internal Champion Profiles
VERONICA BROWN, continued
3
processes so we can contract. There is a clause requiring that 15
percent of the supplier’s purchases be from
MBEs (Minority Business Enterprises) or WBEs
connect diverse suppliers (Women’s Business Enterprises).”
Non-traditional suppliers have proven to
with key decision-makers.” be highly flexible and able to accommodate
Halliburton’s needs. “They are happy to have
the opportunity to work with a company of
KELL LEWIS, SENIOR MANAGER OF PROCUREMENT, MATERIALS
our size and really go the extra mile to give us
AND LOGISTICS FOR THE GULF OF MEXICO REGION
good customer service,” Brown said. “A com-
pany that is not big and does not have a
famous name can still provide the quality of
service that we’re looking for.”

GREG SMITH
Halliburton Strategic Sourcing
Manager Greg Smith is in a
unique position to influence sup-
plier diversity, to the benefit of
suppliers and the company alike.
Through Halliburton’s methodical sourcing
process, Smith and his team have identified
suppliers that qualify as minority- or women-
owned businesses and could gain an advan-
tage from certification.
“We encouraged a long-time supplier to
become certified as a Women’s Business
Enterprise (WBE),” he said. “As a WBE, she is
now able to look for opportunities to win
contracts that her company had not previously
pursued because of the procurement leads
and contacts provided by WBENC.”
Smith also helps suppliers navigate
Halliburton’s organization. “We occasionally
find an MBE or WBE that is a niche supplier
for one segment of our business, but is also
capable of serving other areas. We look for
opportunities within the company and direct

continued

P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 29
Halliburton Supplier Diversity

Internal Champion Profiles


GREG SMITH, continued
4
them to the Supply Chain category managers
who can help grow their business.”
Some of these suppliers have put strategic
sourcing to work in their own companies,
Smith pointed out. “After attending our
BEST (Business Education and Supplier
Transformation) training program, one
of our suppliers hired staff to implement
strategic sourcing. By applying the training,
they should realize lower costs, and in
turn be positioned to pass on lower costs
to Halliburton.”

SHERRY WILLIAMS
In her role as co-chair of
Halliburton’s Supplier Diversity
Executive Advisory Board, Sherry
Williams attended the 2007 instructor-led and/or Web-based training for all employees and
Women’s Business Enterprise currently provides training to the Strategic Training Exchange
National Council annual conference. It was
Program (STEP) participants to develop local supply chain
the first time Williams, vice president and cor-
leadership in every region.
porate secretary for Halliburton, understood
the extent to which women-owned business- The supplier diversity organization awards its Quarterly
es contribute to the economy. Advocate Recognition to an employee who demonstrates a
“It really opened my eyes when I saw thorough understanding of supplier diversity and exceeds
the number of talented women doing quality expectations for supporting supplier diversity objectives. Each
work and making quality products, with year, one quarterly award recipient represents Halliburton at
significant manufacturing and revenue-
the national conference of the National Minority Supplier
generating capacity,” she recalled. “Yet,
Development Council (NMSDC) and the Women’s Business
large business does not gravitate to them
naturally. One of the most important aspects Enterprise National Council (WBENC).
of supplier diversity programs is that they “This exposure drives home the value of supplier diversity
help these businesses be successful. and helps to solidify the advocate as a true champion of sup-
“There is connectivity among large plier diversity,” Robinson commented. “The advocates who
businesses, small businesses, and small-busi- have attended a national conference have all awarded multi-
ness employees and their livelihoods. I knew
million dollar contracts to diverse suppliers as a result.”
this in the abstract, but to see it up close
Employees who create new opportunities of significant
was meaningful to me,” she said.
value or assist diverse suppliers in resolving an issue may receive
continued on page 32 a Halliburton MVP (Maximizing Value-Added Performance)

30 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Special Feature Halliburton

Photo courtesy of Grady Carter

financial award. Through September, a number of employees Each year, one quarterly
had received MVP awards for their impact on a supplier’s
relationship with Halliburton. award recipient
Sharing the Responsibility represents Halliburton
H alliburton sets annual targets to drive performance and deliver
supplier diversity results. Key performance indicators
(KPIs) measure progress and success in supplier diversity in the
at the national
following areas: conference of the
• Percent of annual expenditure increase with new
minority-, women- and small-business enterprises National Minority
• Percent of annual expenditure increase with existing Supplier Development
minority-, women- and small-business enterprises

• Number and percent increase of first-tier suppliers Council (NMSDC) and


reporting second-tier diverse spend

• Number and percent of new and existing diverse suppliers


the Women’s Business
• Number and percent increase of suppliers certified as Enterprise National
minority-, women- or small-business enterprises in the
United States Council (WBENC).
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 31
Halliburton Supplier Diversity

Internal Champion Profiles


SHERRY WILLIAMS, continued
5
Williams knows that many perceive her
industry as insensitive to diversity. “It is
important to know that Halliburton senior
executives are concerned with these issues.
Diversity is a company priority and a value.
We believe we can support supplier diversity
across the board and not sacrifice quality
and integrity.”

HELEN O’CONNOR
Having diverse suppliers is critical,
not because it’s fair or helps
a department or business unit
achieve the right metrics,
but because it breeds choice
and opportunity.
“Diversity throughout our business breeds
• Tracking departmental diverse supplier utilization rates
different ways of thinking and solving
problems,” explained Helen O’Connor, director by function
of health, safety, environment and sustainabil- • Incorporating supplier diversity metrics in supplier
ity for Halliburton. “If we are all like-minded,
scorecards and bid evaluations.
there is only so much value we can bring.
If our suppliers are all the same, then what Supplier diversity reporting metrics are automated and
we get will be the same. We become stunted incorporated into supply chain metrics, increasing their visibility
and can’t relate as effectively to our across the organization. Metrics are reported by division, func-
customers and communities wherever we
tion, country, geographic region, and minority/women affiliated
are operating in the world.”
council in the United States. Using indicators built into the
“It makes good business sense to support
choice through diversity in our suppliers. SAP system, Halliburton reports spend by gender, ethnicity,
Diversity is good for us, our clients and the certification status and many other measures.
industry because it encourages different “Our reporting system provides robust, accurate, concise
perspectives and offers increased opportuni- and detailed reporting on a global basis,” explained Robinson.
ties for meeting our needs. I think this makes “In addition to corporate goals, some employees have for-
us stronger,” she said.
mal, personal supplier diversity goals built in to their annual
Halliburton is in a position to offer choices
performance planning tool,” said Cooper. “We provide training,
and opportunities to suppliers, as well. “We
are increasingly expected to bring value to resources and information to business units and individuals
local economies in the different regions to help them achieve their targets.
The ultimate message is that diversity is not one person’s
continued
job. It is a shared responsibility.”

32 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Opportunities to expand its supplier base continue to present themselves Special Feature Halliburton
as Halliburton opens new technology and manufacturing centers
around the world. This brand new facility in Pune, India,
is the first globally focused technology center
outside North America and Europe.

Internal Champion Profiles


HELEN O’CONNOR, continued
6
where we work. Halliburton is creating
regional supply centers, developing suppliers
around the world and supporting local
content. Through this diversified supply chain,
we can expand the economic value we bring
to a region,” O’Connor said.
“This is one of the major ways we can
ensure our sustainability as a company.”

LAWRENCE POPE
Recognizing that executive buy-in
influences culture change in an
organization, Halliburton estab-
lished an Executive Advisory
Board (EAB) to oversee supplier
diversity. Lawrence Pope, vice president of
human resources and operational excellence
for Halliburton, co-chairs the EAB.
“We champion supplier diversity and
ensure that Halliburton leadership is driving
it as a core process,” Pope said. “The
executive advisory board also ensures that
supplier diversity efforts are aligned with
business strategies.”
Some oil and gas companies make
supplier diversity a requirement when their
suppliers, such as Halliburton, compete for
work. What’s more, the company has a goal
to go beyond compliance and lead the
“The ultimate message oilfield services industry in supplier diversity.
“We do not have special criteria for
diverse suppliers. We evaluate diverse suppli-
is that diversity is not ers based on quality, cost and capabilities.
Like any supplier, they have to bring value to
one person’s job. It is Halliburton and our customers,” Pope said.
“If they bring value, we have programs to
help develop their capabilities. The stronger
a shared our suppliers are, the better it is for
Halliburton, our customers and the industry.”
responsibility.” LEN COOPER
PDJ

P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 33
BARBARA PAULL
Special Feature Halliburton

SUPPLIER PROFILES

General Truck Body

arbara Paull is the third generation of her family to run Focus on Quality

B General Truck Body (www.generalbody.com). Her


grandfather founded the business in 1919 as a black-
smith shop and then a maker of horse-drawn carriages.
Today, the Houston-based company designs, manu-
factures, installs, repairs and refurbishes customized vehicles to meet
Throughout the past quarter-century, General Truck Body and
Halliburton have forged a strong working relationship. “General
Truck Body’s products are designed to meet our technical and func-
tional needs in environments that range from desert to arctic,”
explained Carl Wood, Halliburton senior category manager—indus-
specialized customer requirements. trial equipment.
When Paull purchased ownership and leadership of the compa- “They have been able to respond to our increased requirements
ny in 1984, aluminum van bodies were its primary product. Paull and have worked diligently to resolve performance issues with some
soon identified a niche market for custom truck bodies and estab- major component suppliers. The engineering departments at
lished a custom manufacturing division to meet its needs. Building Halliburton and General Truck Body collaborate on equipment
a 40-foot trailer for Halliburton’s Alaska operations helped launch designs for new products and improvements to existing products.”
General Truck Body as a designer and manufacturer of custom truck Quality has been a consistent focus of the relationship. To
bodies for oilfield services. improve quality, General Truck Body implemented total quality
“Currently, the custom manufacturing division builds tech management and process controls conforming with ISO 9001 qual-
command centers, quality control vans, control houses and trailers ity standard requirements.
for Halliburton,” said Paull, president and chief executive officer of “In working with Halliburton, we have added detail and
General Truck Body. improved our quality checklist,” Paull said. “We now have pro-
“The Custom Division also manufactures homeland security duction and engineering each conduct separate quality checks both
intervention vehicles, mobile laboratories and clinics, and mobile during production and at the completion of each project. Each depart-
command and information centers. The division serves a wide range ment check is performed independently. Any noted discrepancy
of market sectors. Customers include the city of Houston, NASA, is communicated to the appropriate team leader for corrective action.
Med-Shred and Spay-Neuter Assistance Program. “Open, honest and clear communication continues to be key to
“We also have a truck equipment division that represents well- our relationship with Halliburton. Many of our employees have vis-
respected lines of truck equipment including service bodies, flatbeds, ited Halliburton’s Duncan Technology Center in Oklahoma. Staff
cranes, dump bodies, bucket trucks, liftgates, tool boxes, truck acces- members have attended Halliburton technical programs and quality/
sories and van shelving. Our truck equipment division designs and procurement training in Houston and Duncan.”
provides the right equipment combination for any commercial truck “General Truck Body has shown their willingness to address and
application,” Paull said. resolve issues both within their organization and with component
General Truck Body is a commercial truck pool for General providers,” Halliburton’s Wood added. “We continually strive to
Motors, Ford and Dodge. “Since 2004, our company has won the have a relationship which makes both of our companies better.”
Ford Directors Award. We are so proud to provide quality products Paull said that communication on quality issues continues to
to our Ford fleet customers,” she added. improve as a result of General Truck Body’s participation in the
In recent years, General Truck Body has doubled its manufac- Halliburton Business Education and Supplier Transformation
turing capacity. Revenues have continued to grow, increasing 35 per- (BEST) program. She concluded, “The combination of resources
cent in 2006 compared to 2005. General Truck Body has more than within Halliburton and General Truck Body has helped us build a
150 employees working in Houston and Arlington, Texas. better product.”

PDJ

P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 37
CHERYL LAWSON
Special Feature Halliburton

SUPPLIER PROFILES

Duncan Industrial Solutions

uncan Industrial Solutions (www.DuncanInd- Duncan employees are actively involved in cost savings programs

D ustrial.com) and Halliburton have more in common


than deep roots in the small town of Duncan,
Oklahoma. Gene Nelson worked for Halliburton
before founding his business, then known as Duncan
Equipment Company, in 1948, and Halliburton has been a Duncan
and process improvements that continue to provide value to
Halliburton manufacturing operations. They bring experienced
resources to sustain daily operations and dedicated teams to seek out
and manage these value-added initiatives.”
Duncan added 40 employees to its workforce to service the
customer ever since. Halliburton contract. “It is a challenge to keep up with Halliburton’s
Duncan Industrial Solutions is a single-source supplier of name changing requirements and the rapid growth in production we have
brand industrial equipment and maintenance, repair and operations experienced over the past two years,” Lawson acknowledged. “The
(MRO) supplies and equipment to manufacturers of any size. Its new contract significantly increased the size and geographic reach of
specialized integrated services unit develops tailored solutions for our company. It also helped give credence to our organization as a
inventory management and production requirements. Head- national player in our marketplace. This helped us to land a signifi-
quartered in Oklahoma City, Oklahoma, Duncan has 180 employ- cant contract with another customer in 2007.”
ees working in offices and client facilities in Oklahoma, Texas, Another advantage Duncan has in the marketplace is certifica-
Missouri, Michigan, Indiana, Virginia and New Jersey. tion to the ISO 9001:2000 quality standard. “Duncan is in a select
“Duncan’s core value is to make our customers successful by group of distributors that not only has its distribution center certi-
creating cost savings that improve their profitability,” said Cheryl fied, but also has certified customer integration sites. ISO 9001 cer-
Lawson, president of Duncan Industrial Solutions. “We reward all tification is a requirement of Halliburton, but it helps prospective
of our employees with incentives when Duncan achieves its own customers recognize the value of Duncan Industrial’s quality system,
financial goals.” as well,” she said.

Keeping up with Growth Benefiting from BEST


In 2005, Duncan was awarded a contract to service and supply five In 2007, Halliburton invited Duncan Industrial to participate in its
Halliburton manufacturing facilities in Oklahoma and Texas. Business Education and Supplier Transformation (BEST) program,
Duncan provides MRO supplies and equipment and manufactures and both companies will benefit. “The BEST strategic sourc-
pumps, throttles and valve assemblies. ing course was very valuable,” Lawson said. “It taught us a sys-
Duncan and Halliburton work together to develop an annual tematic method for evaluating our supply chain that will result in
cost savings goal, Lawson explained. “We work with each of cost savings.”
Halliburton’s plants to align their savings goal with production budg- BEST also allows Duncan Industrial access to utilize key func-
et requirements. Our savings goal for 2007 is $1.5 million,” she said. tional skills within Halliburton to develop our business with
As part of the contract, Duncan personnel are onsite at Halliburton as well as other key customers.
Halliburton manufacturing facilities to manage inventory and pro- “Throughout the years, Halliburton has treated Duncan
vide point of use, product issuance, product application, technical Industrial Solutions as a partner,” Lawson added. “Halliburton is a
support and other services. very innovative, world-class company, and has challenged us to
“Duncan employees have very close interaction with become a world-class organization. This provides us with opportu-
Halliburton employees,” said Andy Smith, category manager for nities for growth within Halliburton and positions our company to
MRO and fuels at Halliburton. “Their onsite personnel and invento- be a strong competitor in our marketplace.”
ries make them an integral part of our manufacturing productivity.

PDJ

P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 39
E. JEAN JOHNSON
Special Feature Halliburton

SUPPLIER PROFILES

LegalWATCH Inc.
s an in-house attorney working for a Fortune 100 eled to Argentina, the Czech Republic and Russia to do training, and

A company, E. Jean Johnson saw employees unwittingly


cause costly settlements, regulatory sanctions and even
litigation through their actions and communications.
“I realized there was a need to teach employees how
to communicate on the front end to help them avoid lawsuits, gov-
led courses for people in the U.K. via satellite.

Thinking Bigger
Passionate about her subject matter, Johnson did the majority of
training herself for years and hired contractors to supplement her
ernment sanctions and negative press on the back end,” she said. work. “Because my company was so small, I didn’t go after big con-
In 1997, Johnson established LegalWATCH Inc. tracts with big companies,” she explained. “But then I realized that
(www.legalwatch.com), a company that offers training in risk miti- was silly thinking. I can do it. The first thing I had to do was change
gation, antitrust for laymen, contracts and procurement, cultural my thinking.”
diversity and sensitivity, discipline and performance documentation, Now, Johnson focuses on marketing and growing
employment law and ethics. LegalWATCH while licensed attorneys who are experts in their fields
“LegalWATCH is the only company that specializes in training teach the courses. “We select our trainers very carefully. They use the
management on strategies to prevent liability,” said Johnson, president knowledge and expertise they acquired practicing law to help our
and chief executive officer of LegalWATCH. clients avoid mistakes,” Johnson said. “They undergo a rigorous
As with many unique products and services, companies often do training program, complete with an examination and mock class
not know they need risk mitigation training. “It’s non-traditional, so it’s evaluations. In the classes, they utilize adult learning principles that
not on their purchase list,” Johnson said. “It is hard for people to under- help our clients grasp, retain and apply the information.”
stand what the training is until I get in front of them and describe it.” To ensure quality, Johnson awards bonuses to trainers who
receive very high scores on course evaluations. “All the trainers have
Getting in the Door gotten the extra bonus,” she added.
Halliburton’s supplier diversity group became aware of Legal- Johnson draws on her background to design training that helps
WATCH through the Houston Minority Business Council companies avoid mistakes. She practiced law in a Fortune 100
(HMBC) and provided Johnson the forum she needed to get in front company, the United States Department of Justice and an interna-
of the company’s decision-makers. tional law firm. During her career, she spearheaded governmental
“Halliburton invited me to speak at a ‘Lunch and Learn’ pro- audits and negotiated settlements with third parties and government
gram. It helped the managers grasp the value of our training, and they regulators.
started asking me to train their groups. It was an innovative way to Johnson’s academic background includes a Juris Doctor degree; a
get my foot in the door,” she said. Since Halliburton began offering master of laws degree in energy, environmental and natural resource
Risk Mitigation 101 in 2002, more than 700 employees have taken law; a bachelor of science degree in business administration; and an
the course. associate degree in criminal justice. She is certified in training and
“For our young professionals just starting their careers with development and is a senior professional in human resources.
Halliburton, the LegalWATCH training gives them insight into the
legal process and the risk associated with their communications Making Connections
while on the job. It is a wake-up call,” said Jim Haney, manager of Johnson is active in numerous professional organizations, including
development initiatives. serving on the National Bar Association’s Board of Governors.
“We have made Risk Mitigation 101 a part of our technical train- During a three-year term on the National Women’s Business
ing program, which includes engineering trainees and business devel- Council, she was an advisor to the President of the United States, the
opment associates just starting with the company. I have taken the U.S. Congress and the U.S. Small Business Administration on eco-
course myself and I believe I have taken a more cautious approach in nomic issues relevant to women’s business enterprises. Most recently,
my communications as a result.” Johnson was appointed to the board of directors of Women
Based on past performance and the potential of LegalWATCH Impacting Public Policy (WIPP).
to be part of its growth, Halliburton chose to include the training Through her volunteer leadership positions, Johnson has experi-
company among the initial group of suppliers in its Business enced the value of diversity and inclusiveness. “As a past board mem-
Education and Supplier Transformation (BEST) program. ber for both the Minority- and Women’s-Business Councils, I have
“So far, I’ve gone to a two-day training program for BEST com- seen how diverse suppliers bring diverse perspectives, markets and
panies,” Johnson commented. “We were introduced to department opportunities,” she said.
heads and learned how Halliburton selects suppliers. It helped me She has also made connections that helped her build a staff of
refine my approach to marketing to companies like Halliburton.” 11 full-time and contract employees and compete for her first large
In addition to Halliburton, LegalWATCH’s clients include pub- global contract. “People see me working hard, being professional and
lic entities such as the city of San Antonio and the Houston diligent, and putting my heart and soul into everything I do. When
Metropolitan Transit Authority, professional sports teams and they see that, they will think of you when they have a need to fill,”
Fortune 100 corporations in a variety of industries. Johnson has trav- Johnson said.
PDJ
P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 41
OTIS ANDERSON
Special Feature Halliburton

SUPPLIER PROFILES

Micro-SMART Systems, Inc.

hile many large companies in the energy industry have reliability, an important metric in the oilfield. “In the Reservoir

W substantial technology budgets, small suppliers play a


key role in augmenting their technology capabilities.
Micro-SMART Systems, Inc. (www.micro-
smart.com) plays such a role in the oilfield. Founded
in 1989, the research and development-based engineering company
Information group, Micro-SMART is our main supplier for down-
hole shut-in tools,” Haddad explained.
“We have been working with them for about three years in loca-
tions such as Brazil, Alaska and Algeria. Their DHSITs have proven
to be reliable in production and injection wells. Micro-SMART has
provides state-of-the-art technology products to support oil and been very professional, and we look forward to expanding the
gas production. DHSIT market worldwide.”
“Innovation is what we do best,” said Otis Anderson, Micro-
SMART CEO. “We’re always trying to produce different tools and Expanding Business Competencies
use leading-edge technology to develop solutions to downhole prob- Though Micro-SMART has only 20 employees, the staff brings
lems. We look for products that can create niches for us.” more than 75 years of combined experience in designing, testing and
Micro-SMART’s products include downhole memory pressure manufacturing oilfield products. Every employee is carefully chosen.
gauges, memory logging tools, permanent surface read-out gauges, “Selecting smart, talented people with a team-spirited personality
electric-line surface read-out gauges, slickline perforators/explosive and great problem-solving abilities has helped define our direction as
triggers, downhole shut-in tools (DHSIT) and surface instruments. a company,” Anderson said.
This Minority Business Enterprise (MBE) manufactures, tests, cali- In addition to the staff ’s dedication to product development,
brates and repairs products at its Houston facilities. testing, technical support and quality, Anderson credits Micro-
SMART’s success to “stick-to-it-tiveness and financial planning for
Going Beyond the Bottom Line periods of insufficient cash flow.”
Halliburton has been a Micro-SMART customer for 16 years and Yet, Anderson admits that Micro-SMART’s focus on engineer-
currently purchases its slickline perforating tools, DHSITs and other ing and customer service is often at the expense of product market-
downhole test tools. Micro-SMART products are used in ing. This is an area where he believes participation in Halliburton’s
Halliburton operations in Algeria, Angola, Brazil, Holland, Business Education and Supplier Transformation (BEST) program
Malaysia, the U.K. and the United States. can make a difference. “BEST is opening our eyes to different aspects
The benefits of being a valued supplier to Halliburton go far of tool development and marketing that we hadn’t considered,”
beyond the financial bottom line for Micro-SMART. “Through Anderson said. “We’ve been talking more about problem-solving and
Halliburton, we have access to some of the most sophisticated test getting things to market.”
facilities in the world for vibration, shock, high pressure and tem- Supplier diversity initiatives such as BEST are another avenue
perature,” Anderson said. “Halliburton’s staff is very knowledgeable. for improvement that Halliburton offers Micro-SMART.
We get regular feedback from their senior engineers and managers “Compared to other oilfield services companies, Halliburton’s
and the opportunity for informal training.” Supplier Diversity program is definitely more assertive and extends a
Josmar Haddad, global advisor for data acquisition systems for genuine helping hand,” Anderson added.
Halliburton Completion Tools, gives Micro-SMART high marks for

PDJ

P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 43
P.D. MORRISON
Special Feature Halliburton

SUPPLIER PROFILES

PDME

.D. Morrison’s grandparents owned a grocery store, Houston office asking questions, trying to make sure we are happy

P and by the age of seven, Morrison knew he wanted to


own a business and be his own boss. At 20, he bought
his first company, an auto detailing franchise.
In 1994, Morrison purchased an office supplies
company near Austin, Texas. Today known as PDME, the certified
and improving their service. And the whole contract saves us about
three percent.”

Unexpected Opportunities
Impressed with PDME’s Tier One model, quality and service,
Minority Business Enterprise (MBE) is dedicated to leading-edge Halliburton Supplier Diversity Manager Ingrid Robinson invited
Tier One and traditional office products solutions. PDME has been Morrison to join her at a Louisiana Minority Business Council meet-
a leading Historically Underutilized Business (HUB) supplier to the ing in New Orleans and a best practices conference held by Diversity
University of Texas at Austin and leading supplier to the State of Information Resources in Atlanta. Robinson spoke about sourcing
Texas. The U.S. Department of Commerce Minority Business diverse suppliers; Morrison’s topic was PDME’s strategic alliance and
Development Association and U.S. Small Business Association have Tier One business model with Office Depot.
recognized PDME for excellence. “The interest generated in those meetings was unbelievable,”
In Austin and Houston, PDME offers a traditional business Morrison said. “PDME has already won one account as a result of
model, performing all supply chain functions, including delivery. the presentations, and we have multiple opportunities for requests
Morrison also developed a unique Tier One model with Office for proposals. Some are with existing Office Depot customers who
Depot in 2002 that proved pivotal to the growth of his business. want to convert their accounts to the Tier One model.”
“PDME handles everything except the delivery of the product, Halliburton also asked Morrison to develop an international Tier
which Office Depot does,” explained Morrison, president and CEO One program to accommodate its global expansion.
of PDME. “This alliance provides Tier One solutions for companies “Halliburton has a team committed to promoting supplier
that have MBE supplier diversity goals. We combine our benchmark diversity that produces end results,” Morrison added. “If your com-
supply chain management with Office Depot’s broad national distri- pany can provide true value and has a product or service that
bution network to provide one of the most comprehensive Tier One Halliburton needs, you will have a positive experience working with-
programs in the country.” in their supplier diversity program.”
Through this strategic alliance, PDME won the office supplies PDME recently hired a chief financial officer and initiated an
contract for Halliburton’s U.S. operations. PDME provides all sup- internship program to help manage the growth it anticipates from
ply chain functions, and Office Depot handles delivery to all loca- the Halliburton account and the additional opportunities its
tions nationwide. Halliburton relationship is generating.
The PDME-Office Depot strategic alliance was a perfect solu- Morrison rewards his growing workforce, which currently
tion for Halliburton, said Halliburton Procurement Center Manager stands at 30 employees, with breakfast every Friday, a monthly
Veronica Brown. “This gives us the opportunity to use Tier One luncheon and the continuation of PDME’s 100 percent company-
spend for these purchases,” said Brown, who was responsible for the paid health insurance and dental insurance.
three-year contract signed with PDME in June 2007. Buying from diverse suppliers promotes healthy business and
“I am very pleased with PDME so far. They take immediate provides jobs and benefits for their employees,” Morrison said.
action when we have an issue. Their employees are always in our “In turn, healthy businesses will buy products from you.”

PDJ

P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 45
VIMAL KOTHARI
Special Feature Halliburton

SUPPLIER PROFILES

Systel Inc.

imal Kothari, president of Systel Inc., wants to do Halliburton buyers also evaluate Systel on its technical contri-

V business with the best companies in the world – and


he is achieving his goal. Systel manufactures special-
ized computers, displays and peripheral equipment for
rugged environments, tailoring each system to exactly
meet the customer’s requirements. Its customers include some of the
butions. “They look to see if we have done something better or
cheaper, or if we have brought them new technology that they weren’t
aware of,” Lane added. “This metric shows the effort on our part.”
Systel constantly monitors the marketplace for technologies that
might benefit Halliburton. The companies work jointly on product
best companies in the oilfield services, military, process automation development in an evolutionary, but controlled process. “As new
and telecommunications industries. technology emerges, products become obsolete,” Kothari explained.
“Working with large customers brings stability and rewards,” “We start communicating with Halliburton about end-of-life issues
Kothari said. “If you are a responsible vendor, and your performance and decide when to go to the next level. But Halliburton has the ulti-
exceeds expectations, then you hope your customers will bring mate say in sign-off and testing once we build a prototype. We can-
new opportunities, based on the investments both companies not change any component without Halliburton’s approval.”
have made.” Systel focuses on quality in all aspects of the customer relation-
It’s this type of relationship that has made Halliburton a signif- ship. “Our quality policy states that Systel is committed to providing
icant part of Systel’s growth since Kothari founded the Sugar Land, total customer satisfaction,” Kothari said. “Regular departmental
Texas-based firm in 1994. Early in its history, Systel produced a and management reviews enable Systel to review current trends of
series of rack mounts for Sperry Drilling Services, which Halliburton metrics and make adjustments. Employee involvement in the reviews
later acquired. Today, Systel provides a fully integrated 2U Rack is key to our success and uniqueness.”
Mount Computer for Halliburton’s Wireline group and its Duncan
Technical Command Center vans. Overcoming Challenges
“Learning how to do business with Halliburton has made Systel Kothari’s first entrepreneurial venture was the engineering consulting
a better company for all of our customers,” Kothari said. “Over the firm Ktronics Research Inc., which he founded in 1988. He changed
years, the association with Halliburton has had a positive impact on the focus of the business to manufacturing in 1994 based on client
our employees. Many of them have interacted directly with interest. “We were designing solutions for our clients and they kept
Halliburton, and have come to understand the importance of how asking if it was possible for us to build the products. We saw the
Halliburton measures our performance. This awareness has spilled opportunity and we jumped on it,” Kothari said.
over, and, as a result, awareness of customer priorities is increased Although the market for Systel’s manufactured products clearly
across the board.” existed, building a product-based business was not easy. “It was dif-
ficult establishing credibility and convincing potential customers
Measuring Performance that the business was here to stay and that we were serious about our
The scorecard that Halliburton uses to evaluate its suppliers is an commitment to build a world-class company,” he recalled.
important internal focus area for Systel. Suppliers start each quarter With persistence and a positive attitude, Kothari successfully
with 100 points on their scorecard. Over the course of the quarter, developed Systel’s product and client bases. “There were many chal-
suppliers can either add to or subtract from the point total based on lenges along the way,” he said. “The most challenging time occurred
their performance on delivery, quality and cost. in 2004, when we lost a major customer who accounted for more
“We review our scorecard data with our Halliburton buyers than 50 percent of our revenues. We lost the business because of
about once each quarter,” said Randy Lane, Systel sales manager. internal issues at the customer end.
“Halliburton wants us to excel in every area, every quarter. We man- “We had done everything possible to retain the business. We
age our internal processes to meet their requirements. We know that had no regrets about our efforts and the service we provided. We sur-
for the Halliburton-Systel relationship to work, it is paramount for vived the challenge with luck and hard work. We did not have any
us to have a complete understanding of the Scorecard and the impor- ‘economic’ layoffs. This experience also strengthened our belief that
tance it plays internally at Halliburton. We are still learning and we have to continue to do the right thing for our employees, cus-
continue to do more training.” tomers and vendors, irrespective of the challenges and the financial
With another Systel customer introducing a scorecard system, outcome,” he added.
both Kothari and Lane expect the experience with Halliburton to “Systel has grown from seven people to more than 50. Our
ease their uptake of the performance measurement tool. “We under- company goals will continue to drive that number in a positive direc-
stand why they’re using a scorecard and we are ready to embrace it,” tion,” Kothari concluded.
Lane said. PDJ

P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 47
“Supplier Diversity for Halliburton now
encompasses national and local content
suppliers, small-to-medium business
enterprises (SMEs) and ethnic minority
businesses (EMBs), in addition to women’s
business enterprises (WBEs) and minority
business enterprises (MBEs).”
HELEN O’CONNOR
HEALTH, SAFETY, ENVIRONMENT AND
SUSTAINABILITY DIRECTOR, HALLIBURTON

DUNCAN INDUSTRIAL SOLUTIONS


Who knows where the next great dream will find its voice. Where future

leaders might find their inspiration. We salute those who inspire the great

minds of today so that they can become the great visionaries of tomorrow.
Interview William F. Jones Jr. Chrysler Financial

Jones with Michigan Congressman


John Conyers.

Jones with Barack Obama.

GLOBAL / MARKET / INDUSTRY ISSUES This strategic infrastructure (diversity council, inclusion forum
and employee resource groups) is guided by the organization’s core
Please describe Chrysler Financial’s global presence. values of integrity, openness and respect; financial and social respon-
Describe the scope and scale of the company to a sibility; customer focus; commitment to excellence; and inspired and
reader who may not be familiar with it. empowered people.
Chrysler Financial offers automotive financial products and services
to both dealers and consumers of Chrysler, Jeep® and Dodge vehicles In today’s marketplace, does your company have any
in the United States, Canada, Mexico, Puerto Rico and Venezuela. particular cultural, socioeconomic, or
In addition to offering vehicle wholesale and retail financing demographic challenges to selling, producing, or
to more than 3,600 Chrysler, Jeep and Dodge dealers, Chrysler delivering services? What particular challenges
Financial also provides fleet management and lines of credit to dealers. do you face in hiring and retaining good people?
Currently, nearly three million drivers in the United States enjoy the Our challenges are not unlike any other business. Within the
benefits of leasing or financing with Chrysler Financial. Chrysler financial services industry, we are constantly working to evaluate and
Financial has an employee base of around 4,000 and supports a global pro-actively adapt to meet our customer needs and demands (dealers
portfolio of $75 billion. and consumers). By internally mirroring our customer base through
diverse employees, we are better able to meet and serve our
How does Chrysler Financial define diversity customers needs.
and inclusion, as it relates to the efforts within Hiring and retaining diverse candidates allows us to have a foun-
the company? dation for constructive dialogue with different viewpoints.
At Chrysler Financial, inclusion is our process to better live our core Therefore, attracting and retaining top talent is critical to our success
values and develop a distinct competitive advantage by recognizing, as a company.
valuing, and respecting the diversity of our employees, customers,
business partners, and the communities in which we operate.
The elements we value go beyond traditional and familiar
factors and include business unit, culture, employee group,
employment status, family status, language, marital status,
regional origin, sexual orientation, thinking styles and
veteran status.
Headquarters:
Given all those variables, what are the main com-
Chrysler Financial, 27777 Inkster Road
ponents of your D&I program? Is the management
Farmington Hills, MI 48334-5326
of D&I programs largely U.S.-based or present
throughout the worldwide organization?
Chrysler Financial has taken a three-pronged approach to the Web site:
strategic development of diversity and inclusion throughout the www.corp.chryslerfinancial.com
organization: There is a diversity council comprised of the top
internal senior executives and external business and communi- Primary business or industry:
ty leaders; an inclusion forum, representing executives and/or Automotive Finance
mid-level managers from each functional area and physical
location; and our employee resource groups, representing all Portfolio:
levels of employees choosing to support the overall business $75 billion
objectives of the organization through diverse programming.

52 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Interview William F. Jones Jr. Chrysler Financial

customer service center located in Monterrey,


Mexico. All customer calls from across the
Americas requiring Spanish speaking customer
service agents are seamlessly transferred to
this location.

Do international issues ever get in the


way of corporate support for diversity
objectives and processes? What kinds
of strategies does the company employ
in dealing with them?
At present, Chrysler Financial does not have any
issues that hinder corporate support of diversity
objectives.
To ensure a global perspective in the develop-
ment of diversity objectives, the inclusion forum
has a diverse international membership. This
group strives to understand and address the cul-
tural needs within each region of the Americas
and takes both a local and centralized approach
to developing and executing diversity objectives.
At Chrysler Financial, we do not take a one-
size-fits-all approach to diversity and inclusion—
all factors are taken into consideration for the
successful development and execution of pro-
William F. Jones Jr. at the Hip-Hop Summit on Financial Empowerment 2005 kickoff. grams and initiatives.

CORPORATE LEADERSHIP

How do you keep diversity a priority throughout What resources (financial and manpower) are
Chrysler Financial? Specifically, how do you allocated to diversity? How do these reflect your
energize people or get their buy-in for diversity company’s leadership commitment to diversity?
throughout the company? Resource allocation for diversity is significant and has increased in
Communication serves as the vehicle to promote diversity program commitment year-over-year.
results, thereby highlighting the benefits of a diverse and inclusive Through the diversity council, the company’s strategic direction for
corporate culture. Through consistent communication and focus diversity and inclusion is developed and communicated. William F.
placed on key diversity programs, employees are engaged in diversity Jones, Jr., chief operating officer, also serves as the chairman of the
on a regular basis and diversity is consistently at the forefront. diversity council. In this role, he is instrumental in setting the overall
direction and message development for diversity at Chrysler Financial.
Are there unique opportunities in your particular Machelle McAdory, vice president, human resources, implements
industry for implementing diversity programs? diversity policies within the workforce for the Americas region.
As a service-based organization, with dealer and consumer touch Since 2005, Chrysler LLC has operated a consistent and strategi-
points, we need to ensure we are able to effectively manage our cus- cally oriented system of global diversity management, which is led by
tomer needs. These needs can vary from language requirements at Anne Cooper, JD, senior manager, human resources.
the consumer level to product marketing to multiple ethnic groups. Cooper is also the chairperson of the inclusion forum and reports
To meet these varied needs, we have a dedicated diversity marketing directly to the Chrysler Financial diversity council. The diversity
manager within our sales and marketing operations to help commu- office follows guidelines and measures that have been in practice
nicate our value proposition to both dealers and consumers. since 1988.
Additionally, due to the ever-increasing growth of the Hispanic Financial budgets are allocated based on strategic plan and
consumer in the United States, we identified an opportunity to business cases designed to drive the business forward. Diversity is
enhance our customer service programs through a dedicated considered a strategic business driver for Chrysler Financial.

P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 53
Interview William F. Jones Jr. Chrysler Financial

Jones volunteering time at a Hollywood, Florida Park.

Does Chrysler Financial address diversity in exposure.


its publications? When hiring or promoting people, how do you ensure
Diversity and inclusion is consistently communicated in both inter- that the individual selected was chosen
nal and external publications and reflected in the organization’s com- from a diverse group of candidates?
mitment to social responsibility. An example is Chrysler Financial’s We require a diverse slate for all employee placements. Recruiting
financial literacy program—a program designed to provide personal strategies help ensure qualified diverse candidates are sought.
financial management information to consumers. Internal succession plans are in place to identify high-potential
Since 2004, Chrysler Financial has worked in partnership with candidates throughout the organization, with an emphasis on diver-
the Hip-Hop Summit Action Network to offer personal financial sity and professional development opportunities.
management information to urban youth in a unique and engaging
format. Let’s talk about how decisions about diversity
Additionally, financial literacy information is offered to under- are made at Chrysler Financial.
served communities through partnerships with community It is expected that diversity and inclusion are considerations in all
and non-profit organizations such as the National Urban decisions made within the organization. With the structure we have
League, Congressional Black Caucus Foundation, SER, Aspira, in place, we strive to ensure diversity is visible at all levels of the
and Univision. organization. The Chrysler Financial Diversity Council sets the
strategic direction and then teams up with the inclusion forum to
Is diversity a compensable annual objective for the encourage ownership and accountability of diversity programs at the
executive management team? How do you reward management levels.
special initiatives? What accountability do you The Chrysler Financial Diversity Council is made up of both
employ to meet objectives? internal and external members. Internal members from the Chrysler
Diversity is part of Chrysler Financial’s strategic business objectives Financial leadership team include:
as well as a tracked goal on the organization’s balanced scorecard.
• Tracy Hackman, Vice President—General Counsel and Secretary
The diversity goal is tracked on a monthly basis and is comparable
in importance with profit and sales targets. Executive and senior • William F. Jones Jr., Chief Operating Officer
managers are held accountable to meet all their goals with personal • Mark Manzo, Vice President—Sales and Marketing
financial implications if goals are not met.
• Machelle McAdory, Vice President—Human Resources and
Administrative Services
Do you have any programs in place to increase the
cross-cultural competence of your senior manage- • Pat Milantoni, Vice President—Customer Service
ment team? Can mid-level managers acquire similar and Collections
training? • Bill Porter, Director—Corporate Communications
Yes, we do. To ensure cross-cultural competence throughout the
management ranks, all Chrysler Financial senior managers have External membership is composed of prominent business and
participated in cross-cultural training. community leaders to provide a third party independent perspective
We regularly encourage executives to gain international experience on our corporate diversity efforts. External members include:
as part of their personal and professional development, leading to
• Dennis W. Archer, Chairman—Dickinson Wright, a Detroit-
better management and
based law firm
decision-making. Additionally, the inclusion forum, with its diverse
membership, provides managers with cross-cultural experiences and • Carl Brooks, President and CEO—The Executive Leadership

54 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Interview William F. Jones Jr. Chrysler Financial

William F. Jones Jr. Personal Profile

Title: Chief Operating Officer—Chrysler Financial


Years in current position: Recently promoted to COO, spent two years as
VP, Chrysler Financial
Education: BA in Psychology and MBA in Finance from Columbia University
First job: Management Consultant at Metropolitan Life
Family: Wife, Marion, and three wonderful sons
Interests: Farm in Virginia, golf
My music: Jazz
Favorite game: Basketball as a spectator. Golf as a participant.
Favorite charity: Chairman of the board of Focus: HOPE in Detroit,
on Walsh College Board of Directors and an avid spokesperson for financial education.
Person I’d like to get to know over lunch: Gordon Parks. His life was so rich.
How did you get to your present position? What was your career path? I joined the company in 1981
as a corporate analyst. Over the years, through hard work and commitment, I progressed through the company to my current
role as chief operating officer.
Who were/are your mentors? I have too many mentors to call out other than my father whose work ethic and basic
decency and dignity I hold out as a gold standard. If you are willing to listen and learn, you can and will absorb from everyone
around you.
How do you advance diversity and inclusion in your organization? As Chairman of the Chrysler Financial
Diversity Council, I am responsible for setting the stage for diversity and inclusion across the organization. I work jointly with
the top leadership of Chrysler Financial in concert with the membership of the diversity council, inclusion forum and the
employee resource groups to ensure the diversity strategy is developed, communicated, implemented and embraced. I also
work to ensure diversity is a consideration in our daily decision-making.
Is compensation related to diversity performance? Diversity is part of Chrysler Financial’s strategic business
objectives as well as a tracked goal on the organizations balanced scorecard. The diversity goal is tracked on a monthly basis
and is comparable in importance with profit and sales targets. Executive and senior managers are held accountable to meet all
their goals with personal financial implications if goals are not met.
What has been your proudest moment as leader in this company? One of my proudest moments was my
active involvement in helping to revitalize the African American Network at Chrysler. I was also engaged in developing the
African American Senior Leadership Forum at Chrysler.

Are there particular areas/employee sectors you feel still need improvement? As an organization, we have
made tremendous progress. We can never stop looking forward and addressing new needs—we need to look to our customers
and employees alike and their shifting needs and change as necessary.

Do you have any words of advice to anyone who wants to rise in their organization? Diversity is a busi-
ness imperative. Make sure you understand the facts. Make sure you understand the challenges and opportunities it poses for
your organization and the nuances of your environment. Your words and your actions will let everyone around you know
where you stand. So be sincere.

P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007 55
Interview William F. Jones Jr. Chrysler Financial

Jones surveying dealership damage


from Hurricane Katrina in Louisiana.

Council and Foundation, located in Washington, D.C. mally and informally.


• Sylvia de Leon, Partner—Akin Gump Strauss Hauer & Feld LLP Some people perceive inclusion programs for under-
represented groups as being exclusionary
• Fernando Falcon, Owner—Champion Chrysler-Jeep-Dodge for others. Have you encountered this attitude?
in Indianapolis, Indiana Not unlike many organizations, we have encountered various attitudes
• Jesse J. Greathouse, Jr., President and Owner—Cross Road toward diversity. To manage negative perceptions we work with key
Chrysler-Jeep in Oklahoma City, Oklahoma; President— leaders in the organization to provide factual information based on
Chrysler Minority Dealer Association. our business objectives and core values. This educational process aids
• Peng-Li Liu, President and CEO—PLL Group and Management in better understanding the need for inclusion programs, often lead-
Consultant; President and founding member—Asian Pacific ing to those individuals embracing diversity and inclusion and in
American Chamber of Commerce turn helping us educate others regarding the business case for diver-
sity and inclusion. The inclusion forum, comprised of managers,
• Reverend Doctor William Perkins, President-Dean of the consistently promotes diversity within their areas of responsibility,
Morehouse School of Religion in Atlanta, Georgia thereby helping to maintain a culture that embraces diversity
and inclusion.
EMPLOYEE INCLUSIVENESS
Can you describe your method for orienting new
How does Chrysler Financial gauge inclusion hires into your culture? How do you educate new
of employees? What are the metrics that indicate employees about the importance of diversity?
where the company is on the inclusion graph? New hires are oriented to the organization through a formal new hire
Employee inclusiveness is gauged through a number of initiatives. program entitled Navigate. This program is designed to help new
The most strategic and formal measure is the annual Great Place to employees feel more at home, learn our corporate culture, and to
Work Survey. Results from the 2006 survey indicate that 82 percent help them better understand our organization. Navigate is a six-
of employees feel the company values diversity in the workforce. month program that begins with an in-depth, one-day orientation
followed by monthly information sessions and an assigned employee
Some say diversity is a “numbers game.” How do guide to help the new hire navigate through the organization.
you know that Chrysler Financial’s culture is not just After six months, a graduation event is hosted where the new hire
tied up in numbers? presents new ideas or feedback about the organization to a team of
At Chrysler Financial, it is much more than numbers. The culture of executives. All new hires are required to complete diversity training
the organization celebrates diversity and encourages diverse perspec- within 90 days of hire.
tives. Through the formation of the inclusion forum, diversity is taken
into consideration on a daily basis as decisions are made and programs Can you name specific ways your company supports
executed. Additionally, employee resource groups work together with upward development toward management positions?
senior managers to develop opportunities designed to drive the busi- We have career-path development and succession planning for
ness and attract new stakeholders. Our success is measured by employ- all employees. We identify high-potential candidates at every
ees using and maximizing their talents in the work environment. level of the organization based on performance, mentoring, and
individual coaching.
Tell me a little about how employee opinions are
obtained and valued. How do you educate/promote diversity and inclusion
We are committed to finding the best solutions and are constantly for vendors, customers, or the general public?
striving to be the best at what we do. Through our commitment to We consistently promote diversity in the marketplace with our cus-
open, two-way dialogue, we capture the innovative ideas of employees tomers, vendors and dealers through our communications vehicles,
in the organization. Employees feel a sense of pride and that their community outreach programs to diverse audiences and our strong
opinions are valued. Employee suggestions are captured both for- relationships with the Chrysler Minority Dealers Association. PDJ
56 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
I never imagined I’d find myself
saying the words “career” and “love”
in the same sentence.
But at Hallmark, I do it all the time. Here, I feel empowered
as a Latina and as editorial director for Sinceramente Hallmark,
our Spanish-language card line, to infuse all I do
with the passion and substance of my heritage.

At Hallmark we have one purpose—to enrich people’s lives.


But I didn’t know that in fulfilling that purpose,
my life would also be enriched in so many ways. So now I can
truly say that meaningful work and purposeful life
come together for me every day. And I can also say that at
Hallmark— and in Kansas City—I’ve found my home.

arlette torres – editorial director

l i v e y o u r pa s s i o n . l o v e y o u r w o r k .

F O R M O R E I NFO RMATIO N O N H AL L MARK C AR EER OPPORT UNI T I ES , V I S I T WWW. HALLMAR K. C OM /CA REERS.
© 2 0 07 h a l l ma r k c a rds , in c .
[ BANK OF THE WEST ]

WANT
W A TOO WOR
ANT WORKK FOR A
TTRULY
TRUL GGREAT
LLYY GREAAATT BANK??

AATT BA
BANK
ANK OF THE WEST
WEST,
T, WE BELIEVE OUR
O CUSTOMERSS ARE
WELLL SERVED BY EMPLOYEES
WELL EM
MPLOYEES WHO ARE WELL SERVED.
SERVVED.
Different perspectives
p generate freshh ideas. That’
That’ss why at Bankk of the W West,
est, we value dive
diversity
ersity and
equal opp ortunity for all our employe
opportunity ees. YYear
employees. ear after year
year,, we continue
conttinue to grow stronger thanks
thannks to our
unique bleend of people. After all, in to
blend oday’s competitive banking environment,
today’s e it is our emplooyees with
employees
innovativee ideas that keep us a step aahead
head of the rest.
rest

www.bankofthewest.com
www.bankofthewest.com

Bank of the W
West
est and its subsidiaries
subsidiariees are equal opportunity/affirmative action employers.
employeers. M/F/D/V © 2007 Bank of the W
West.
est. Member FDIC.
Opportunities Growing for Women
Accenture
Embracing Multiculturalism…Leveraging Diversity
By Andre Hughes, ACCENTURE, managing skills required to
director, Human Capital & Diversity – U.S. succeed as leaders
in this organization.
B
uilding, maintaining and expanding an
inclusive culture is central to Accenture’s suc-
cess. Drawing together diverse qualities
We work to
ensure company-
enables us to deliver innovation, which paves wide integration of
the way for sustainable growth and helping our diversity pro-
clients achieve high performance. grams, not as a
Indeed, for Accenture, inclusion and diver- nice-to-have, but
sity are a call to action. It is about learning from others who are not as part of an inte-
the same and about creating a workplace environment that captures gral mission that
the advantage of diverse perspectives—drawing on a basic credo says everyone can
embedded in our organizational culture to make differences work. be high perform-
We believe it is imperative to help our women understand ers, no matter their
what opportunities exist for them. Women across the spectrum cultural differ-
of diversity need aspirational roles, and if we can create a high ences. The chal-
performance mindset, their performance will surely soar. lenge is to cut
Fostering what I call a “can-do, will-do, have-done, can-do-again across the spec-
disposition,” therefore, is a very powerful incentive. And often it trum of workplace Nellie Borrero, global inclusion and
diversity director at Accenture.
predicts who is likely to become a star performer. diversity, which
can encompass race, gender, ethnic group, age, organizational
Diversity Solutions function and educational background.
The drive to achieve, however, may be held back by cultural and
language barriers that must be overcome for diversity programs Moving Forward
to succeed. How, then, do we nurture that desire in all our people Because inclusion and diversity not only involve how people
to achieve high performance? It is up to us to suggest behaviors perceive themselves, but also how they perceive others, we
a multicultural workforce can build on to create success. It is embrace a strong commitment to ensuring our people are rep-
our responsibility to focus on viewpoints that serve as change resentative of the broader communities we serve. Our environ-
agents and to offer guidelines for more effective execution. ment, therefore, consistently celebrates inclusion and openness
Accenture values high performance. Our approach to train- and promotes diversity up through leadership positions.
ing, therefore, is to create an awareness that will move people Our Minority Leadership Development Program,
from where they are to where they could be. Combining a high Developing High Performing Women workshop, and the
performance mindset with passion creates a winning formula that International Women’s Day events, help to position our people
enables women to highlight their strengths, not their weaknesses. early on for high performance.
It is a source of pride that Accenture now stands at the
Accenture’s Inclusion Initiatives industry forefront, recognized for our vision of inclusion and
As Nellie Borrero, global inclusion and diversity director at diversity. We can’t take our eye off the ball, however, and in
Accenture, explains, “We have developed an innovative, multi- coming years we must continue to lead the charge in addressing
faceted bottom-up and up-down approach to embrace and train issues of communication, adaptability and change.
our women, ensuring they get the tools they need to be success- Clearly, corporate America must displace bias and stereo-
ful, while—at the same time—we educate our leaders on how type with respect for the individual and the unique competen-
to lead a diverse workforce. cies each person brings to bear, or suffer the consequences.
“We have designed a comprehensive and empowering cur- Accenture welcomes the opportunity to share, discuss and con-
riculum with programs focusing on strategic learning around tinually improve our approach, which is designed not just to
issues of leadership, business strategy, corporate finance, rela- transform our diverse workforce, but to infuse all our people
tionship management, global marketing and branding and with energy and optimism for the future.
intercultural competence.”
The bottomline: Our workshops provide high potential
women executives across the spectrum of diversity with the PDJ

60 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
DIVERSITY
determines a company’s success.
Eastman Kodak Company is committed to becoming a truly diverse
corporation. Embracing the ideals of diversity enables us to better meet
the needs of our customers, employees, suppliers, and the communities in
which we live and work. All of which ensures our continued success in the
global marketplace.

www.kodak.com/go/supplierdiversity

© Eastman Kodak Company, 2007


ArvinMeritor
Women are Major Players at ArvinMeritor
sales in Asia and with Asian OEMs within the next three-to-five
F rom the board room to corporate offices to the plant floor, ArvinMeritor
embracesdiversitywithimpressiveresults;andwomenaremajorcontributors.A
leadingglobalproviderofinnovativecustomersolutionsthatenhancemobility, safe-
years—representing more than $1 billion in added sales and sourcing
in the region. ArvinMeritor’s female employees will play a big
ty andtheenvironment,theautomotivesupplierisharnessingthecreative power part in achieving that goal.
that comes from bringing together top talent with diverse back- The San Luis Potosí México facility has initiated unique
grounds. ways to promote its female workforce. There is no salary differ-
ArvinMeritor is one of the largest and most geographically ential between men and women, and today 27 percent of leader-
expansive automotive suppliers in the world, and is by its very ship positions are occupied by women. Other benefits for women
nature a culturally diverse organization. The company defines include union agreements that protect pregnant employees and
diversity as respecting the uniqueness of each individual as it provide nursing mothers with an hour during their shift to feed
relates to their different personal attributes, experiences and their babies.
organizational roles. The plant celebrates Mothers
ArvinMeritor provides opportunities for its employees in Day in Mexico with cake and flowers
24 countries to maximize their potential. Diversity initiatives to recognize the effort working moth-
focus on three main areas: Workforce Diversity, Behavioral and ers make to balance their professional
Cultural Diversity, and Structural Diversity. Key initiatives careers with their personal lives.
include: recruitment, diversity and cultural awareness training ArvinMeritor’s diversity pro-
programs, and Worldwide Diversity Week. By embracing these grams have received outside recogni-
initiatives, ArvinMeritor continues to ensure its workforce is tion as well. The ArvinMeritor Light
representative of the world in which it does business. Vehicle Systems facility in Puebla, Mexico received the “2007
Diversity councils with executive and regional champions Great Place to Work for Women” award, issued by the Great Place
ensure that the company’s guidelines for diversity are consis- to Work Institute, for its supportive hiring and work practices.
tently followed at all levels in the organization. For example, the At the corporate level ArvinMeritor offers special benefits
diversity council in Bangalore, India organized an Ethnic Day to to address the unique career and life needs of its diverse work-
celebrate their rich culture there. force. Flexible work options such as compressed work weeks,
flex time, job sharing, part-time positions and telecommuting
Women in the Workforce may be available within a specific ArvinMeritor function.
In October, ArvinMeritor The company is a platinum sponsor of Inforum, a Detroit-
became the first company based organization dedicated to the career development and
from the automotive manu- advancement of women professionals in business. In addition,
facturing sector to be named ArvinMeritor supports the Society of Women Engineers (SWE),
an “MVP” by the 2007 the National Society of Black Engineers (NSBE) and the Society
Women’s Leadership Index of Hispanic Professional Engineers (SHPE) at the campus and
study conducted by the University of Michigan. To achieve elite national levels. At the corporate level, ArvinMeritor is an active
MVP status, ArvinMeritor was recognized for the number of member of the Michigan Minority Business Development
women it has at the board and executive officer level. Council and participates in the National Association of Black
ArvinMeritor has several initiatives in place to promote women that Automotive Suppliers events.
span the globe. At the company’s Osasco, Brazil facility, machine Supporting diversity initiatives is the right thing to do and it
operator Marisa Vieira (center in photo), is the first woman to par- makes good business sense. The company operates on the phi-
ticipate in the plant’s Team Leader Training Program. Vieira serves as losophy that diverse people and ideas lead to innovative processes
a liaison between supervisors and operators coordinating operational that lead to better business results.
activities. She has developed About ArvinMeritor
skills in leadership, communi- ArvinMeritor, Inc. is a premier global supplier
of a broad range of integrated systems, modules
cation, negotiations, teamwork and components to the motor vehicle industry.
and conflict resolution. The company serves commercial truck, trailer and
specialty original equipment manufacturers and certain
The company celebrated aftermarkets, and light vehicle manufacturers.
International Women’s Day Headquartered in Troy, Mich., ArvinMeritor
employs approximately 18,000 people in 23 countries.
at its facilities around the ArvinMeritor common stock is traded on the New
world. ArvinMeritor’s global York Stock Exchange under the ticker symbol ARM.
For more information, visit the company’s Web
growth strategy is to triple its A celebration at ArvinMeritor facilities in Xuzhou, China. site at: http://www.arvinmeritor.com/. PDJ

62 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
finally
Training that Moves
Beyond Diversity...
Your workplace has become more diverse . . .
But is it inclusive?
Our Subtle Behaviors Workshop teaches you the simple words, small
behaviors, even body language, that can have significant meaning to
individuals and groups. Based on the book, 58 little things that have
a BIG impact: What’s Your MicroTrigger?, this workshop has
become the favorite for those who want to move beyond diversity
to become inclusive.

For additional information,


E-Mail TSmith@ivygroupllc.com
or call 1.877.448.9477
Join companies including MetLife, Progress Energy, L’Oreal, UBS
Investment Bank, Herman Miller and Hyatt Hotels who hold
MicroTriggers™ Workshops for their managers and associates.

to Inclusion!
KPMG LLP
KPMG’s JP KNOW Helps Japanese Women
Working in the U.S.
K PMG LLP’s Japanese Practice employs some
300 professionals in the United States, with
more than half of them women. Since these pro-
fessionals work in a culturally diverse environ-
ment, with varying approaches to women in the
workplace, the Big Four accounting firm has cre-
ated an internal organization to address the issues
faced by many Japanese women working in the
United States.
The Japanese Practice’s KPMG Network
of Women, or JP KNOW, is an offshoot of
KPMG’s Network of Women (KNOW), a firm-wide initiative “We just thought that, even though people within the
designed to help women to connect with their peers, meet mentors Japanese Practice would also be a part of the KNOW network in
and share career experiences. their individual offices, it would be appropriate to have a network
“We felt that the women professionals working for the specifically for the Japanese Practice as well,” Yano said.
Japanese Practice are in a slightly unique position in the firm in KPMG’s Japanese Practice is a group of professionals in the
that they have to work bi-culturally,” said Yuki Tobinaga, associ- U.S. firm, located in various offices across the country, who
ate director of marketing for the Japanese Practice. “I think that provide tax, audit and advisory services primarily to U.S. compa-
most people know that gender relations are a little different in a nies that are subsidiaries of larger Japanese corporations. The
U.S. business environment than in a Japanese one.” practice has been in existence since 1973.
The idea for JP KNOW came about during a partner meet- Roughly 80 percent of the professionals in the Japanese
ing the firm held in 2005. KPMG’s Women’s Advisory Board Practice are native Japanese. In addition to common backgrounds
gave a presentation about the firm’s initiatives to create a more from having lived in Japan or with Japanese families, members of
compelling work environment for women. They noted that the the Japanese Practice share the unique experiences and concerns
firm’s two-year-old KNOW program was growing, with local net- of working with Japanese clients. But their knowledge of the
works being set up in KPMG offices around the country. American culture and business environment varies widely. Of the
Three Japanese Practice partners—Michiko Yano of Mountain women in the practice, some have been in the United States since
View, Yasuko Metcalf of Chicago and Masako Carpenter of Los they were children, while others came to the U.S. after college.
Angeles—realized that the Japanese Practice would benefit from a The objectives of JP KNOW align with those of the
KNOW organization specifically for its members, to provide broader KNOW organization: to provide a forum for women to
them the opportunity to meet other women in similar situations. network, foster mentoring relationships, further professional
development opportunities, support work-life balance and
highlight career opportunities. However, while the KNOW
chapters are organized at the local, office level, JP KNOW is a
national association.
To accomplish its objectives, JP KNOW hosts lunches, din-
ners and team-building activities throughout the year in various
venues. For example, senior partners regularly host dinners to
meet and mentor younger staffers.
Yano also noted that the men of the Japanese Practice are
invited to events as well.
“We feel that a lot of the issues that the women face, the men
face as well,” she said. “Also, it’s really important, even if they
don’t share the issues, for them to understand them so they can
support their colleagues or support their spouses.”
PDJ

64 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
our power
comes from
our people
Pratt & Whitney.
Committed to Diversity. Committed to Excellence.

Pratt & Whitney has 38,000 employees in 253 locations worldwide and for more than 80 years,
we’ve drawn our real power from our employees’ individual talents and multitude of backgrounds.

That’s why we’re so proud to receive “A Best Diversity Company” award from the readers of
Diversity/Careers in Engineering & Information Technology Magazine. At Pratt & Whitney,
our strength comes not just from our similarities, but from our differences.

THE EAGLE IS EVERYWHERE.

www.pw.utc.com
MGM MIRAGE
MGM MIRAGE Women of Color Conference
Breaks New Ground
M GM MIRAGE was a presenting sponsor of the
Women of Color Conference, the first event of
its kind in Las Vegas. Members of the corporate diver-
sity department were catalysts in creating the event
along with the four ethnic chambers of commerce—
American Indian, Asian, Latin and Urban.This historic
event attracted more than 500 minority women and
men who gathered to participate in workshops ranging
from health and wellness to personal finance, beauty
From left to right: Debra Sillik of American Indian Chamber of Commerce, Vida Chan Lin of the
and self-esteem, career development and leadership Asian Chamber of Commerce, Victoria Napoles of the Latin Chamber of Commerce and Hannah
skills. Brown of the Urban Chamber of Commerce welcome 500 attendees to the first-ever Women of
Color Conference in Las Vegas. The day-long event featured leadership, networking and learning
The conference attracted local and national opportunities through a variety of workshops.
leaders including Marilyn Johnson, vice president
of market development for IBM; Juana Bordas, author and pres- bers and presenting sponsors, was formed to oversee the develop-
ident of Mestiza Leadership International; Terrie Williams, ment and execution of the event. The committee included several
entrepreneur and motivational speaker; Sachi Koto, president sub-committees to focus on areas such as finances, logistics, media
and CEO of Sachi Koto Communications; Brenda Perryman, relations, sponsor relations, and speaker relations.
author and performance poet; Nevada First Lady Dawn The program was developed and included a networking break-
Gibbons; and Nevada Attorney fast, morning and afternoon
General Catherine Cortez Masto. workshops, luncheon, round-
MGM MIRAGE execu- table discussion and a mixer.
tives that participated in the Conference panelists included
Women of Color Conference authors, executives, motiva-
included: Michelle DiTondo, tional speakers, community
vice president of human leaders and others.
resources at New York-New From left to right: Doretha Easler, Manager of Community Relations for Nevada
The Women of Color
York Hotel & Casino; Holly Power; Wai Ling Eng, McDonald’s franchise owner and operator; Punam Mathur, Conference received a trem-
Gagnon, president & COO of Senior Vice President of Corporate Diversity and Community Affairs for MGM endous amount of positive
MIRAGE; Rose McKinney James, President of Energy Works Consulting;
the Gold Strike Resort & Catherine Cortez Masto, Nevada Attorney General; and Lori Nelson, Director of response. Surveys were filled
Casino; Barbara Hewitt, execu- Corporate Communication for Station Casinos, Inc., participate in a panel out by conference attendees,
discussion at the first-ever Women of Color Conference in Las Vegas.
tive director of MGM Grand The workshop, entitled “Cultivating Women Leaders: Skills for Success in rating the conference on qual-
University; Rose McKinney the Community, at Work and at Home,” discussed how women balance the ity of speakers, timing of
commitments and demands of leading busy lives.
James, MGM MIRAGE board events, relevance of discussion
of directors; Punam Mathur, topics, etc. Overall, attendees
senior vice president of corporate diversity and community affairs; felt informed and inspired, and looked forward to future events.
Debra Nelson, vice president of corporate diversity, communica- The conference attracted participants from around the country,
tions and community affairs; and Patricia Norman, director of and several attendees have expressed interest in hosting similar
administration for corporate diversity and community affairs. events in their local communities. Additionally, MGM MIRAGE
MGM MIRAGE Vice President Debra Nelson saw a need for is considering hosting this event on an annual basis and has begun
dialogue among minority women in the Las Vegas community. the planning process for next year.
She approached the chambers of commerce with the idea, and Women of all ethnicities, professions and social backgrounds
they overwhelmingly agreed. From there, a day-long event was cre- from throughout Nevada and across the country participated in the
ated to bring women together from across Southern Nevada and Women of Color Conference. Conference attendees included stu-
beyond. The goal of the event was to provide leadership, network- dents, young professionals, seasoned executives and business owners in
ing and learning opportunities through a variety of workshops. numerous fields and industries. Perhaps the biggest beneficiary, how-
Additionally, event organizers hoped that the success of the event ever, was the Las Vegas community, as the conference was a demon-
would lead to it becoming an annual event. stration of the collective power of the local minority chambers of com-
A planning committee, made up of representatives of the cham- merce to enact a program that benefited women across the city. PDJ

66 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
PepsiCo Celebrates the Life of Edward F. Boyd
1914 – 2007

Edward F. Boyd helped place Pepsi in the hearts and hands of


many Americans. And in doing so, he became an innovative leader
and true pioneer in marketing.

It’s been 60 years since Ed was hired to form the very first team
of African-American marketers, opening up African-American
communities across the nation. He defined target marketing — the
way many businesses today meet consumer needs with products
and services.

Brave, distinguished and endearing, Ed Boyd helped move


America and business to greater racial equality. Today, his spirit
still inspires us.

To learn more about Ed Boyd and all his accomplishments,


read The Real Pepsi Challenge by Stephanie Capparell or visit
careerjournal.com, go to the left column under Article Search and
type in: Ed Boyd.
National Hispana Leadership Institute
NHLI Offers New Program for Latinas
F or nearly 20 years, the National Hispana Leadership Institute has
offered the premiere leadership development program for Latinas in
the United States. Based on the impact of our Executive Leadership
Institute for Latina professionals, NHLI launched the Latinas Learning
to Lead Summer Youth Institute in 2001. This pilot program is mak-
ing a difference in the lives of college-age Latinas (ages 17 to 22) around
the country.
NHLI’s mission is to develop Hispanic women as ethical
world leaders through training, professional development, com-
munity and world activism, and relationship building. NHLI
helps professional and college-age Latinas develop leadership expe-
rience to prepare them for roles as community business and politi-
cal leaders. NHLI offers training in public policy, strategic manage-
ment and team building, and issues such as gender, race and class.
Graduates are required to mentor at least two Latinas for two NHLI youth and adult alumnae
years and develop a leadership project benefiting at least 25
Latinas. More than 5,000 Latinas have gained valuable leadership
skills through NHLI’s programs since 1987. Innovative and strategic methods must be developed to edu-
cate and train Hispanic women for leadership in order for them to
Program boasts many impressive alumnae participate and lead in a complex and changing global market. If
• Irene Martinez (Class of 1992)—Irene had a vision of
they are to impact public policy and create positive change,
building a facility that her organization, El Centro de Delhi Hispanic women must have the knowledge, life skills training,
Community Center, could call its own. Ten years later, Irene cut personal empowerment and experience to move into the highest
the ribbon on a 27,000-square-foot facility that serves 20,000 levels of decision-making and leadership.
families a year in Orange County, California. The center has doubled
the number of licensed home-based care providers in Santa Ana, To address this lack of Latinas in leadership positions, NHLI,
helping providers start and build successful businesses and giving based in Washington, D.C., was created in 1987. The Institute’s
working mothers peace of mind. goals are to ensure that Hispanic women are in leadership posi-
• Becky Barrera (Class of 1997)—Becky started the National tions and have the access and power needed to influence public
Latino Children’s Institute, which lends voice to Latino children by policy and shape an equitable and humane society, and to enhance
identifying best practices and models, and shapes policies and programs and develop leadership abilities among Hispanic women.
that promote healthy environments for children.
By providing Hispanic women with educational, leadership
• Denise Perez (Class of 2006)—Denise organized a fitness and professional development opportunities and access to role
awareness 5K Walk targeting Latina women to engage them in the models and mentors, NHLI helps Latinas advance and grow as
importance of daily exercise. She also organized a group of 2006
alumnae to create a team for the Seattle triathlon in August of 2007, leaders, become even more vital contributors to the economy and
and currently trains other Latinas for the triathlon via email. create healthy communities.

Hispanics are the largest ethnic minority in the country. Recent Accomplishments
According to the 2000 Census, the U.S. Hispanic population grew In the last year alone, NHLI has received a number of national
by a staggering 58 percent in the last 10 years, four times faster awards for its groundbreaking work, such as:
than the total population.
The Latina labor force has also experienced tremendous • The Center for Creative Leadership 2005 Distinguished
Alumni Award. The center typically designates an individual alumnus
growth. However, 75 percent of Latinas earn less than $30,000 to receive its annual award; this is its first award made to honor an
annually. Less than one percent earn more than $75,000 annually. organization.
A U.S. Department of Labor study found that minorities and
• The Independent Sector 2005 Leadership Award. The award
women have made substantial gains in entering the workforce, but honors outstanding organizations for their leadership in investing in the
they are not equally represented at the midlevel and senior levels of people of the independent sector as they work to build community.
management in government or corporate sectors.
• The Cesar Chavez Award. The United States Hispanic
While Hispanic women continue to progress in all sectors of Leadership Institute selected NHLI for its Outstanding Community
society, they are grossly underrepresented in the corporate board- Service award. This award—named after Cesar Chavez, founder of
room, in the political arena and in management and senior-level the United Farmworkers Union—recognized NHLI’s outstanding
service on behalf of the Hispanic community, advocating for civil
positions within the private sector. rights, social and economic justice, and equal opportunity. PDJ
68 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
       
   
       
    
 
 
 

 
 
    

      


  
 
 
  
  
    
    
      
   

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Raytheon
Raytheon Women’s Network and Employee Resource
Groups Supporting Women of Color

T he Raytheon Women’s Network (RWN) is a membership of


women and men who strive to create a work environment that
allows each woman to achieve her fullest potential. Specifically,
RWN provides tools to network, mentor, plan, and develop careers
and achieve work/life balance.
RWN-ES, the Raytheon Women’s Network-El Segundo,
is one of six networks active at Raytheon’s Space and Airborne
Systems’ El Segundo, Calif.-based business. The networks
support Raytheon’s goals for a diverse and inclusive culture and
Raytheon’s vision to be an employer of choice.
RWN-ES has two sponsors from the Space and Airborne
Current multicultural Raytheon Women’s Network-El Segundo (RWN-ES) Board.
Systems leadership team: Dina Hyde, vice president of Supply Photo includes five of the RWN board members (front row), and four of the other
Chain Management, and Bobbi Pollack, vice president of legal. diversity group leads (back row).
Both women have been supportive mentors to RWN-ES
leaders and members. Another was on the topic of “Disability—A
RWN-ES is also part of the Raytheon Global Forgotten Aspect of Diversity” and helped promote
Women’s Network (RGWN), an employee a better understanding of the special needs of those
resource dedicated to serving as a strategic business with various disabilities. The third was the annual
partner in building and maintaining a diverse celebration for Women’s History Month.
workforce. RGWN provides a forum for local net- To Kim Chacon, president of RWN-ES,
works to share common experiences and lessons “Being part of the Raytheon diversity teams has
learned, acting as a catalyst between those local given me a forum for greater interaction with the
networks and other employee resource groups. RWN logo: Many women diverse, multicultural group of women across
consider pink a color that Raytheon. In addition, being an RWN officer has
RGWN is committed to increasing the visibility symbolizes their strength and
and contributions of Raytheon. bonding. As such, the pink not only helped me further grow my own leadership
Diversity at Raytheon is about inclusive- figures in the RWN logo and collaboration skills, but it has also given me an
represent the strength in
ness—providing an atmosphere where everyone numbers provided by our opportunity to help develop and provide a true
feels valued and empowered to perform at a peak women’s networks. The blue resource group for these other women.”
figures signify that RWN is
level, regardless of the many ways people are differ- supported by Raytheon’s
In the most recent Women’s History Month
ent, including but not limited to age, race, gender, men, and the red star repre- program, 250 men and women Raytheon employees
sents RWN's commitment to attended RWN’s presentation of actress Ella Joyce in
sexual orientation, family history or physical ability. Raytheon’s values.
The diversity networks are mostly run by vol- her one-woman play on the life of Rosa Parks. “As a
unteers who are elected by their members. The woman leader at Raytheon, I was very moved by this
network leader then appoints committee heads for important top- presentation,” Chacon said.
ics, such as career development, mentoring or innovation. The Other successful RWN programs have included the UCLA
network leadership then works with other networks to share and Women’s Leadership program. Raytheon sponsored 50 women in
support programs. That results in a broad group of employees par- the 3-day class. One attendee four years ago was Mercy O’Hoyt,
ticipating in the Raytheon Black Employee Network (RAYBEN) who has since become chief engineer for Advanced Concepts and
events, for example, and that same collaboration and participation Technologies in El Segundo.
for all diversity events. Women of color do not have a specific net- “I am fortunate to have the opportunity to explore many
work; rather, they have the opportunity to participate in RWN career venues in Raytheon, and further blessed by having many
and any other resource group that interests them. awesome people around me who helped and shaped me as a pro-
RWN has sponsored three major programs so far in 2007. fessional and as a person. These groups included my superiors, my
These programs were open for all Raytheon SAS employees, both peers and my subordinates,” says Mercy. “My success thus far is a
women and men, to attend. One was on the topic of “Why Some testament to Raytheon’s culture of inclusiveness. There is always
of Us Tick and Others Tock” and discussed how our inherent val- someone willing to extend a hand in difficult times and challenges.”
ues play a key role in our diversity, and understanding this can help
us communicate more effectively with one another. PDJ

70 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
perspectives

We each
backgrounds
have a thoughts
unique story
to tell

experiences

Our different backgrounds, experiences, thoughts and perspectives


have helped shape us into who we are today.

As we help you protect the things that matter most to you,


we know one approach won’t work for everyone.

Truly listening to our customers is at the heart of our On Your Side® promise.
And at Nationwide, we care about helping you meet your unique needs.

Nationwide, the Nationwide framemark and On Your Side are federally registered service marks of Nationwide Mutual Insurance Company.
1-877-On Your Side is a service mark of Nationwide Mutual Insurance Company. © 2007 Nationwide Mutual Insurance Company, All Rights Reserved.
U.S. Postal Service
USPS Clears Away Hurdles for Women to Succeed
A s one of the largest employers in the nation, the U.S. Postal
Service recognizes that a workforce that reflects the diversity
of the communities it serves is critical for continued success in the
21st century.
The Postal Service’s vision is for every employee to have
an opportunity to move up in the ranks of the organization
through outstanding performance and career development
opportunities. Opportunities for women, including those
from diverse cultural and racial backgrounds, have never been
greater within the Postal Service.
Women hold key managerial and executive positions at
the Postal Service. Currently, eight officer positions within the
organization are held by women. There are three high-rank-
ing senior level executives who are women of color: Delores Delores Killette Chu Falling Star
Killette, vice president and consumer advocate; Kathleen
Ainsworth, vice president, delivery and retail; and Marie just a few examples of how the Postal Service’s commitment to devel-
Therese Dominguez, vice president, government relations. oping employees has benefited the organization’s women of color:

National Women’s Program • Chu Falling Star, Cincinnati, Ohio, postmaster, began her
career as a clerk. She took advantage of training and supervisory
For more than 30 years, the organization’s National Women’s
opportunities, including the Career Management Program and
Program has helped to improve career advancement opportunities the Advanced Leadership Program, to obtain positions requir-
for women. The program can be traced back to the 1959 appoint- ing higher accountability and responsibility.
ment of Mrs. Cecil M. Harden as the Post Office Department’s
first Special Assistant for Women’s Affairs. By 1964, the Post • Lilly Jung-Burton, Triboro, N.Y., district manager, received
Office Department had a plan to increase opportunities for a postal executive appointment in 1988, one of the first Asian
American female executives. She cites several programs that
women, and the first Postal Service Women’s Action Committee
affected her career, including the management trainee
was born. program, a two-year structured program that provided a
comprehensive view of Postal Service functions.
Integrated Approach
In 2005, the Postal Service implemented an innovative approach • Elizabeth Johnson, Mississippi district manager, entered the
to managing the development of a diverse talent pool. This Postal Service as a management associate after receiving a
master’s degree in business administration. She had a fabulous
approach combined various functions to create one department
education, but not much practical job experience. Through
that integrated employee development programs with diversity the management program, she found ways to grow and
programs, including the National Women’s Program. Women contribute to the organization.
from diverse backgrounds have benefited from developmental
opportunities through programs such as the Associate Supervisor • Maria Lourdes Pell-Stockman, manager of human resources,
integrated communication and branding, credits her success
Program, Advanced Leadership Program, and Career at the Postal Service to having a mentor. “The organization
Management Program. These programs have provided women embraces diversity by offering various paths to success as long
with advancement opportunities at all levels of the organization as individuals are willing to work hard and set themselves apart
and at different stages within their postal careers. as leaders and achievers,” said Pell-Stockman.
But it does not stop there. The Postal Service recognizes the
benefit of attracting talent from outside the organization. We offer Building on Success for the Future
management opportunities to candidates through the Manage- Building on its legacy of diversity, the Postal Service will continue
ment Intern Program. to expand recruitment efforts and continue to promote workplace
Today, the Postal Service has more than 100 diversity profes- practices that provide career opportunities for the best and brightest
sionals involved in attracting diverse talent to the organization and talent available. The Postal Service is committed to providing all
encouraging upward mobility through the various postal-career employees with the tools and knowledge needed to do their jobs
development programs and processes. Our goal is to continue to today and prepare them for the leadership challenges of tomorrow.
build a performance-based culture and improve the skills of our
workforce. We are proud of our employees’ achievements. Here are
PDJ
72 P RO F I L E S I N D I V E R S IT Y J O U R N A L NOVEMBER/DECEMBER 2007
MFHA’S 2007
CONFERENCE
HIGHLIGHTS
BOOK IS NOW
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visit our website www.mfha.net to download it now

THE MULTICULTURAL FOODSERVICE & HOSPITALITY ALLIANCE’S 2008 CONFERENCE


will be held in Chicago, August 10–12.
Real-Life Holiday MicroTriggers
Good Thing He’s an Ex not cook seem to find great places to
M icroTriggers are those subtle
behaviors, phrases and inequities
that trigger an instantaneous negative “ I have struggled with my weight
most of my life. The last thing I want to
buy prepared food, so it’s wonderful.
There’s one thing that burns me up,
response. hear before sitting down to a fat- and though. It’s my brother. He always
The holidays are ripe with opportu- cholesterol-laden holiday feast is how promises to bring something central to
nities for triggers: from subtle messages much weight I have gained. Right before the meal. Last year it was the turkey—
at work that say, “You’re celebrating the dinner, my ex-father-in-law would take but then he showed up 2 hours late!”
wrong holiday,” to shopping experiences the opportunity to remark on how heavy
that make you want to leave your pur- I was and how many pounds I had put A Long Full Winter
I love my grandmother’s cooking and
chase at the register and dinner conversa-
tions that are troubling enough to give
on. He is also hard of hearing, and as a
result, he speaks very loudly and all his “
she knows it. So I always get seconds of
you indigestion. This holiday season weight comments were heard by all the anything that she makes. But last year
remember that little things matter a LOT! dinner guests.” when I brought my new boyfriend to
Here are some recent submissions Thanksgiving dinner, she embarrassed
from our readers. RSVP the heck of out me. She asked my sister
For the holidays, I take a little extra if she wanted seconds, and she said that

effort to set a special dining table. For she was already full. But when she got to
Christmas Time is Here me that means taking the time to think me she said, “Oh, I know you want an
I love Christmas time. Yes, I said it. about the plates and glasses. I also try to extra helping. You’ve always eaten like

‘Christmas!’ My MicroTrigger is when, add something special like a personalized you’re squirreling food away for the
entire winter!”
under the guise of diversity and political ornament at each place setting. Everyone
correctness, I am viewed as an insensitive appreciates that I took the time do
unsophisticate and treated as if I have something festive. Hey Santa, I’m down here!
committed a crime for saying Merry
Christmas and celebrating the true
Knowing how many guests I’ll have
for Christmas dinner matters. I always “ The holidays are here and what
better way to celebrate than to run for
meaning of the holiday.” cook more than enough food. But I cover. Don’t get me wrong; I love the
want to make sure that I have enough gift of giving. It’s just that I’m vertically
My Hand is Cleaner Than a Dollar Bill place settings and special trinkets for challenged, and it seems that during the
Christmas holiday all the tall people
“ I was shopping and paid with cash.
When I handed the money to the
each person. So when I call my sister to
ask if she’s coming for the holiday, she come out to the malls in droves just to
cashier, she laid the change back on the responds, ‘I don’t know yet—I’ll let trample me. I feel like I’m playing dodge
counter instead of putting it in my hand. you know.’ ball. I’m ducking from swinging shop-
I told her that all money is spendable, That’s fine. It’s only the first week of ping bags, being suffocated by a wall
regardless of the customer’s race. I asked December. Who knows? She’s entitled to of people like trees, left in the middle
her if she thought my hand was too dirty have other plans like anyone else in our of the aisle like the old video game,
to touch. I also informed her that it’s not family. The following week, I call. Same Leap Frog, trying not to get hit by
good customer service or respectful to lay thing. “I’ll let you know.” I email her a in-coming pedestrians.
change on the counter when a customer few days later and she’s still not sure. With all the hustle and bustle and
puts it directly in your hand.” When do I find out? Christmas Eve! holiday cheer musically sprayed through
And guess what? She is NOT coming.” the mall sound system, please look out
Now That I Have You in the Store for the short people. Much obliged.”
It annoys me when a company runs _________, Dressing, and All the

an advertisement indicating a really good Trimmings Janet Crenshaw Smith is president of Ivy Planning
Group LLC, a consulting and training firm that
We have several good cooks in our
deal and then has a sign in the store
upon your arrival apologizing for the “
family, so we divide up the responsibili-
specializes in diversity strategy and leadership. Her
book is titled MicroTriggers: 58 Little Things That
misprint. It may be legally correct, but it ties for making different dishes for Have a Big Impact. Have a MicroTrigger story to
sure ticks me off.” Thanksgiving dinner. Even those who do share? Send it to: JSmith@ivygroupllc.com

74 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Bausch & Lomb 75 Halliburton cover 4 PepsiCo, Inc. 67
www.bausch.com www.halliburton.com www.pepsico.com
Bank of the West 58 Hallmark 57 Pfizer Inc 17
www.bankofthewest.com www.hallmark.com www.pfizer.com
The Boeing Company 49 Ivy Planning 63 Pratt & Whitney 65
www.boeing.com www.ivygroupllc.com www.pw.utc.com
Chevron 19 Lockheed Martin 9 Sodexho 3
www.chevron.com www.lockheedmartin.com www.sodexhousa.com
Cisco 5 MFHA 73 Shell 13
www.cisco.com www.mfha.net www.shell.com
Dell, Inc. 15 MGM MIRAGE 20 UnitedHealth Group 7
www.dell.com www.mgmmirage.com www.unitedhealthgroup.com
Eastman Kodak Company 61 National City Bank 69 WellPoint cover 3
www.kodak.com www.nationalcity.com www.wellpoint.com
Ford Motor Company cover 2, pg 1 Nationwide Insurance 71
www.ford.com www.nationwide.com

76 P RO F I L E S I N D I V E R S I T Y J O U R N A L NOVEMBER/DECEMBER 2007
Thanks to you,
each of these women can navigate their health care plans
to obtain the services specific to their needs.

At WellPoint, we are addressing tomorrow’s health care issues today. Women


account for approximately 70-85% of health decisions made in U.S.
Our neighborhood was always built around music. households, yet still face barriers that make the acquisition of basic health
care services difficult. WellPoint takes women’s health seriously. Our vision is
So it’s good to see everyone pick up the beat.
to move women to choose better health through education and wellness
Now the band keeps playing on. initiatives that address multicultural and multigenerational women and their
My dream is to get the good times rolling again in my hometown. unique needs. Working to better people’s lives is not something you do
Life’s calling. Where to next? everyday. But it can be – at WellPoint.

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Volume 9, Number 6
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Featuring These Leading Suppliers for Halliburton
H e l p i n g b u i l d s u c c e s s t h r o u g h s u p p l i e r d i v e r s i t y.
Back row, left to right: CHERYL LAWSON, DUNCAN INDUSTRIAL SOLUTIONS;
OTIS ANDERSON, MICRO-SMART SYSTEMS, INC.; BARBARA PAULL, GENERAL TRUCK BODY; P.D. MORRISON, PDME
© 2007 Halliburton. All rights reserved. Front row: VIMAL KOTHARI, SYSTEL INC.; E. JEAN JOHNSON, LEGALWATCH INC.

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