Ask The White Guy

SUMMER 2011
What We Did
Differently This Year
DiversityInc Top 50
Facts & Figures
Why All the Volatility on Our
DiversityInc Top 50 List?
Four Case Studies Showing the Impact
of Leadership Commitment
June_Cover5.indd 61 8/8/11 10:52 AM
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organized for your easy use by subject matter.
The topics include our
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The redesigned site will help you nd
data, solutions & best practices
to diversity-management questions and strategies.
The living part of the textbook means
this site is constantly evolving,
like diversity-management itself,
and will be updated frequently as best practices
and results improve.
THE LIVING
TEXTBOOK OF
DIVERSITY
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For information about how to become
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TOPICS INCLUDE:
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Improved Methodology
4 Case Studies: Why Companies Rise and Fall
on the DiversityInc Top 50
Case studies of four companies and the impact of leadership and
clear communications.
DiversityInc Top 50 Facts & Figures
DiversityInc Top 50 Company Proles
DiversityInc 2011 Special Awards
We honor eight companies for Community Development, Talent
Pipeline, Executive Development, Global Cultural Competence,
Working Families, Employee-Resource Groups and (two
companies) Diversity-Management Progress.

|
4 READER COMMENTS
|
8 CEOS LETTER
|
12 EDITORS LETTER
|
182 COMPANY INDEX IN EVERY ISSUE
CONTENTS
SUMMER 2011
14
2 DiversityInc
COVER STORY
The 2011
DiversityInc
Top 50
Companies
for Diversity
The survey, now in its
12th year, is the leading
assessment of diversity
management in corporate
America. The DiversityInc
Top 50 Companies for
Diversity survey is an
empirically driven ranking,
divided into four key
areas: CEO Commitment,
Human Capital, Corporate
and Organizational
Communications, and
Supplier Diversity. There
were 535 participants this
year (up 19 percent) and
there was considerable
movement on the list.
June_TOC.indd 2 8/4/11 3:25 PM
THE 2011 DIVERSITYINC TOP 50 COMPANIES FOR DIVERSITY
DiversityInc Magazine Online Would you like to get access to the latest issue of
DiversityInc magazine as soon as it becomes available? Read every issue at www.DiversityInc.com/magazine
Legal Update
I Didnt Get the Job
Because Im Black
Inside View
Afrmative Action &
Diversity
Diversity Leadership
Dells Lisa Mink uses her life experience
with difference and discrimination to build
racial and gender diversity in IT.
Donnie Perkins of University Hospitals
manages the challenges for a hospital
system facing healthcare reform and an
increasingly diverse patient population.
Rutgers Future Scholars
Meet the Class of 2020
Rutgers Executive MBA
The Class of 2012 in China
People on the Move
People & Events
Ask the White Guy
Can a White Man
Speak With Authority
on Diversity?
By What Measure
Can We Abolish the
Diversity Department?
Ask DiversityInc
How Does DiversityInc
Determine the Top 50?
Can you game the DiversityInc Top
50? CEO Luke Visconti provides
inside info on what you can
and cantdo.
Supplier Diversity in
Health-Insurance Industry
What lessons can health-insurance companies learn
from three companies in the DiversityInc Top 50?
Trends in DiversityIncs Top Companies for
Asian Americans
What matters more for Asian-American employees:
sheer numbers or the level of inclusion?
Find out how DiversityInc rates companies.
Wheres the Diversity in
Fortune 500 CEOs?
Theres a dearth of Black, Latino, Asian and women
CEOs running major companiesbut the DiversityInc
Top 50 companies have better stats.
How to Start ERGs Based on
Generations, Disabilities
Whats the business case for employee groups based on
age or disability? Heres what the data shows and how
other companies document success.
116 109
126
132
135
138
144
LGBT Civil Rights: How Everyone Benets
) Same-Sex Marriage: What It Means to You
) When Should Your Company Take a Stand Against LGBT Bias?
) Timeline of Events
) Facts & Figures
Diversity: The Driving Force of Innovation
Academic research demonstrates how diverse teams solve more
problems creatively than homogeneous teams.
Decision Making, Clarity of Values and What to Do When It
Goes Horribly Wrong
Under the spotlight? Be careful how you react, and use your
values as a guide.
Women, Banking and Careers
Wells Fargo Regional President Lucia Gibbons shares her experiences
and career advice with DiversityInc CEO Luke Visconti.
Successful Career Paths for Women in Corporate Sales
Moving women into line-management jobs and REALLY letting them
have work/life success doesnt happen often. Heres how to do it right
from seven companies.
The Dangers of the Walmart Class-Action Decision
The Supreme Court decision makes it all the more important
for everyone to truly inspect their employers, their vendors and their
customers.
OUR ANALYSTS
ANSWER YOUR
DIVERSITY-
MANAGEMENT
QUESTIONS
NEW!
DEPARTMENTS
FEATURES
152 164 160
162
168
178
184
154
DiversityInc 3
116 135 164 138
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June_TOC.indd 3 8/5/11 12:09 PM
4 DiversityInc
Original articles and more:
www.DiversityInc.com/
affrmative-action-articles
DiversityInc
CEO Luke Visconti
invited anti-
afrmative-action
leader Ward Connerly
to speak at our spring
learning event.
Connerly talked
about banning race-
and gender-based
afrmative action
in college admissions
and hiring.
Visconti led a panel
of civil-rights
experts and lawyers
refuting Connerly.
Heres what
DiversityInc readers
had to say about
the exchange:
ANGER AT CONNERLY
I commend you for inviting Ward Connerly and him for
accepting the invitation. Nonetheless, it is painful to see a
Black man with over seven decades experience in America
continue to espouse views and positions that are at once
naive, ill-informed and destructive.
It is extremely difcult to separate Mr. Connerly from those elements
particularly on the rightwho proffer him (and his views) as validation of
their own false claims of victimhood and hateful rhetoric. That said, it appears
that the debate over afrmative action will continue ... but instead of each
side engaging in verbal bomb throwing, perhaps the debate will be reshaped
using the facts that numerous businesses have accrued over the years. I think
the most cogent comment came from Weldon Latham of Jackson Lewis
when he said, You [Connerly] want to ght hard to eliminate the solution
before you eliminate the problem. I doubt that the panel had any impact on
Ward Connerlys views, but as the positive impact afrmative action has had
on business is the prevailing reality, I suspect Connerly will fade into what I
believe will be a well-earned oblivion if not ignominy.
Jonscott Williams

To hear people talk about the unfairness of afrmative action is
ridiculous. We were once told in a seminar for supervisors that the most un-
fair thing we could do in supervising a group of people is to treat everybody
the same. This is the nature of afrmative action. We cannot achieve fairness
(a level playing eld) by treating everybody the same. Those who complain
about afrmative action being unfair have no credibility because things
never were fair. Since we didnt hear their righteous indignation when the
unfairness was on the other foot, it becomes obvious that fairness is not
the issue with them at all. DiversityInc.com comment
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Afrmative
Action:
Still
Relevant?
P
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J
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June_Letters2.indd 4 8/5/11 12:13 PM
CONTACT US We welcome your comments. Letters must include your name and, if applicable, company
afliation and title. Email letters to editor@DiversityInc.com. We reserve the right to edit all submissions.
DiversityInc 5

Racism is a cultural, institutional, generational dynamic that was here
before afrmative action and will be here after afrmative programs are gone
or changed. Until the above dynamics about race in this country are changed,
there will always be a need for afrmative action to level the playing eld.
DiversityInc.com comment
NOT A PERFECT WORLD
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FROM LEFT: Ward Connerly President,
American Civil Rights Institute; Luke
Visconti CEO, DiversityInc; Dr. Ella Bell
Professor, Tuck School of Business,
Dartmouth College, and Founder, ASCENT;
Weldon H. Latham Senior Partner, Jackson
Lewis; Lora Fong Corporate Counsel,
Salesforce.com; Gilbert Casellas Former
Head of the Equal Employment Opportunity
Commission

Ward Connerly states that Ive
always believed that if everyone
had an equal chance to compete
and if we believe that were all cre-
ated equally by the good Lord, then
diversity will be the outcome. But
we dont live in a perfect world
where everyone has an equal
chance to compete, and we cant
ensure fairness by merely doing
nothing. Human beings tend to
make subjective decisions, and we
cant rely on all people doing the
right thing. In that case, we wouldnt
need any government laws or poli-
cies, including afrmative action.

I nd it interesting that the
memory of Connerly is so short.
He has forgotten that the
Constitution was supposed to
afford all Americans equal treat-
ment, yet the government let the
people that oppose equal rights
thrive for a couple hundred years.
So now he says the same govern-
ment will do what is right without
the use of law! Please allow me the
opportunity to have free labor for
200 years and deny those workers
education and related rights so I
can become rich enough to say Im
sorry, and lets not make any laws so
those folks we got so wealthy off of
can catch up. What is wrong with
that picture? Robert Branscomb

Connerlys words sound like
those of a beauty-pageant contes-
tant: My goal is to end all wars and
world hunger. Who would possi-
bly be against such a utopic idea?
The real world makes this lofty
idealistic mantra sound naive,
uninformed and without compas-
sion for those who are the objects
of oppression, suffering from
current acts of discrimination.
Connerly also perpetuates The
BIG LIEthat afrmative action
is synonymous with preferential
6 DiversityInc
difcult for me to believe that
Mr. Connerly believes systemic
and blatant racism would not
nd its way back into our culture
(indeed, I would argue that it
has never left) full blown. To Mr.
Connerly, I say that I am happy you
were able to achieve your successes,
but dont begrudge others who are
still struggling to achieve and may
and will need government assis-
tance in order to do so. DiversityInc.
com comment
Experience has proven that

a colorblind state has only been
achieved through total blindness.
Experience has proven that laws
are made when the issues under
their protection have been violated.
Experience has also proven that
laws are often broken and just as we
have police, courts and penalties to
remedy violations, we have afrma-
tive action to prevent discrimina-
tion. Our efforts are not perfect
nor totally successful, but until
we nd a better solution, they are
all we have. Mr. Connerly tells us of
his beliefs, but what are his experi-
ences, his reality? Joyce Pratt
treatment. Sadly, the world that
Connerly describes, where we are
all in a level playing eld, does not
exist. Therefore, one is compelled
to analyze Connerlys ability to
accurately assess the real world
or question if there is some other
motive for his promotion of such
absurdity. The truth unfolds by
following the money trail. Review
Connerlys nancial support and
income growth since he began
advocating this concept and the
masked man is fully exposed.
Steven Gutierrez
For a man who stands where

he stands todayin this coun-
try, at this time in historyWard
Connerly is remarkably, offensively
blind to the role afrmative ac-
tion has played in his own rise to
success. By his logic, the United
States should never have inter-
fered with slavery, leaving each
indentured man, woman and
child to negotiate their per-
sonal freedom from Southern
masters who would without a
doubt rst weigh the economic
consequences of freeing a slave
to the widely held opinions of
whites that Blacks were, rst,
animals; next, rightfully owned
chattel; [and third], incapable of
the level of intellectual ability of
any whites. Ridiculous! I suppose
were this country somehow able to
forget its 400+ years of history
wiping the legacy and memory of
subjugation, persecution, discrimi-
nation and still widely held belief
in white superiority from the minds
of 50 percent of the U.S. population
who hold those beliefs, ingrained
and passed down for genera-
tionsit may be possible for todays
society to wipe the slate clean and
become colorblind in all its institu-
tions, both public and private. But I
dont think so. Perhaps it wouldve
been betterprior to making such
a grand stand for the exact op-
posite of the still much-needed

AFFIRMATIVE ACTION: STILL RELEVANT?
observance and adherence to fed-
eral diversity lawsthat Connerly
either tune in to CNN or the New
York Post, or maybe ask any Black
person who crosses his path how
that whole birther thing worked
out for President Obama. Linda L.
The curse and blessing of

privilege has robbed Mr. Connerly
of clear sight. In a perfect world,
his idealism would be ideal. This
society is far from poised to
apply his beliefs on afrmative
action. As long as we have to ask
the question about race, with the
same group outperforming in terms
of education, career opportunity
and wealth, there will never
be equal opportunity to assess
the American dream. Too many
broken promises, false starts and
self-entitled over-consumption
in America to nurture this kind of
idealism. Get real, Mr. Connerly.
Allow me to translate Mr.

Connerlys perspective: I got
mine, now you get yours. Thats
what hes really saying. It is
R
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Audience members had
some heated comments in response
to Ward Connerly at our event.
P
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Month/Month 000
WHO REALLY BENEFITS?

Responding to who benets, I agree with the article. I had thought
previously that it was white women who beneted the most. I can see
when we add the veterans who are given extra points into the equation
that white men would outnumber white women. Thanks for the update.
Keep up the good work. It always amazes me the misinformation that
is presented as fact to keep the status quo in place. Karen Sallis

I have been against racism and discrimination for over 40 years, long
before it was considered OK to do so. I applaud our rst female African-
American CEO, Ursula Burns, and our rst biracial president, Barack
Obama; they are both long overdue, but so is a female president; both a
male and female Hispanic president; a male and female Asian president;
and good Lord, a male and female American Indian president. The efforts
to be inclusive and encourage diversity in the workplace are GREAT
but I believe in my heart that our society must embrace all people
and cultures throughout our society, but NOT just in the workplace.
Let us celebrate our countrys diversity every day, everywhere and in every
way! It is only then that we will truly be nearly as good as we so often
arrogantly say we are! James Moyer Sr., Second Generation U.S. Marine
Veteran

I would agree with Ward Connerly if bias in hiring didnt exist. I cant
tell you how often I have heard smart, educated people involved in
the hiring process tell me why certain people are right for jobs, based
on gender, race, age, etc. My questions to Ward Connerly would be,
What are you doing to erase bias and discrimination in hiring, and what
do you do when you nd bias and discrimination in hiring? Hiring the
most qualied person is a myth.
Simma [no last name given]
FAITH AT WORK
Creating an
Inclusive
Environment
for All
Religions
ORIGINAL ARTICLE
www.Diversityinc.com/inclusive
O
nes religion usually
makes up part of who
one is, just as much
as lifestyle and extra-
curricular activities. Saying
that one should leave those
at home is unreasonable. Im
not saying that proselytizing
should be allowed, but assum-
ing one can work fve days a
week without having some
part of ones religion seep
through isnt going to happen.
My faith makes me who I am
today. If I want to pray over my
food before I eat it, I shouldnt
have to worry about breaking
some company policy. Just as I
should be free to do that, how-
ever, others should be free to
set aside time for prayer/fast-
ing as they see ft. Surely, living
my own faith without cramming
it down others throats should
be allowed.
April Klungland
Y
ou forgot call a spade
a spade. If someones
religious values are out
of line with company values
(e.g., hating gays), then tell
them clearly that they can have
their values, but at work, those
values arent welcome. Also,
dont forget there are atheists
out there too. Its very easy to
forget that theres a right to
be atheist as well and people
shouldnt have to hide for what
they dont believe any more
than for what they do believe.
Jason [no last name given]
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I
was invited to speak at Empire Blue Cross and Blue Shield, a division of WellPoint, No.
36 on The 2011 DiversityInc Top 50 Companies for Diversity list. After I spoke, their
President and CEO Mark Wagar talked about his business, specically about the com-
panys customers and employees, and consistently and emotionally used the words us, our
and we. There was no mention of those people or them. Mr. Wagar sees people as his
brothers and sisters.
He also spoke, with deep
respect, of his communitys diver-
sity and the need to focus on itin
the context of service.
Earlier in the year, I was
invited to speak to the Wells Fargo
Advisors (whose parent company,
Wells Fargo & Co., is No. 40 in the
DiversityInc Top 50). Their presi-
dent and CEO, Danny Ludeman,
closed out the event. Speaking to
the audience of roughly 200 senior
leaders, he asked how many of the
(mostly white) men had attended
an employee-resource-group meet-
ing; about one-third of the hands
went up. Mr. Ludeman said: The
next time we meet, it had better be
all of you.
Point made. Ill bet it will be.
Ten years ago, I did not see the
consistency of switched-on leader-
ship that I see today. More than
half of Fortune 500 companies had
no diversity efforts; today, Id esti-
CWE AND USC
The Power of
Language and
Accountability
To read more on diversity-management trends, go to www.DiversityIncBestPractices.com
mate that more than half do (even
if a signicant number of those
companies diversity efforts are
little more than having tacos in the
cafeteria on May 5).
Recently, I was asked an inter-
esting question. A senior executive
of a rm at the top of our list asked
me if I felt that the questions we
ask on our survey end up directing
the reality we measure. In other
words, if we focus on management
techniques like mentoring and
employee-resource groups, isnt
that what we end up seeing in our
numbers?
No doubt there is a trailing
effect of those questions on
decisions being made by companies
just starting out on the path of
managing diversity, but theres a
denite path.
The DiversityInc Top 50 survey
(www.DiversityInc.com/top50) has
evolved over the past 12 years, but it
is an evolution based on cause and
effect. Our ability to measure out-
come as expressed in human capital
(there are other measurements of
the outcome of corporate culture,
but none as accurately and consis-
tently measured by every company
as human capital) has allowed us to
ask questions about best practices.
Given our enormous base of 535
participants, it enables us to see, by
correlation, what works.
Management best practices,
such as diversity councils,
employee-resource groups,
structured mentoring, goal-
setting and, most importantly,
accountability, have statistically
valid correlations to equitable
outcome in accomplishment.
In other words, were not mak-
ing this stuff upwere reporting
data-driven results.
For articles and information
on diversity councils, employee-
8 DiversityInc
It is the personal commitment of those at the top of organizations
that makes the success or failure of managing diversity.
June_CEOLetter.indd 8 8/3/11 5:57 PM

When different people come together,
its not just beautiful, its priceless.
At MasterCard Worldwide, we find value in diversity of background, experience
and thought. By supporting a global business, we take a leading role in creating
innovative, efficient and secure solutions for advancing todays global commerce.
See how diversity drives us at mastercard.com/diversity.
MasterCard, the MasterCard Brand Mark and Priceless are registered trademarks of MasterCard International Incorporated. 2010 MasterCard
Jan2011 Ads.indd 4 1/26/11 11:54:36 AM
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DiversityInc Magazine (ISSN 1540-1502) is published fve times a year by DiversityInc Media, LLC, 570 Broad Street, 15th f., Newark, N.J. 07102. Periodical Postage Paid at Newark, N.J., and at additional mailing offces. U.S. rates: Single
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EDITORIAL/DIVERSITYINCBESTPRACTICES.COM
Barbara Frankel
Senior Vice President, Executive Editor
(973) 494-0515 | bfrankel@DiversityInc.com
Joy Buchanan Managing Editor
Robyn Heller Gerbush Copy Chief
BUSINESS DEVELOPMENT & OPERATIONS
Carolynn L. Johnson
Executive Vice President, Product Development and Operations
(973) 494-0539 | cjohnson@DiversityInc.com
Business Ofce
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Desha Peccerelli Sales Coordinator
SALES
John M. Bryson III, Donald Fan,
Bob Gregg, Michael R. Hatcher,
Weldon Latham
CONTRIBUTORS
C. Craig Jackson Associate Vice President
Amber Aboshihata Data Analysis Director
Shane Nelson Director of Benchmarking
BENCHMARKING SERVICES
Avonia Richardson-Miller, Ed.D.
Vice President, Education and Training
(973) 494-0516 | arichardsonmiller@DiversityInc.com
EDUCATION AND TRAINING
Niraj Kataria
Director, Career Center and Newspaper Relationships
(973) 494-0503 | nkataria@DiversityInc.com
DIVERSITYINC CAREERS
Luke Visconti Chief Executive Ofcer
VOLUME 10 NUMBER 3 | WWW.DIVERSITYINCBESTPRACTICES.COM
resource groups, mentoring,
goal-setting, accountability
and more, visit the new www.
DiversityIncBestPractices.com.
Our ability to accumulate the
dataand disseminate it through
our publication (www.DiversityInc.
com/magazine), events (www.
DiversityInc.com/events) and
our benchmarking service (www.
DiversityInc.com/benchmarking)
has certainly encouraged a direct
path to the most rapid improve-
ment for hundreds of companies. In
turn, they have asked their sup-
pliers for their diversity questions
on RFPs and by tracking Tier II
(subcontractor) supplier diversity.
So yes, there is a connection
between the questions we ask and
the reality we measure, but it is one
created by the companies them-
selves. For example, the percent-
age of managers in mentoring
and people in employee-resource
groups has more than doubled
in the past ve years. Yes, were
measuring both, but our measure-
ment of those programs wouldnt
continue if there werent corre-
sponding benets.
In my opinion, the most impor-
tant best practice we measure is the
percentage of CEO direct reports
bonuses that is tied to diversity-
management results. This has gone
CEO@DiversityInc.com
Luke Visconti, CEO
10 DiversityInc
from 5 percent to 12.3 percent in
the past ve years. Its not logical
to think that this level of reward
is because of our competitionit
has increased because smart CEOs
want to make sure theyre putting
the spurs to their diversity efforts.
It is the personal commitment
of those at the top of organizations
that makes the success or failure of
managing diversity.
June_CEOLetter.indd 10 8/5/11 12:15 PM
An equal opportunity employer, Abbott welcomes and encourages diversity in our workforce.
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If so, then a career at Abbott may be for you. As a leading
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E
D
I
T
O
R
S
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E
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ockwell Collins exemplies what being on The DiversityInc Top 50 Companies for
Diversity list is all about. This company started participating ve years ago and at rst
glance had a couple of major strikes against it: Its a defense contractor, in an industry
that is historically very male and very white; and its headquartered in Cedar Rapids, Iowa, which
has very little racial diversity and isnt on anyones list of cultural hubs. To make it even more
challenging, the company was just getting started with its diversity-management initiatives and
didnt have a clear focus of what to do.
Rockwell Collins did have two
signicant advantages: remarkable
and focused commitment from
Chairman, President and CEO Clay
Jones, and a dedicated group of
employees who wanted to know
what they could do to create a more
inclusive culture and change the
demographics of their workforce
and management.
Both DiversityInc CEO Luke
Visconti and I have gotten to
know this company well through
our benchmarking service and
have seen an extraordinary
transformation. While there
still are plenty of opportunities
for diversity-management
improvement, especially as the
competition inside and outside
of its industry heats up, its now a
recognized diversity leader and its
human-capital demographics reect
its increasing emphasis on diversity.
CENHANCING RELATIONSHIPSC
My Kind of
Company
editor@DiversityInc.com
SENIOR VICE PRESIDENT,
EXECUTIVE EDITOR
Barbara Frankel
For more information on CEO Commitment, visit www.DiversityIncBestPractices.com
The CEO listens attentivelyno BlackBerrying or running
out of the roomand he asks probing questions.
Clay Jones has been the leader
of this effort. Thats been apparent
every time weve presented to their
executive council. He listens atten-
tivelyno BlackBerrying or run-
ning out of the roomand he asks
probing questions about what other
companies have done and what his
company needs to do. Because hes
so focused on this, all of his subordi-
nates are equally focused on it.
Rockwell Collins made it onto
the list this year for the rst time,
coming in at No. 42, and their joy
was so genuine it made me proud
of what we do and why we do it.
Whats even more gratifying is that
they didnt rest on their laurels
they immediately started looking
at their areas of improvement and
what they need to do to move up
the list.
In the 12 years weve been doing
this, we have seen many companies,
and many CEOs, come and go. Some
companies have long-term commit-
ment and see diversity management
as vital to their business strategy.
Others dabble in it and then drop
away when it becomes real work to
implement change.
For me, the real gratication is
in seeing a company improve and
maximize its talent potential and its
corresponding ability to innovate to
create and sustain business oppor-
tunities.
Earning a spot on the
DiversityInc Top 50 is obviously
important, but the real benet is in
employee engagement, productivity
and innovation.
12 DiversityInc
June_EditorsLetter.indd 12 8/4/11 3:55 PM

travelers.com
A different perspective can make all the difference.
No two people see things the same way, and we believe thats important to our
businesss future. We have dedicated ourselves to creating an insurance company
full of many perspectives with one like-minded goalsuccess. A diverse business
needs employees with diverse ways of thinking, and every position at Travelers is
as unique as the person who fills it. Learn more at travelers.com/Diversity.
EOE 2010 The Travelers Indemnity Company. All rights reserved. The Travelers Indemnity Company and its property casualty affiliates. One Tower Square, Hartford, CT 06183
December ADS.indd 18 12/15/10 8:31:50 PM
14 DiversityInc
Kaiser Permanente celebrates after
the company is announced as No. 1
on The DiversityInc Top 50 Companies
for Diversity list.
June_Top50.Opener.indd 14 8/5/11 2:23 PM
DiversityInc 15
SUMMER 2011
COVER STORY
The DiversityInc
Top 50 Companies
for Diversity,
which has been in
existence for 12 years,
surveys companies on
four key areas of
diversity management:
CEO Commitment,
Human Capital, Corporate
and Organizational
Communications, and Supplier
Diversity. The 300-question
survey is free and is based
entirely on empirical data; doing
business with DiversityInc does
not impact ranking in any way.
To participate, a company must
have at least 1,000 U.S.
employees. Participation has
increased every year and this
year was up to 535, a 19 percent
increase from the previous year.
Surveys are due in early March
2012, and results will be
announced April 24, 2012, at our
event in New York City.
CC TOP CC TOP 50 50
16 DiversityInc
N
ow in its second decade, the DiversityInc Top 50 competition continues to
grow and evolve. We enjoyed a 19 percent increase in participants from last
year, to 535 organizations, and we continued to reinvest in our project, spend-
ing hundreds of thousands of dollars to upgrade our evaluation process.
Our editorial policies remain
consistent: Actual results deter-
mine the ranking, not business
conducted with DiversityInc.
There are three compa-
nies on our list that do no
business with us at all.
The application process
is free, and all applicants
that ll in enough data
will receive a free report
card. Please see www.
DiversityInc.com/top50
for a complete explana-
tion of our methodology,
eligibility requirements and how to
apply.
We spent a full year improving
the SPSS computer programming
that contains our methodology and
produces the list. A four-person
internal team plus a seasoned SPSS
programming consultant worked
full time for most of last year on
this project, the free report cards
and our benchmarking product. My
goal was to increase our accuracy
in measurement between compa-
nies and industriesand to build
stronger correlations between good
results and best practices.
What makes our process suc-
cessful is that the hundreds of
competitors give us a large-enough
database to make a relative assess-
ment of the quality of diversity
management by actual outcome.
In other words, we dont make the
standards; the eld of competitors
determines them. This can be done
with statistical evaluation.
For example, we measure
four levels of manage-
ment. Inside each of those
levels, we measure the
percentage of standard
deviation of all results,
and from that, we deter-
mine what denes best
results for 50 companies
out of the full eld of
competitors. We roll up the results
of hundreds of comparisons for a
point score in each of the four areas
we measure (CEO Commitment,
Human Capital, Corporate and
Organizational Communications,
and Supplier Diversity). We also
test for consistency across all four
areas.
We are evolving in two main
directions. First, we want to contin-
ue to improve our accuracy. Second,
we want to increase the number
of competitors. For the 2012 list,
we will simplify our survey where
possible but continue to rene our
measurement. There are areas that
concern me, such as the lack of
improvement for women in the top
ranks, so were looking to mea-
sure competitive versus relatively
non-competitive positions and the
diversity difference between the
two. Our second area of focus will
result in a smaller survey for the
thousands of companies that are
critical to their local economy, but
not nationally or internationally.
Were going to try and develop
several regional lists, cross-tabbed
by geography and industry.
Our list can only be as healthy
as our company, and I want to
give you a brief update. We have
completed the evolution from being
dependent on magazine advertising
revenue to having the majority of
our revenue come from consult-
ing. We continue to increase the
capabilities of our benchmarking
service and now have more than
70 companies, with close to a 90
percent renewal rate. You can read
more about it at www.DiversityInc.
com/benchmarking. Weve pro-
duced ve successful events in the
past three years and are averaging
600 attendees from 200 compa-
nies. Our upcoming November
2011 event has 14 sponsors, and
we expect to sell out, as we did in
March. We focus on high-level,
thought-provoking speakers (six
CEOs will speak in November) and
subject-matter expertsno com-
mercials. Our syllabus is available
at www.DiversityInc.com/events.
METHODOLOGY
Increased participation and a rened
evaluation process build stronger correlations
between good results and best practices.
BY LUKE VISCONTI
Photo, this page and previous: Jamie Watts
DiversityInc 17
Clockwise, from top:
The DiversityInc Top
50 Companies for
Diversity awards dinner;
Luke Visconti, CEO of
DiversityInc; author
Isabel Wilkerson with
DiversityInc Executive
Vice President of
Product Development
and Operations Carolynn
Johnson, Visconti, and
Senior Vice President
and Executive Editor
Barbara Frankel;
Frankel and Visconti
announce the
DiversityInc Top 50 list
BY BARBARA FRANKEL
18 DiversityInc
Companies
Why
DiversityInc
Top 50
ON THE
June_Rise&Fall.indd 18 8/5/11 12:24 PM
DiversityInc 2011 19
What causes companies to move up and down so
much on The DiversityInc Top 50 Companies for
Diversity list? Three factors: our improving ability
to ask probing questions, increased competition and
the commitment of leadership at individual companies.
These case studies are all based on submissions to the 2011
DiversityInc Top 50 survey. They offer valuable lessons, but
its important to remember that each companys business
goalsand, therefore, its related diversity-management
effortsare unique. The only way to accurately assess a
companys progress and recommend a course of action is to
analyze its data points in comparison to other companies.
DiversityInc 19
WWWh Wh
mmmu mmu
DDiv
tto as
the commitm
FOUR
CASE
STUDIES
An analysis of four companies in
different industries shows whats
important to stay competitive.
Why is there so much movement
on the list each year?
12.3%
5%
33%
17%
100%
67%
100%
50%
Company A has had reasonable and consistent performance on
the list for the past few years but was never a standout.
This company has two related issues it needs to address if
it wants to stem the decline and compete in an industry where
its peers are rapidly accelerating their diversity-management
efforts. The two issues are its CEOs lack of personal involve-
ment with diversity management and a failure to consistently
communicate, internally and externally, that diversity is essential
to the business.
CEO SUPPORT IS ESSENTIAL
Lets rst examine the CEO commitment issue. In our 12 years of
assessing companies through the DiversityInc Top 50, we have never seen
a company improve its diversity-management efforts and, subsequently,
its human-capital results without visible CEO commitment. The CEO
of this company has made some public statements that indicate a lack
of cultural competence for at least one traditionally underrepresented
group. What would have helped himand his senior executivesunder-
stand the consumer ramications of his actions would be more diversity
at his top level and more interaction with employee-resource groups.
Unfortunately, both are lacking here.
The top level of this company, CEO and direct reports, is all white, and
the next two levels down are almost all white. The CEO, therefore, is not
being exposed to multicultural viewpoints from his senior managers. The
lack of diversity at the top of the company is likely to have a cascading
impact on recruitment, retention and talent development, DiversityInc Top
50 data analysis shows. That correlation holds true for this company, where
new hires of Blacks and Latinos fell about 7 percent year to year, promotions
into rst management jobs for Blacks and Latinos fell 22 percent and for
women fell 16 percent year to year, and management promotions fell about
COMPANIES FELL
Bonus tied
to diversity
CDO reports
to CEO
Have executive
diversity council
Council establishes
or signs off on
diversity goals and
metrics
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5
0
FOUR
CASE
STUDIES
T
H
A
T
CEO COMMITMENT
Companies that rose
on the DiversityInc
Top 50 list show
substantially more
progress in key
diversity-management
areas than companies
that declined.
INCREASE DECREASE vs.
COMPANIES
THAT
INCREASED
COMPANIES
THAT
DECREASED
Consumer-
Facing
Company
FACTORS
CEO NOT PERSONALLY INVOLVED
LACK OF DIVERSITY IN TOP
LEVELS OF MANAGEMENT
CEO DOESNT MEET WITH ERGs
CORPORATE COMMUNICATIONS
IGNORE DIVERSITY
COMPANY A
In our 12 years
of assessing
companies
through the
DiversityInc Top
50, we have
never seen
a company
improve its
diversity-
management
efforts and,
subsequently,
its human-
capital results,
without
visible CEO
commitment.
14 percent for Blacks and Latinos year to year. Whats particularly signi-
cant about this company is that 20 percent of their senior managers come
from outside the organization, yet they do not require diversity at all in their
executive-recruitment slates. By comparison, the DiversityInc Top 50 aver-
age 25 percent of senior managers coming from outside the company, but 90
percent require diversity in their executive-recruitment slates.
NO CEO/ERG RELATIONSHIP
While the CEO of Company A does have a leadership position at a
multicultural nonprot, he has little exposure to employee-resource
groups, which would have been essential in helping him overcome the
misstep he made. He meets with the groups only once a year, while 44
percent of DiversityInc Top 50 CEOs meet with ERG leaders more than
twice a year. Although ERG leaders have rotational spots on the diver-
sity council, this CEO does not chair the council personally, unlike 30
percent of DiversityInc Top 50 CEOs. The council does not set diversity
goals (usually demographic percentage increases) for the company,
unlike 90 percent of DiversityInc Top 50 executive councils.
His lack of visible support for diversity management carries forward
into the companys communications, both internal and external. The
companys website does not clearly articulate its diversity commitment
and, while a message from the CEO does appear after clicking on
diversity, the information is general and includes almost no detail about
employee-resource groups. Internally, the ERGs are predominantly only
found at corporate headquarters and their presence is not widespread in
remote locations, where hourly workers are predominant. The inclusion
of hourly workers in ERGs is a challenge for many retail/consumer-
packaged-goods companies, especially since their employment may
be more transitional, but innovative solutions are occurring. Some
labor-intensive companies have chosen to only include these workers
by inviting them to attend non-shift events but not allowing them to be
full members of the employee-resource groups. Others have had more
success allowing hourly workers who assume leadership positions at
employee-resource groups to be excused from shift duties and to be
full-edged group members. There is initial data indicating this also
improves promotion and retention rates of these employees.
RECOMMENDATIONS FOR THIS COMPANY
Document to the CEO the benets of personally chairing the diversity council and using
the council to set diversity-management goals (companies that do this increase racial/ethnic/
gender diversity, especially at upper ranks, 10 percent on average).
Increase CEO interaction with ERG leaders to four times a year and ensure these meetings
include discussion of corporate culture and customer insights.
Examine best practices of other organizations to increase ERG membership across
the company and make ERGs more central to both human-capital and corporate-
communications efforts.
DiversityInc 21
Supplier diversity is
a crucial means of
building community
support, and the
data shows a denite
correlation between
companies with strong
supplier-diversity
best practices and
percentages of
procurement allotted
to MBEs and WBEs
and human-capital
improvements.
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COMPANIES FELL
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A
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22 DiversityInc
FOUR
CASE
STUDIES
Skilled
Employee
Base
FACTORS
CHIEF DIVERSITY OFFICER HAS
LITTLE ACCESS TO CEO
DECLINING PARTICIPATION IN
MENTORING
DIVERSITY COUNCIL INEFFECTIVE,
MEETS INFREQUENTLY
SUPPLIER DIVERSITY IS
LOW PRIORITY
COMPANY B This company, which has a large population of techni-
cally trained employees, fell in ranking this year, largely
because of the survey
s increased requirement that compa-

nies on the list be strong in all four areas measured: CEO
Commitment, Human Capital, Corporate and Organizational
Communications, and Supplier Diversity.
Although the CEO of this company is a long-time diversity
advocate, his message has been diluted because he has not
held senior executives accountable for results and has not put
in place a strong chief diversity ofcer. This is reected in
the lack of alignment between internal and external diversity-
management efforts, especially supplier diversity.
REDUCED ACCOUNTABILITY
This company, like many others, has faced business challenges in
recent years because of the sputtering economy and increased
global competition. Yet at a time when some competitors are increasing
the focus on diversity management as a means of increasing long-term
sales, the CEO and senior leadership have diminished their focus.
Specically, the percentage of executive bonuses tied to diversity
goals was cut in half this year (from 10 percent of bonus compensation to
5 percent), while the number of employees in the diversity department
dropped from three to two. Whats even more telling is the role of the
chief diversity ofcer. At 28 percent of DiversityInc Top 50 companies,
chief diversity ofcers now report directly to the CEO. At another 60
percent of the DiversityInc Top 50, the head of diversity is a direct report
to a direct report of the CEO. At this company, the head of diversity is
down yet another level and does not have a visible role at the company or
much access to the CEO and senior leadership.
The results of this can be seen in a decline in human-capital demo-
graphics. In the last year, new hires of Blacks at this company declined by
43 percent, while new hires of Latinos fell 50 percent. Promotions into rst
management jobs fell 33 percent for Latinos, 23 percent for Asians, and 11
percent for women. Promotions within management dropped 52 percent
for Latinos and 17 percent for Asians. This drop in diversity-management
focus also was illustrated by the lack of management participation in its
formal, cross-cultural mentoring program, which was down 90 percent
from last year and another 50 percent from the previous year.
FALLING SUPPLIER-DIVERSITY METRICS
The companys external efforts indicate the overall lack of focus on
diversity efforts. Supplier diversity, one of the four areas measured, has
never been a strong point of this company (or of its industry, for that
matter), but the results this year show a diminishment from the previous
year. Supplier diversity is a crucial means of building community sup-
port, and the data shows a denite correlation between companies with
strong supplier-diversity best practices and percentages of procurement
allotted to minority- and women-owned suppliers (MBEs and WBEs)
and human-capital improvements.
DiversityInc 23
At this company, the trend is in the
opposite direction. As the human-capital
percentages declined, so did the supplier-
diversity metrics. The company had low
percentage spend with Tier I (direct
contractor) MBEs and WBEs last year, and
the percentages dropped slightly this year.
Last year, the company reported some Tier
II (subcontractor) spend with MBEs and
WBEs, but this year there was none. Last
year, the company answered that it offered
mentoring and nancial assistance/educa-
tion to diverse suppliers; this year, it did
not. Enhanced questions added this year
on certication of specic types of sup-
pliers (i.e., those owned by LGBT people
and people/veterans with disabilities) also
negatively impacted this company.
RECOMMENDATIONS
FOR THIS COMPANY
Enhance the position of chief
diversity ofcer at least one level
and provide more support (even if
its dotted-line support) and access to
senior management to enable the chief diversity
ofcer to bolster metrics/emphasis driving
human-capital results. Consider a person who has
P&L experience as chief diversity ofcer; several
companies in the DiversityInc Top 50, including
many with educated workforces, have gone this
route.
The CEO chairs the diversity council
but the council meets infrequently and
does not set and measure diversity
goals. Increasing the councils (and
the CEOs) ability to hold executives accountable
for diversity goals will communicate the importance
of diversity management to the company.
The companyand the CEOhave
not communicated diversitys long-
term importance to their business
goals, although they have been
increasingly vocal about global corporate social-
responsibility efforts. Both on their website and in
internal communications, the same coordinated
focus on diversity should improve human-capital
and supplier-diversity demographics, according
to the data trending of other companies that have
been in similar situations.
47%
42%
58%
45%
49%
36%
47%
40%
43%
34%
8%
6% 6%
4%
8%
5%
Promotions
Into
Management
Promotions in
Management
Management New Hires in
Management
COMPANIES THAT INCREASED
COMPANIES THAT DECREASED HUMAN CAPITAL
9%
3%
9%
3%
5.5%
1%
Black
Black
Latino
Latino
Asian
Asian
CEO & DIRECT REPORTS
BY RACE/ETHNICITY
26%
21%
37%
24%
Women
Women
BY GENDER
WOMEN
New Hires
ONE LEVEL DOWN
June_Rise&Fall.indd 23 8/8/11 9:41 AM
A long-time participant in the DiversityInc Top 50 survey,
this company has had an internal focus on mentoring and
employee-resource groups, aided by changes to the survey
ranking that gave more credit for companies whose diversity-
management initiatives were consistent across the organization.
This companys turnaround really started the previous year
when the CEO began to personally sign off on executive
compensation tied to diversity and also decided to personally
appoint the members of the executive diversity council,
who oversee diversity metrics throughout the organization.
The CEOs increased demand for accountability created
a momentum, which led to signicant increases in the
utilization of the formal, cross-cultural mentoring program and
employee-resource groups. This has begun to show results in
human-capital demographics, with even more improvement
anticipated next year.
IMPROVED MENTORING
This company has had strong mentoring programsindividual,
peer, group and virtualand employee-resource groups in place
for several years, most for more than a decade. While both mentor-
ing and ERGs have been available across the organization and are not
just pocketed in corporate headquarters, utilization of both initiatives
was lower than that of most other companies in the DiversityInc Top 50
last year. Part of that was the dilemma commonly faced by production/
consumer-products companies of ways to include hourly workers, who
may be temporary and/or who often work shifts. But another part of it
was a lack of centralized communication, especially from the top of the
organization, about the value of these groups to recruitment, retention,
talent development and customer relations.
Since the CEO raised the bar on accountability, and the diversity and
communications teams worked together on getting the message out,
mentoring participation has more than doubled and now exceeds the
DiversityInc Top 50 average by more than 45 percent. The CEO and
direct reports, as well as the next two levels down of executives, are all
part of the formal, cross-cultural mentoring program. There is formal
follow-up by a third-party organization that assesses mentorings impact
on retention and promotions.
Employee-resource-group participation has more than tripled and
now exceeds the DiversityInc average by 40 percent. This company
is using its employee-resource groups extensively to source potential
leaders and help with their development, as well as to aid in diversity/
cultural-competence training in the entire organization. The deep con-
nection to what ERG members are experiencing and thinking, both in
the workplace and the marketplace, is having results, the company tells
us, with product development aimed at underrepresented groups as well
as talent management.
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COMPANIES ROSE
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24 DiversityInc
FOUR
CASE
STUDIES
Consumer-
Facing
Company
FACTORS
CEO SIGNS OFF ON BONUSES
TIED TO DIVERSITY GOALS
ERGs, MENTORING USED
THROUGHOUT ALL BUSINESS UNITS
CEO APPOINTS, OVERSEES
DIVERSITY COUNCIL
CORPORATE COMMUNICATIONS,
DIVERSITY OFFICE WORKING TOGETHER
COMPANY C
The CEOs
increased
demand for
accountability
created a
momentum,
which led to
signicant
increases in
the utilization
of the formal,
cross-cultural
mentoring
program and
employee-
resource
groups.
PROMOTIONS INTO MANAGEMENT ARE UP
Most measurable are the changes in talent development. Promotions
into rst management jobs were up 79 percent, year to year, for Asians
and 45 percent for Latinos, while promotions within management
were up 18 percent for Latinos and 10 percent for women. There was
increased racial/ethnic/gender diversity in the senior levels of the orga-
nization as well, and the succession-planning pipeline indicates there
will be more improvement in that area.
Although this company has made tremendous progress, there are still
lessons it can learn from companies at the very top of the list as well as
increasing competition for talent and customers both in its industry and
among progressive companies altogether.
The CEOs increased emphasis on accountability has been
delivering results; now we would recommend the CEO and
senior executives follow the model of the very top companies
and become a more visible proponent of diversity, including
it throughout internal and external messaging and being
more publicly involved by assuming a leadership position at a
multicultural nonprot. This is both a visible sign of inclusion and
an educational experience for the executive, who will become
more connected with multicultural customers.
Supplier diversity at this company remains less competitive
than other areas. We recommend the company increase its
community visibility by focusing on educating/training/providing
nancial assistance for diverse suppliers. A national philanthropic
initiative that helps start-ups, especially from underserved areas,
would enhance relationships in those communities.
55%
25%
29%
14%
16%
11%
3.4%
2.9%
2.2%
1.9%
Mentoring
Participation
Employee-
Resource-Group
Participation
Multicultural
Advertising
WBE Spend
Tier I
COMPANIES THAT INCREASED
COMPANIES THAT DECREASED
COMMUNICATIONS
MBE Spend
Tier I
SUPPLIER DIVERSITY
This company has had a long history of valuing diversity
management, especially in terms of its community outreach
and recruitment. The previous CEO was a public advocate for
diversity, and the current CEO has been as strong an advocate.
However, this company has had difculty moving up on the
DiversityInc Top 50 list because its demographics, especially
when compared with its own industry, were not exceptional,
particularly at the upper levels. Under the current CEO, the
demographics have been improving but still remain slightly less
competitive than industry leaders.
CONSISTENCY ACROSS ORGANIZATION
This company was helped this year by DiversityIncs increased
emphasis on consistency of diversity-management efforts
throughout the organization. Some of the other companies in the
DiversityInc Top 50 were negatively impacted because the data showed
their employee-resource groups and mentoring initiatives, for example,
were only available at corporate headquarters or in certain locations
or were limited to certain groups of employees. At this company,
employee-resource groups are available to all employees, formal cross-
cultural mentoring is available to three-quarters of the employees, and
participation rates for both are increasing.
This companys strong results in external outreach also helped it rise
on the list this year; multicultural philanthropy, multicultural marketing
and supplier diversity all are real strengths, and it has deep roots within
the Black, Asian and Latino communities. Our increased ability to mea-
sure these factors helped this company rise. The company also increased
its efforts to help minority- and women-owned suppliers this year, add-
ing nancial assistance and mentoring.
The challenge this company has is to increase its human-capital
demographics, especially in upper management. While there is racial/
ethnic/gender diversity at the top of the list, they remain low compared
with industry and DiversityInc Top 50 leaders.
This companys strong
results in external
outreach also helped it
rise on the list this year;
multicultural philanthropy,
multicultural marketing
and supplier diversity all
are real strengths.
W
H
Y

C
O
M
P
A
N
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E
S

R
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E

A
N
D

F
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O
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T
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E

D
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S
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Y
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C

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O
P

5
0
COMPANIES ROSE
T
H
A
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26 DiversityInc
The company uses its executive leadership council as a de facto diversity council, but the creation of a
separate diversity council, chaired by the CEO, would allow the company to focus specically on
succession planning/talent development to move the needle. Ninety-eight percent of DiversityInc Top 50
companies have executive diversity councils, and the CEO chairs them at 58 percent of the companies.
Increased emphasis on the use of employee-resource groups to develop leadership talent will also
benet this companys efforts to increase diversity at the top levels. While ERGs are available throughout
the company, participation in ERGs is still relatively low (50 percent lower than the DiversityInc Top 50
average). This company also can gain some best-practice ideas from other companies that have faced this
challenge, such as including ERG leaders in a high-potential training program.
FOUR
CASE
STUDIES
Financial-
Services
Company
FACTORS
ALIGNS PHILANTHROPIC EFFORTS
WITH INTERNAL ENGAGEMENT
CURRENT CEO IMPROVES
PREDECESSORS COMMITMENT
INCREASES MENTORING AND ERG
PARTICIPATION
COMPANY D
CONCLUSION:
WHAT REALLY
PROPELS RANKING
I
ts important to note that
ranking in the DiversityInc
Top 50 is completely
separated from companies
doing business with DiversityInc,
including our benchmarking
service. Both the DiversityInc
Top 50 competition and the
benchmarking service benet
from our increased ability to
ne-tune the questions to create
far more separation between
companies that excel and
companies that merely check
off a box. Our investment in
more sophisticated software
enabled these changes to be
implemented. For example, we
have asked in recent years what
percentage of employees are
members of employee-resource
groups. But this year, we were
able to ask and measure the
percentage of employees in
each specic group and, more
importantly, whether the groups
are available consistently through
the organization or just at
headquarters or a few locations.
What really propels ranking is
the decisions at a company that
impact its diversity-management
efforts and, subsequently, its
human-capital results. Those
decisions, whether about
resources, accountability or
visible support, are dependent
on the CEO. As you see from
these examplesand as our
data showswithout the
direct involvement
of the CEO,
sustainable progress
doesnt happen.
DI
DiversityInc 27
Want to learn how to leverage diversity
awareness and understanding to
increase the contribution to your
companys bottom line, innovation
and protability?
launch a
diversityinc
training
course
today
!
VISIT www.DiversityIncBestPractices.com/learning
FOR MORE DETAILS.
FREE for DiversityIncBestPractices.com
subscribers and DiversityInc
Benchmarking customers
Employee-Resource Groups
Mentoring
Diversity Councils
Generational Communications
(Coming Soon)
COURSE OFFERINGS
FEATURES

Interactive, online courses deliver
3060 minutes of instruction

Information based on research ndings of best
practices revealed from DiversityInc historical data

Insightful case studies from The DiversityInc Top
50 Companies for Diversity
y
Content
focused on
key diversity-
management
topics
es.com
Avonia Richardson-Miller, Ed.D.
F
A
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T
S

&

F
I
G
U
R
E
S
01 02 03 04 05 06 07 08 09 10 11
31% 20% 51% 14% 26% 24% 11% 14% 12% 19%
75
98
118
178
203
256
317
352
401
449
535
Auto
Insurance (P&C)
Hospital/Health System
Telecom
Retail
Technology
Media
Hospitality
Health Insurance
Pharmaceutical
Professional Services
Consumer Packaged Goods
Financial 18%
12%
12%
10%
8%
8%
8%
6%
6%
4%
4%
2%
2%
YEAR-TO-YEAR INCREASE
28 DiversityInc
1. Kaiser Permanente
2. Sodexo
3. PricewaterhouseCoopers
4. AT&T
5. Ernst & Young
6. Johnson & Johnson
7. IBM Corp.
8. Deloitte
9. Kraft Foods
10. Colgate-Palmolive Co.
11. Bank of America
12. The Coca-Cola Co.
13. American Express Co.
14. Marriott International
15. Merck & Co.
16. Prudential Financial
17. CSX Corp.
18. Cummins
19. Aetna
20. Cox Communications
21. Novartis Pharmaceuticals Corp.
22. Verizon Communications
23. Accenture
24. Abbott
25. Procter & Gamble
PARTICIPATION IN THE 2011 DIVERSITYINC TOP 50
FACTS &FIGURES
26. Health Care Service Corp.
27. General Mills
28. Time Warner
29. KPMG
30. Dell
31. MasterCard Worldwide
32. Booz Allen Hamilton
33. SC Johnson
34. Starwood Hotels & Resorts Worldwide
35. JCPenney
36. WellPoint
37. Northrop Grumman Corp.
38. Automatic Data Processing
39. Eli Lilly and Co.
40. Wells Fargo & Co.
41. Monsanto Co.
42. Rockwell Collins
43. Allstate Insurance Co.
44. Target Corp.
45. Time Warner Cable
46. Toyota Motor North America
47. Ford Motor Co.
48. AXA Equitable Life Insurance Co.
49. Whirlpool Corp.
50. Chrysler Group
The DiversityInc Top 50
Companies for Diversity list
began in 2001, at the same
time many corporations were
beginning to understand the
business value of
diversity-management
initiatives. Like diversity
management itself, the list
has evolved signifcantly and
continues to be refned and
improved to refect how rapidly
companies are adapting these
strategies.
In 2011, new software was
implemented to allow for more
concise measurements for
consistency across the four
areas measured: CEO
Commitment, Human Capital,
Corporate and Organizational
Communications, and Supplier
Diversity.
Participation in the list has
increased every year.
There is volatility on the list as
new companies gain strength
and others work to keep up with
quickly evolving best practices.
This year, seven companies
made the list for the frst time;
one is a frst-time participant.
Six companies that had never
ranked before made the list
for the frst time.
Four companies that had fallen
off the list came back.
Seven companies moved on to
the list after being on the
25 Noteworthy Companies
list last year.
Twenty-eight companies moved
up on the list; 20 moved down.
BY YEAR NUMBER OF PARTICIPANTS INDUSTRIES PERCENT
June_Top 50 Factoids.indd 28 8/5/11 12:28 PM
ACCOUNTABILITY, RESULTS
PERSONALLY
INVOLVED,
INDIVIDUALLY
PERSONALLY
INVOLVED,
ORGANIZATIONALLY
HOLDS DIRECT
REPORTS ACCOUNTABLE
STRONG SENSE OF
CULTURE, VALUES
HOLDS OTHER
COMPANIES
ACCOUNTABLE
BLAI PROMOTIONS
INTO MANAGEMENT
WOMEN
PROMOTIONS
INTO
MANAGEMENT
BLAI
PROMOTIONS
WITHIN
MANAGEMENT
WOMEN
PROMOTIONS
WITHIN
MANAGEMENT
BLAI CEO
AND
DIRECT
REPORTS
WOMEN CEO
AND DIRECT
REPORTS
BLAI
2ND LEVEL OF
MANAGEMENT
WOMEN
2ND LEVEL OF
MANAGEMENT
DiversityInc Top 50 Bottom Quarter (out of 535 participants)
Supplier
Diversity
Corporate &
Organizational
Communications
Human
Capital
CEO
Commitment
CRITERIA
Accountability
Personal
Communications
Visibility
CRITERIA
Five Levels of Management
Promotions Into
Management
Promotions in Management
CRITERIA
M/WBE, LGBT,
People With Disabilities,
Veterans Spend
RFPs
Accountability
CRITERIA
Mentoring
ERGs
Philanthropy
Consistency
Effectiveness
DiversityInc 29
4 AREAS OF MEASUREMENT
BEST PRACTICES LEAD TO IMPROVED HUMAN-CAPITAL RESULTS AND BETTER DIVERSITY-MANAGEMENT PERFORMANCE
C
ompanies in the DiversityInc Top 50 are above
average in all four areas measured: CEO
Commitment, Human Capital, Corporate and
Organizational Communications and Supplier Diversity.
Their diversity-management efforts yield results
demonstrated in their human-capital demographics, as the
charts on these pages demonstrate. DiversityInc Top 50
companies are compared here against the bottom quarter of
the 535 participants in this years survey and, in some cases,
against national averages.
The DiversityInc Top 50 is an editorial process and is completely independent of business
conducted with DiversityInc. There are companies on our list that do no business with us.
CEO
Commitment
Human
Capital
Corporate
Communications
Supplier
Diversity
BEST PRACTICES
HUMAN-CAPITAL RESULTS
DIVERSITY-MANAGEMENT PERFORMANCE
HOW TO READ THESE SPIDER GRAPHS
The farther from the center of the
circle, the better the results.
TERMINOLOGY
BLAI= Black, Latino, Asian American
and American Indian
F
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S

&

F
I
G
U
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E
S
Board of Directors (BLAI)
Board
of Directors
(Women)
CEO & Direct
Reports
(BLAI)
CEO &
Direct Reports
(Women)
% of Executive
Compensation
Tied to Diversity
Philanthropy
Visibility
Accountability
DiversityInc Top 50
Bottom Quarter
(out of 535 participants)
DiversityInc Top 50
Bottom Quarter
CEO Signs Off
on Executive
Compensation
Tied to Diversity
CEO Chairs
Diversity Council
CEO Meets
With ERGs
Head of Diversity
Reports to CEO
CEO Has
Diversity
Quote
on Homepage
72%
98%
42%
98%
42%
90%
16%
28%
78%
100%
2005 DiversityInc Top 50 2011 DiversityInc Top 50
30 DiversityInc
CEO COMMITMENT
HUMAN CAPITAL
One Level Below
CEO & Direct
Reports
(BLAI)
One Level
Below
CEO & Direct
Reports
(Women)
Two Levels
Below CEO &
Direct Reports
(BLAI)
Two Levels Below CEO &
Direct Reports (Women)
Ratio of
Management
Vs. Promotions
Into Management
Ratio of
Management
. Promotions in
Management
HOW TO READ THESE GRAPHS The farther from the center of the circle, the better the results.
BLAI= Black, Latino, Asian American and American Indian
DIVERSITYINC TOP 50 COMPANIES
WITH DIVERSITY COUNCILS
WHY YOU SHOULD HAVE AN EXECUTIVE DIVERSITY COUNCIL
Companies with executive diversity councils have:
2X
47%
the number of Blacks, Latinos
and Asians in management
more women in senior
management
than companies without
2005
42%
2011
98%
FACTS &FIGURES
BEST PRACTICES
CEO DIVERSITY LEADERSHIP
BEST PRACTICES
DiversityInc Top 50
Bottom Quarter
CORPORATE COMMUNICATIONS
SUPPLIER DIVERSITY
Tier I MBE Spend
Tier I
WBE
Spend
Tier II MBE Spend
Tier II
WBE Spend
2011 DiversityInc Top 50
21%
39%
13%
23%
34%
37%
% Managers in Mentoring
% Employees in ERGs
% Philanthropy to Multicultural Nonprofits
HIGHER ERG PARTICIPATION =
MORE PROMOTION
Companies with ERG-participation rates
above 25% have higher promotion rates
vs. companies with rates below 15%
2011 DiversityInc
Top 50
Bottom Quarter
(of 535 Participants in
2011 DiversityInc Top 50)
23%
48%
8%
40%
% of Employees in ERGs
Promotions Into Management (Women)
2011 DiversityInc
Top 50
Bottom Quarter
(of 535 Participants in
2011 DiversityInc Top 50)
% of Managers in Mentoring
Promotions in
Management
(Blacks, Latinos,
Asians)
23%
8%
48%
40%
ENGAGEMENT = VISIBILITY
% of Managers
in Mentoring
% of Employees
in ERGs
ERG Factors
Diversity-Training
Factors
Mentoring
Factors
BEST PRACTICES
BEST PRACTICES
ACCOUNTABILITY
Companies with at least 30% of their
managers in mentoring programs
vs. companies with less than 15%
4X
as many Blacks, Latinos
and Asians in level of
CEO and direct reports
as many Blacks, Latinos and
Asians in level below CEO
and direct reports
HIGHER MENTORING
PARTICIPATION YIELDS RESULTS
KEY TRENDS
62%
60%
94%
98%
Compensation Tied to Supplier-Diversity Results
Mandates Supplier-Diversity Metrics in RFPs
Supplier
Diversity
Corporate &
Organizational
Communications
Human
Capital
CEO
Commitment
4 AREAS OF
MEASUREMENT
Blacks Latinos
Asians Women
18% 26%
65% 11%
2X
TIER I Direct contractor
TIER II Subcontractor
MBE Minority-Owned
Business Enterprise
WBE Women-Owned
Business Enterprise
DiversityInc 31
DiversityInc Top 50
Bottom Quarter
INDUSTRY
Healthcare
MAIN
COMPETITORS
Catholic
Healthcare West
U.S.
HEADQUARTERS
Oakland, Calif.
U.S. EMPLOYEES
163,986
NO. 4
The DiversityInc
Top 10 Companies
for Recruitment &
Retention
NO. 3
The DiversityInc
Top 10 Companies
for Blacks
NO. 2
The DiversityInc
Top 10 Companies
for Latinos
NO. 6
The DiversityInc
Top 10 Companies
for Asian
Americans
NO. 4
The DiversityInc
Top 10 Companies
for Executive
Women
NO. 3
The DiversityInc
Top 10 Companies
for People
With Disabilities
GEORGE HALVORSON
CHAIRMAN AND CEO
We consider our diversity to be a core
strength of our organization. We very
much appreciate being recognized for
our commitment to diversity.
DR. RON COPELAND, F.A.C.S.
PRESIDENT & MEDICAL DIRECTOR OF
OHIO PERMANENTE MEDICAL GROUP
Our physicians and employees demonstrate
Kaiser Permanentes commitment to
diversity and inclusion every day. Being
ranked in DiversityIncs Top 50 Companies
for Diversity is a distinction that makes
Kaiser Permanente very proud.
LEADERSHIP
KAISER PERMANENTE
COMPANY FACTS
1
ACCEPTING AWARD AT
OUR NOV. 910 EVENT
BERNARD TYSON,
PRESIDENT AND CHIEF
OPERATING OFFICER
FOR MORE INFORMA-
TION, GO TO
WWW.DIVERSITYINC.
COM/EVENTS
DIVERSITYINC LISTS
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32 DiversityInc
F
ive years ago, Kaiser Permanente was the best-kept secret in diversity manage-
ment. This modest companys long history of what it calls diversity, inclusion,
innovation and advocacy was not well known in corporate America, despite
an extremely diverse workforce and management, an emphasis on culturally
competent patient care, and deep core values on equality.
Those values have been part of Kaisers
history and lead directly to the major
diversity-management strides the com-
pany is taking today. Kaiser has always
stood up for equal opportunity.
The companys founder, Henry
J. Kaiser, recruited more than
20,000 Blacks from the South
for his shipbuilding effort
during World War II, making
sure they had healthcare in a
racially integrated setting, which
was unique at the time. Kaiser
hired its rst woman physician,
Chinese immigrant Beatrice Lei,
in 1946, and its rst Black physician intern,
Wendell Lipscomb, in 1951, breaking bar-
riers. The company and its leaders have
fought for afrmative action and equality,
including strong opposition to Proposition
209 in California.
Today, Kaiser Permanente has the most
diverse board of directors and manage-
ment, especially the top three levels of
management, that DiversityInc has seen.
The companys board of directors is half
Black, Latino and Asian and 36 percent
women, and its top level of management is
38 percent Black, Latino and Asian and 25
percent women.
Kaiser has exceptionally strong diver-
sity leadership from its chairman and CEO,
George Halvorson, who leads the
National Diversity Council.
What makes Kaiser remarkable
is the consistency of its diversity-
management efforts, as well as
the alignment between diversity
in the workplace and diversity in
the customer base. For example,
the organizations Institute for
Culturally Competent Care and
the nine Centers of Excellence
are making signicant strides in eradi-
cating healthcare disparities for Blacks,
Latinos, Asians, people with disabilities and
immigrants.
Kaiser rst participated in The
DiversityInc Top 50 Companies for Diversity
in 2005, when it was on the 25 Noteworthy
Companies list. It moved to No. 36 on the list
in 2006, No. 27 in 2007, No. 7 in 2009 and No.
4 last year. Kaisers diversity-management
initiatives have jelled in the last ve years as a
clear reection of its values and leadership.
2
0
1
1
D
IV
ERS
IT
Y
I
N
C
S
P
E
C
IA
L

AW
A
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D
TOP COMPANY FOR
Executive
Development
June_1-10.indd 32 8/5/11 12:40 PM
June.2011 Ads.indd 22 6/27/11 11:16 AM
INDUSTRY
Food Services,
Hospitality
MAIN
COMPETITORS
ARAMARK,
Compass
Group USA,
Delaware North
U.S.
HEADQUARTERS
Gaithersburg, Md.
U.S. EMPLOYEES
115,369
GLOBAL EMPLOYEES
379,140
GLOBAL REVENUE
$19.38 billion
NO. 5
The DiversityInc
Top 10 Companies
for Recruitment &
Retention
NO. 3
The DiversityInc
Top 10 Companies
for Supplier
Diversity
NO. 7
The DiversityInc
Top 10 Companies
for Blacks
NO. 3
The DiversityInc
Top 10 Companies
for Latinos
NO. 3
The DiversityInc
Top 10 Companies
for Executive
Women
NO. 7
The DiversityInc
Top 10 Companies
for LGBT
Employees
NO. 9
The DiversityInc
Top 10 Companies
for People With
Disabilities
NO. 4
The DiversityInc
Top 10 Companies
for Global
Diversity
GEORGE CHAVEL PRESIDENT AND CEO
While we have accomplished much, we know we have a lot more to do, espe-
cially as the competition for talent is getting more intense and the compet-
itive landscape is changing. For us, diversity and inclusion is fundamental
to our business-growth strategy and a key component of our success.
I challenge our teams to be leaders, not just managers, of diversity
and inclusion if we are to maintain our leadership and ensure that
diversity is a competitive advantage for us.
DR. ROHINI ANAND SENIOR VICE PRESIDENT AND
GLOBAL CHIEF DIVERSITY OFFICER
As organizations look to integrate four generations in the workplace,
address inequities globally and compete for top talent, it becomes even
more critical to continually raise the bar on expectations and perfor-
mance. Diversity and inclusion is a journeya journey of continuous
learning, experience and growth. Thanks to the benchmarking and
best-practice sharing initiated by DiversityInc, we are able to learn
from and leverage the experiences, opportunities and challenges of
other organizations.
SODEXO
LEADERSHIP
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DIVERSITYINC LISTS
2
COMPANY FACTS
34 DiversityInc
T
his company continues to set the bar on diversity management through its high-
ly developed metrics, insistence on holding executives accountable for diversity
results, and extremely strong diversity leadership.
For George Chavel, president and CEO of
Sodexo North America, diversity is extreme-
ly personal and the essential key to his com-
panys business success. In tough economic
times when other companies have scaled
back, Chavel has insisted Sodexo invest in
diversity-management initia-
tives that advance their strat-
egy. Diversity and inclusion is
one of the companys six strate-
gic imperatives, with 25 percent
of executive bonuses linked to
diversity objectives. Those score-
card bonuses are paid regardless
of the nancial performance of
the company.
Dr. Rohini Anand, senior vice
president and global chief diversity of-
cer, brings a level of perception, intelli-
gence, commitment and competence that
is hard to match anywhere else. Under her
watch, Sodexo has instituted the world-
class Spirit of Mentoring program, includ-
ing the IMPACT program, its formal
cross-divisional and cross-functional men-
toring initiative that has grown from 45
partnerships in 2004 to 125 partnerships
last year. The company has found that for
every dollar spent on this, it gets two dol-
lars back in enhanced employee retention
and productivity. Her team also has over-
seen the expansion of employee-resource
groups and rst-rate learning programs
for professional development and diver-
sity awareness, and an emerging-leaders
program emphasizing talent development
to drive a diverse leadership
pipeline.
Sodexo emphasizes diversi-
ty training at every level to create
an inclusive workplace. The com-
pany communicates this commit-
ment consistently to employees,
clients, suppliers and the pub-
lic at large and doesnt ever lose
sight of the direct connection to
its business goals.
Most importantly, Chavel, Anand and
all of Sodexos leadership use diversity as
the vital differentiator, a driving factor in
obtaining contracts for their food/facilities-
management business and retaining and
growing those relationships.
As Sodexo has been recognized as a
national and global diversity leader, it
has also become a teacher and diversity
advocate for its clients. Sodexo exemplies
the words diversity-management
progress and is an inspiration to other
companies.
June_1-10.indd 34 8/5/11 12:40 PM
scientists love rainbows
So do marketers, controllers, shift supervisors At BASF,
we believe that when you invest in the talents of unique and
creative individuals, great ideas can blossom. Thats how weve
built the worlds most successful and responsible chemical
company one person and one colorful personality at a time.
At BASF, we create chemistry. www.basf.com/careers
BASF is a Global Sponsor
June.2011 Ads.indd 17 5/24/11 1:59:10 PM

INDUSTRY
Professional
Services
MAIN
COMPETITORS
Deloitte,
Ernst & Young,
KPMG
U.S.
HEADQUARTERS
New York
U.S. EMPLOYEES
31,000
GLOBAL EMPLOYEES
161,000
GLOBAL REVENUE
$26.57 billion
NO. 1
The DiversityInc
Top 10 Companies
for Recruitment &
Retention
NO. 5
The DiversityInc
Top 10 Companies
for Asian
Americans
NO. 2
The DiversityInc
Top 10 Companies
for Executive
Women
NO. 6
The DiversityInc
Top 10 Companies
for LGBT
Employees
NO. 3
The DiversityInc
Top 10 Companies
for Global
Diversity
BOB MORITZ CHAIRMAN AND SENIOR PARTNER
Diversity of talent may be the most important asset for businesses
today. In an increasingly connected world, where talent comes from
today may not be where it comes from tomorrow. We believe that
our commitment to diversity, inclusion and exibility will
create signicant value for our clients, our stakehold-
ers, our rm and our people.
NILOUFAR MOLAVI CHIEF DIVERSITY OFFICER
At PwC, we recognize that diversity is a critical driver of innovation and
a competitive advantage. Our people successfully serve our clients in
addressing complex business issues because they bring such diverse
points of view to the table. That is why we continue to look for
creative ways to attract and retain top talent globally.
PRICEWATERHOUSECOOPERS
LEADERSHIP
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DIVERSITYINC LISTS
COMPANY FACTS
3
36 DiversityInc
I
n the last decade, no company has worked harder at expanding its diversity-
management initiatives than PricewaterhouseCoopers (PwC). An early leader in
workplace diversity, PwC in recent years has had erce competition as a diver-
sity leader from the other Big Four professional-services rms as well as other
companies moving into the consulting space.
But this organization increasingly uses
its well-honed diversity efforts to engage
its employees and enhance retention and
talent development. From its remark-
able program to encourage its
employees to volunteer for non-
prots (which, it demonstrates,
improves employee engagement)
to its trendsetting work/life poli-
cies, including the Mentor Moms
initiative, PwC is constantly con-
necting its inclusive workplace
to its business goals.
The personal and profes-
sional diversity commitment of
Chairman and Senior Partner Bob Moritz
and Chief Diversity Ofcer Niloufar
Molavi are well executed by the organiza-
tion, including Chris Brassell, director of
the U.S. Ofce of Diversity, and Joanne
McDonough, director of diversity and
work/life.
Their efforts are often focused on tal-
ent development, especially for women,
Blacks, Latinos, Asians and American
Indians. For example, PwCs Diamond
Program for high-performing senior man-
agers and directors focuses on sponsor-
ship and advocacy. The program provides
the top talent of Black, Latino, Asian and
American Indian employees with personal
and professional development, with a goal
toward developing them as future leaders.
Project BOLD is a new service program
designed to accelerate the leadership
development of high-potential and high-
performing women partners.
The company also has a
variety of mentoring programs,
among the most effective
and comprehensive in corpo-
rate America. These include
Performance Coaching and
Development, and Asian Cultural
Awareness Training for Coaches,
as well as group mentoring, on-
board mentoring for new hires,
and peer mentoring.
PwC has nine employee groups, which
it calls networking circles, and they have
been extremely effective in identify-
ing talent and improving retention and
performance.
What sets PwC apart from most other
organizations is its concise and consistent
ability to communicate, internally and
externally, the importance of diversity
to the organization. From its thought-
provoking Who Am I? series to its
annual Diversity in Business Leadership
Conference for high-potential PwC
employees, the companys message on
diversity is always business-related, rel-
evant and crystal clear.
June_1-10.indd 36 8/5/11 12:41 PM
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on us to bridge cultures, ethnicities and generations
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INDUSTRY
Technology,
Communications
MAIN
COMPETITORS
Verizon
Communications,
Qwest, Sprint
U.S.
HEADQUARTERS
Dallas
U.S. EMPLOYEES
258,962
GLOBAL EMPLOYEES
294,600
GLOBAL REVENUE
$124.28 billion
NO. 3
The DiversityInc
Top 10 Companies
for Recruitment &
Retention
NO. 2
The DiversityInc
Top 10 Companies
for Supplier
Diversity
NO. 1
The DiversityInc
Top 10 Companies
for Blacks
NO. 6
The DiversityInc
Top 10 Companies
for Latinos
RANDALL STEPHENSON CHAIRMAN AND CEO
At AT&T, diversity at every level of our company
is the key to our success. It helps spark innovation,
elevate customer care and strengthen
connections to the communities we serve.
DEBBIE STOREY SENIOR VICE PRESIDENT, TALENT DEVELOPMENT
AND CHIEF DIVERSITY OFFICER
AT&T has long viewed excellence in diversity management as a business
imperative, plain and simple. Our commitment to valuing diversity and
fostering inclusion has enabled us to focus increasing attention on a wider
array of attributes, particularly generational diversity, to attract and
retain talent and serve our growing global customer base.
AT&T
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COMPANY FACTS
4
38 DiversityInc
T
here are good reasons the telecommunications giant has been at the top of
this list for the last three years and a mainstay on the list for most of the last
decade. With its long history as a supplier-diversity leader, its increasingly
inclusive workplace culture and its rm diversity leadership commitment
from the top of the organization, AT&T is a model of consistent and sustain-
able diversity-management progress.
It certainly starts with Chairman and
CEO Randall Stephenson. As the driving
force behind AT&Ts involvement with
Project Aspirewhich is having
a dramatic impact on the high-
school-dropout rate, particularly
for Latino and Black students
Stephenson ensures his organi-
zation stands behind the values it
espouses. His personal involve-
ment in that initiative and others
directly related to long-term
equity, such as his chairing of the
NAACPs Corporate Campaign,
puts him at the top of the list for CEO
commitment.
Stephenson showed his commitment
to diversitys impact on his business in his
last two appointments of chief diversity
ofcers, both women who had signi-
cant roles in running the business. Cindy
Brinkley, who took over in 2008, previously
headed the state of Missouri region. Her
successor, Debbie Storey, is an operations
leader expected to push AT&Ts impressive
diversity efforts even further.
The company has improved work-
place diversity on several fronts. Strong
mentoring programs involving managers
from the highest level of the organization on
down are aiding with talent development.
The 10 employee-resource groups
are a critical part of the recruitment
process, as well as on-boarding and
talent development.
AT&T University, a remarkable
learning center at the companys
Dallas headquarters, is used for
leadership development and to
address vital diversity issues, such
as generations in the workplace,
with external and internal stake-
holders. Diversity training is integrated
into the entire workforce, including a new
online training program and such offerings as
Protability and Performance Enhancement
Through Diversity and Inclusion.
Both globally and domestically, AT&T
is a company that stands behind its val-
ues. Its partnership with Peace Through
Business is empowering and saving women
in Afghanistan and Rwanda. In the United
States, 59 percent of its philanthropy is
directed at multicultural organizations and
49 percent of its senior executives sit on
boards of multicultural nonprots.
June_1-10.indd 38 8/5/11 12:42 PM
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INDUSTRY
Professional
Services
MAIN
COMPETITORS
Deloitte, KPMG,
PwC
U.S.
HEADQUARTERS
New York
U.S. EMPLOYEES
23,613
GLOBAL EMPLOYEES
144,000
GLOBAL REVENUE
$21.26 billion
NO. 2
The DiversityInc
Top 10 Companies
for Recruitment &
Retention
NO. 10
The DiversityInc
Top 10 Companies
for Latinos
NO. 7
The DiversityInc
Top 10 Companies
for Executive
Women
NO. 5
The DiversityInc
Top 10 Companies
for LGBT
Employees
NO. 5
The DiversityInc
Top 10 Companies
for People With
Disabilities
NO. 2
The DiversityInc
Top 10 Companies
for Global
Diversity
STEVE HOWE AMERICAS AREA MANAGING PARTNER
As a professional-services organization, the quality of our people is the
key to our success, and diversity and inclusiveness are critical enablers
of our global business strategy. Navigating an increasingly complex
global business environment requires that we fully utilize the
rich perspectives and experience of our diverse talent pool.
This doesnt just happen. We have to be highly focused and
proactive in fostering an inclusive environment to be able to
attract, develop and retain the top professionals.
BILLIE WILLIAMSON AMERICAS INCLUSIVENESS OFFICER
Research has repeatedly shown that diverse viewpoints lead to better ideas, bet-
ter teams and better decisions. We see this time and time again in serving our
clients. We know that putting diverse teams forward to address our clients
business needs gives us a competitive edge. People with diverse back-
grounds, capabilities and experiences are able to provide fresh ideas and
unique perspectives on complex business challenges.
ERNST&YOUNG
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DIVERSITYINC LISTS
COMPANY FACTS
40 DiversityInc
E
rnst & Young (E&Y) continues to be a diversity-management leader in talent
development and the innovative use of its people to connect with clients glob-
ally and domestically.
Under the leadership of Chairman and CEO James Turley and Americas
Area Managing Partner Steve Howe, the rm has put its diversity-management
efforts in the capable hands of Americas Inclusiveness Ofcer Billie Williamson, a true
business leader.
The rm aligns its executives goals
with its own global strategy, with each
executive developing a personal scorecard
that has inclusiveness as one
of two global transformational
priorities. The Americas-level
Balanced Scorecard applies
to each partner, principal and
executive. Compensation is also
affected by the Ethnicity and
Gender Inclusiveness Snapshots,
which track more than 20
metrics on the progress of
women, Blacks, Latinos, Asians
and American Indians. Metrics include
headcount, retention, promotions, partner
pipeline, recruiting, exible work arrange-
ments, participation in high-potential
development programs, survey scores and
client assignments.
The rm has extraordinary benets,
including generous domestic-partner
benets, such as weekend travel expenses
for partners for out-of-town multiweek
assignments, and six weeks of paid
parental leave for primary-care providers,
including men and adoptive parents.
E&Y continues its strong talent
development with excellent and varied
mentoring programs, including NextGen,
Career Watch, Tax Excellence Program,
Diversity Mentoring Program
and Cultural Connections.
Mentoring offerings are
available across the entire
organization and include formal
cultural-awareness training for
participants, which few compa-
nies do yet.
E&Y has extremely strong
with 50 percent of its employ-
ees participating in them and 30 percent
in more than one group. The groups are
used to identify and nurture talent and
are involved in the on-boarding process of
new employees. Employee-resource-group
success is measured in several ways: reten-
tion, promotion, engagement and contri-
bution to the business. Each group has an
executive sponsor, who is responsible for
showing the groups contribution to the
business.
E&Y continues to demonstrate consis-
tent progress in building diversity into its
global business goals.
June_1-10.indd 40 8/5/11 12:42 PM
DI VERSI TY I NCLUSI ON
June.2011 Ads.indd 10 5/3/11 10:17:36 AM
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INDUSTRY
Pharmaceuticals,
Consumer
Products, Medical
Devices
MAIN
COMPETITORS
Eli Lilly and Co.,
Novartis AG,
Procter & Gamble
U.S.
HEADQUARTERS
New Brunswick,
N.J.
U.S. EMPLOYEES
38,000
GLOBAL EMPLOYEES
118,700
GLOBAL REVENUE
$61.59 billion
NO. 6
The DiversityInc
Top 10 Companies
for Recruitment &
Retention
NO. 3
The DiversityInc
Top 10 Companies
for Asian
Americans
NO. 6
The DiversityInc
Top 10 Companies
for Executive
Women
WILLIAM C. WELDON CHAIRMAN AND CEO
We are very pleased that we continue to be measured as one of the best
companies committed to diversity and inclusion. The principles of diver-
sity and inclusion are rooted in Our Credo and serve as critical business
enablers for the Johnson & Johnson Family of Companies. We
understand that winning in diversity and inclusion allows
us to attract superior talent and drive extraordinary
outcomes for our patients and customers.
ANTHONY P. CARTER CHIEF DIVERSITY OFFICER
At Johnson & Johnson, diversity and inclusion are clearly important components of
our overall business strategy. The Global Ofce of Diversity & Inclusion is a major
catalyst in accelerating business results and sustainable competitive advantage.
Throughout the Johnson & Johnson Family of Companies we believe diversity
and inclusion matter.
JOHNSON&JOHNSON
LEADERSHIP
6
DIVERSITYINC LISTS
COMPANY FACTS
42 DiversityInc
A
s stated in its credo, Johnson & Johnson believes that attracting, developing
and retaining a base of employees that reects the diversity of its customer base
is essential to its success. That doctrine has long set the tone for diversity and
inclusion efforts within the organization.
Johnson & Johnson, a long-time xture
on the DiversityInc Top 50 list, has excep-
tional work/life benets. These include:
seven onsite child-development centers,
childcare resources and referrals; work/
life resources and referrals for
employees and household mem-
bers; monthly work/life webinars
on generational issues and work/
life changes; resources for parent-
ing and grand-parenting; a toolkit
for raising a child with disabili-
ties; scholarships for children of
employees; LGBT resources and
referrals; work/life resources for
military families; onsite tness
centers at more than 26 locations; and a pro-
gram to assess health risks and needs.
Johnson & Johnson offers a variety of
global mentoring programs, leadership-
development programs and many other
initiatives for personal and professional
growth. All three levels of senior manage-
ment participate in the companys formal
mentoring program. The companys acceler-
ated leadership-development programs
have a global mentoring component, and
a variety of global programs have been
launched leveraging diversity and inclusion.
In the corporate-and-organizational-
communications area, Johnson & Johnson
has 10 employee-resource groups that are
used for diversity recruitment, retention,
diversity in management, talent develop-
ment, and to reach customers and clients
in the community, as well as supplier
diversity. Twenty-ve percent of employ-
ees participate in at least one of
these employee groups. These
include groups for Blacks, Latinos,
Asians, women, LGBT employees,
generations, and veterans, as well
as AMENAH (Association for
Middle Eastern and North African
Heritage), SAPNA (South Asian
Professional Network Association)
and HONOR (Helping Our
Neighbors With Our Resources),
whose purpose is to assist the Johnson
& Johnson companies in developing and
executing programs designed to increase
the quality of life within Johnson & Johnson
companies and minority communities.
Johnson & Johnson has an established
supplier-diversity program, which tracks
spend with minority-owned business enter-
prises, women-owned business enterprises
and vendors owned by LGBT people and
veterans with disabilities. Supplier-diversity
numbers are audited and integrated into
the overall business-plan goals. Supplier-
diversity information is included in RFPs.
Procurement-management compensation is
linked to supplier-diversity results.
June_1-10.indd 42 8/5/11 12:43 PM
My brand:
Full-time mom, full-time
Audit Rock Star
Allison Eidinger, Senior Manager. Wlen I lud my ist buby, my lile clunged diumuticully. And I
wondeied low I could still lundle u demunding woik scledule. But PwC mude it cleui tlut my expeiience wus
vuluuble, und tley wunted me to stuy. Tley olleied lots ol suppoit, tooeveiytling liom exible scleduling
und emeigency buckup clildcuie, to u piogium culled Mentoi Moms. Its tlese iesouices tlut luve ullowed
me to tuke good cuie ol my clients, us well us my kids. To leuin moie ubout my peisonul biund und low
stiongly we leel ubout diveisity, go to pwc.com/diversity
2011 PricewaterhouseCoopers LLP. All rights reserved. In this document, PwC refers to PricewaterhouseCoopers LLP (a Delaware limited liability partnership), which is a member
firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity. We are proud to be an Affirmative Action and Equal Opportunity Employer.
June.2011 Ads.indd 21 6/27/11 9:09 AM
2
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ERS
IT
Y
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INDUSTRY
Information
Technology and
Services
MAIN COMPETITORS
Accenture, HP,
Microsoft
U.S. HEADQUARTERS
Armonk, N.Y.
U.S. EMPLOYEES
104,168
GLOBAL EMPLOYEES
426,751
GLOBAL REVENUE
$99.87 billion
NO. 4
The DiversityInc
Top 10 Companies
for Asian
Americans
NO. 3
The DiversityInc
Top 10 Companies
for LGBT
Employees
NO. 1
The DiversityInc
Top 10 Companies
for People With
Disabilities
NO. 1
The DiversityInc
Top 10 Companies
for Global
Diversity
SAM PALMISANO CHAIRMAN, PRESIDENT AND CEO
The employees of IBM represent a talented and diverse workforce. Achieving
the full potential of this diversity is a business priority that is fundamental to
our competitive success. Business activities such as hiring, training, promo-
tions and compensation of employees are conducted without regard to race,
color, religion, gender, gender identity or expression, sexual orientation,
national origin, disability or age. In respecting and valuing the diver-
sity among our employees, and all those with whom we do business,
managers are expected to ensure a working envi-
ronment that is free of all forms of harass-
ment. This policy is based on sound business
judgment and anchored in the IBM values.
RON GLOVER VICE PRESIDENT,
DIVERSITY & WORKFORCE PROGRAMS, HUMAN RESOURCES
IBMs commitment to diversity continues in 2011, which Im proud to say
is our centennial year. With IBMers across 170 nations and every part of
the human family, there is no typical IBMer but rather a 400,000-person
strong, talented and diverse workforce. In the 21st century, IBM will lever-
age the creativity, capability and diversity of thought in its workforcefor
innovation and solutions that address the worlds toughest challenges.
IBM CORP.
LEADERSHIP
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DIVERSITYINC LISTS
COMPANY FACTS
7
ACCEPTING AWARD AT
OUR NOV. 910 EVENT
ROD ADKINS, SENIOR
VICE PRESIDENT,
SYSTEMS &
TECHNOLOGY GROUP
FOR MORE
INFORMATION, GO TO
WWW.DIVERSITYINC.
COM/EVENTS
44 DiversityInc
T
here are companies that were known as early diversity leaders that were content
to rest on their reputations while others surged ahead of them. Not IBM. Under
the leadership of Ron Glover, vice president, Diversity & Workforce Programs, the
company has been at the forefront of diversity-management initiatives, holding execu-
tives accountable for results, signicantly improving its human-capital demographics
and creating a globally inclusive workplace that sets a model for other multinationals.
All this has occurred during a peri-
od when IBM has been transforming itself
from a technology company to a consulting
rm, where its human capital
and the innovation created by
diverse ideasis its major asset.
This companys values have
been demonstrated across the
globe, externally and internal-
ly, from its ght against apart-
heid and, more currently, against
genetic testing. Those values are
heavily dependent on an inclu-
sive workplace. The leadership
of IBM is very focused on talent develop-
ment. Once a year, Chairman, President
and CEO Sam Palmisano and his direct
reports examine all people running busi-
nesses and those who could have the
potential at least two levels down. This
applies to approximately 20,000 people
globally. Palmisano personally reviews as
many as 1,500 peoples progress.
IBM has a Business and Technical
Leaders Assessment Process that identies
and nurtures people with executive poten-
tial. The company has one of the nest and
most varied mentoring programs weve seen
anywhere, and all of its managers
participate, including the CEO and
his direct reports. The initiatives
include individual mentoring,
peer mentoring, group mentor-
ing, reverse mentoring, language
mentoring and speed mentoring.
Mentors and mentees have cross-
cultural training.
IBM has been a model for
exible and innovative benets
as wellin the United States and global-
ly. Employees work with their managers to
determine work arrangements. The Global
Work/Life Fund develops and supports
dependent-care programs for families.
Globally, IBM has long been a leader in
understanding local cultures and work-
ing to align them with its own values. IBM
has the most developed employee groups
worldwide, as well as cultural-competence
training and cross-cultural mentoring.
June_1-10.indd 44 8/5/11 12:43 PM
WE ARE PROUD TO BE AN EQUAL OPPORTUNI TY/AFFI RMATI VE ACTI ON EMPLOYER.
Kaiser Permanente is the nations leading nonprofit integrated health plan and a recognized
health advocate in the communities in which it resides. Here, our every action supports
the well-being of the men, women, and children who turn to us for care. All 8.6 million
of them in California, Colorado, the District of Columbia, Georgia, Hawaii, Maryland,
Ohio, Oregon, Virginia, and Washington. For more information about career
opportunities with Kaiser Permanente, visit our Web site.
kp.org/jobs/diversity
KAISER PERMANENTE SALUTES THE DIVERSITYINC TOP 50 COMPANIES FOR DIVERSITY
OUR DIFFERENCES MAKE US STRONGER
I believe
I acknowledge the contributions of others. Stand up for my opinions. And know that behind
every person, there is a unique point of view. As an employee of Kaiser Permanente, I am
valued for my individuality and for what I contribute. We are all different, yet we share a
common goalto inspire our patients to be the best they can be. We share this commitment
with our patients, ourselves, and each other. This is what brings us together as family. If you
believe that we all offer something unique, this is the place to put your beliefs into practice.
June.2011 Ads.indd 18 5/31/11 9:29:26 AM
LEADERSHIP

INDUSTRY
Professional
Services
MAIN
COMPETITORS
Ernst & Young,
KPMG, PwC
U.S.
HEADQUARTERS
New York
U.S. EMPLOYEES
40,266
GLOBAL EMPLOYEES
170,000
GLOBAL REVENUE
$26.60 billion
NO. 8
The DiversityInc
Top 10 Companies
for Latinos
NO. 1
The DiversityInc
Top 10 Companies
for Asian
Americans
NO. 8
The DiversityInc
Top 10 Companies
for Executive
Women
NO. 8
The DiversityInc
Top 10 Companies
for People With
Disabilities
NO. 5
The DiversityInc
Top 10 Companies
for Global
Diversity
BARRY SALZBERG CEO
We are committed to making Deloitte a diverse and inclusive workplace,
to value our people for who they are as much as what they
contribute. We strive to promote an environment where all our
talent can have rich and rewarding careers
and where our clients can expect stronger
teams and more innovative services.
JOHN ZAMORA CHIEF DIVERSITY OFFICER
Diversity is a business imperative at Deloitte that paves the way
to achieve our vision of becoming the standard of excellence. Our
unwavering commitment to attracting, retaining and developing
the very best talent in the marketplace responds to our clients
demands for high-performing teams with diverse perspectives
and experiences that deliver outstanding results.
DELOITTE
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DIVERSITYINC LISTS
COMPANY FACTS
46 DiversityInc
U
nder Chief Diversity Ofcer John Zamora, Deloitte has taken major steps in
diversity management in what is surely the most competitive industry: profes-
sional services. The rms leap into the top 10 of this list is a testament to the
rigorous recent efforts to enhance succession planning, all talent development,
relevance to the business goals, and communications internally and externally.
As always, it starts with the top, and
CEO Barry Salzbergs commitment to
diversity has never wavered. He gets a per-
fect score for CEO Commitment on the
survey and has always been a vis-
ible diversity-management lead-
er, internally and externally. He
meets monthly with employee-
resource groups and holds the
rms senior leaders accountable
for meeting diversity goals.
Much of Zamoras efforts
have been concentrated
on talent acquisition and
development. Deloitte has a
host of programs, including the Emerging
Leaders Development Program (ELDP),
now in its sixth year, which identies high-
performing/high-potential Black, Latino,
Asian and American Indian managers and
senior managers to help them get to the
next stage of their careers. Last year, the
program had 120 participants (almost half
were women), and for the rst time, they
were given sponsors within the company
as their advocates, as well as external
coaches (the coaching relationships
last eight months to a year). Most of the
sponsors were cross-cultural and most
were white. The Womens Initiative
(WIN), headed by Barbara Adachi,
Womens Initiative national managing
partner, has contributed
signicantly to the talent-
development efforts.
Deloitte has extraordinary
benets and has led corporate
America in researching genera-
tional communications, a topic
on the mind of most companies
these days.
The rm has very strong
employee-resource groups, with
34 percent of its employees participating
in them. These groups are used for recruit-
ment, talent development and diversi-
ty training. For example, last year, Deloitte
revamped its mandatory diversity and
inclusion e-learning training for new hires.
As part of the process, members from
each of the ERGs participated as content
reviewers and pilot testers. In addition,
GLOBE (LGBT employee group) mem-
bers were a key part of developing a train-
ing scenario for one of the
learning modules.
June_1-10.indd 46 8/5/11 12:43 PM
Imagine a company whose diversity initiatives
go way beyond the requirements.
There arent enough accolades to describe the thousands of people at Novartis who, every day,
work tirelessly to improve, extend and save the lives of millions. Which is why our commitment
to our employees has been and always will be a top priority, with new diversity initiatives that
empower us in even greater ways than before. Initiatives like networking and employee resource
groups, diversity councils, and outreach panels. This, coupled with healthy lifestyle programs,
domestic partner benefits, child/elder care subsidies and more, results in a corporate culture
thats not only unique, but invigorating. For more information, please visit Novartis.com
Novartis Pharmaceuticals Corporation, part of the Novartis Group, is a world leader in the research and development of products that
protect and improve health and well being. As one of the highest-ranking and fastest-growing pharmaceutical companies in the world, were
launching new products at an unprecedented rate, having one of the most admired pipelines in the industry. And we are proud to say that
this phenomenal growth translates into outstanding stability for your professional career.
Novartis is committed to embracing and leveraging diverse backgrounds, cultures and talents to achieve competitive
advantage. We are an equal opportunity employer m/f/d/v.
Think whats possible.
May.2011 Ads.indd 22 6/3/11 12:02:40 PM

INDUSTRY
Consumer
Products
MAIN
COMPETITORS
ConAgra Foods,
Sara Lee
American Retail
U.S.
HEADQUARTERS
Northeld, Ill.
U.S. EMPLOYEES
41,038
GLOBAL EMPLOYEES
127,000
GLOBAL REVENUE
$49.21 billion
NO. 1
The DiversityInc
Top 10 Companies
for Executive
Women
IRENE ROSENFELD CHAIRMAN AND CEO
Diversity and inclusion are fundamental to our business
success, and our commitment is as strong as ever. I believe
fostering a workplace that welcomes diversity
of all kindsperspectives, experiences,
backgrounds and culturesis a proven way
to attract and keep talented people and
inspire them to do great things.
JIM NORMAN VICE PRESIDENT, DIVERSITY
Our diversity strategies are driven by our culture, our internal
and external partnerships, and are grounded in leader
accountability. Our actions are essential to creating a
performance-driven, values-led organization that consistently
delivers products and innovation that delight our diverse
customers and consumers around the world.
KRAFT FOODS
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LEADERSHIP
9
DIVERSITYINC LISTS
COMPANY FACTS
99
48 DiversityInc
K
raft Foods stellar rise on the list is a testament to the companys commitment
to building a diverse and inclusive workplace and the remarkable work its
doing with its employee-resource groups.
This year, Kraft is up an impressive 26 spots from the previous year.
This is the rst time Kraft has been ranked in the top 10.
Under the direction of Jim Norman,
vice president of diversity, openness and
inclusion is part of the daily workplace
from training and mentoring to account-
ability in leadership objectives.
Whats most remarkable
about Kraft is its 10 strong
which are used extensive-
ly in recruitment, peer men-
toring and marketing. One of
the key objectives of the com-
panys ERGs, which Kraft calls
employee councils, is profes-
sional development, including
career-planning workshops, training, net-
working and mentoring.
ERGs play a vital role in the company,
assisting with recruitment and support-
ing employee development. One program,
Jump Start, helps new hires navigate the
unwritten rules of the organization. The
ERGs are also involved in mentoring and
peer-coaching projects, designed to help
women and employees from traditional-
ly underrepresented groups increase their
effectiveness in their current and future
assignments.
In 2010, Kraft launched an Employee
Council Leadership Academy to develop
the leadership skills of ERG leaders and
enhance team effectiveness. For two days,
ERG leaders received the same type of
business training that other business lead-
ers typically receive, except their
focus was on the alignment of
diversity and inclusion strategies.
A key factor in Krafts success
is the commitment of Chairman
and CEO Irene Rosenfeld to
the organizations diversity-
management agenda. Kraft links
diversity goals of each busi-
ness unit and function directly
to executive compensation to
strengthen accountability. For about 200 of
the companys most senior leaders, there is
a clear link of executive incentive compen-
sation to diversity performance.
Kraft requires diversity and inclusion
training for every employee at each career
stage. Metrics that assess the value of the
training include course evaluations and
employee-engagement surveys.
The company has dramatically
improved its mentoring program this year,
with 60 percent of its total employee pop-
ulation and 70 percent of managers now
participating.
June_1-10.indd 48 8/5/11 12:44 PM
Talent has no
boundaries
There is a place where ambitions
are limitless. Where every professional
can leverage their unique skills to
realize their goals. Its KPMG LLP.
Where success can be achieved by all.
Our goal is to continually attract, retain,
and develop high performers from all
backgrounds. Were proud that our Chairman
and CEO John Veihmeyer is providing the
leadership we need to make that goal a
reality, and that DiversityInc has ranked us
among its Top 50 Companies for Diversity
for the fourth consecutive year.
kpmgcareers.com
2011 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of
independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity.
All rights reserved. Printed in the U.S.A. The KPMG name, logo and cutting through complexity are registered
trademarks or trademarks of KPMG International. 24103NSS
June.2011 Ads.indd 7 5/3/11 10:17:16 AM

INDUSTRY
Consumer
Products
MAIN
COMPETITORS
Church & Dwight,
Procter & Gamble
U.S.
HEADQUARTERS
New York
U.S. EMPLOYEES
5,442
GLOBAL
EMPLOYEES
36,002
GLOBAL REVENUE
$15.56 billion
NO. 1
The DiversityInc
Top 10 Companies
for Latinos
NO. 10
The DiversityInc
Top 10 Companies
for Global
Diversity
IAN COOK CHAIRMAN, PRESIDENT AND CEO
The diversity of Colgate people around the world is
vital to nding new solutions to business challenges
and new opportunities from unique insights. The
commitment we share to recognize and value the
differences that make each Colgate person unique
is a critical part of our culture and vital to our
future success.
EUGENE KELLY WORLDWIDE DIRECTOR,
GLOBAL DIVERSITY & INCLUSION
At Colgate-Palmolive, we strive to create a truly inclusive environ-
ment that allows us to benet from diverse viewpoints. These
differences are an enormous source of strength and advantage for
our business and are essential to creating a culture of innovation
throughout the company.
COLGATE-PALMOLIVE CO.
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LEADERSHIP
10
DIVERSITYINC LISTS
COMPANY FACTS
W
ith at least 75 percent of its employees outside the United States, the
consumer-products company is clearly committed to its global values and
the benets of diversity management. The company moved up four spots to
No. 10 this year, marking the rst time it has appeared in the top 10.
The company has diversity leadership
at the top. Chairman, President and CEO
Ian Cook chairs the diversity council
and appoints its members, signs off on
executive compensation tied to
diversity, has a personal quote
about diversity on the corporate
website, meets regularly with
employee groups, signs off on
supplier-diversity goals, and is
involved with Catalyst and New
Visions for Public Schools.
Colgate-Palmolive has
mandatory diversity training
globally as well as global
employee-resource groups.
The company has a Global Innovation
Fund program, which provides employees
with access to up to $50,000 in seed money
to bring their ideas to fruition. The idea
behind the fund was to engage employees
by giving them a platform to share their
innovative ideas, which has resulted in
the development of such items as a special
toothpaste product that is thriving in Asia.
Another idea sparked by the Global
Innovation Fund and $40,000 in seed
money was the decision to expand the
womens ERG on a global scale. Today,
the womens network operates in 36
different countries.
Colgate-Palmolive has 38 employee
networks, which are used for recruitment,
retention, talent development and
multicultural-marketing outreach. They
include groups for parents, women and
multicultural employees. Fifty
percent of Colgate-Palmolives
employees are members of these
groups. The groups adhere to the
companys strategic initiatives
identied in its business mission:
Focus on Consumers, the
Profession, and Our Customers
Effectiveness and Efciency in
Everything
Innovation Everywhere
Leadership
The companys commitment to
serve its community remains strong,
with 80 percent of its philanthropic
endeavors directed toward ethnic, LGBT
or disability nonprots. Groups beneting
include the UNCF, the National Hispanic
Corporate Achievers, Minority University
Pledge, the New York City Hispanic
Chamber of Commerce and College for
Every Student.
Additionally, 19 percent of the
companys advertising dollars was
spent on multicultural advertising,
targeting Blacks, Latinos, Asians,
American Indians, LGBT people and/or
people with disabilities.
50 DiversityInc
June_1-10.indd 50 8/5/11 12:45 PM
2
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June.2011 Ads.indd 9 5/3/11 1:37:20 PM
NO. 7
The DiversityInc
Top 10 Companies
for Recruitment
& Retention
NO. 9
The DiversityInc
Supplier Diversity
NO. 9
The DiversityInc
Executive Women
NO. 8
The DiversityInc
LGBT Employees
INDUSTRY
Consumer Products
MAIN COMPETITORS
PepsiCo, Cadbury
Schweppes, Nestl
U.S. HEADQUARTERS
Atlanta
U.S. EMPLOYEES
9,190
GLOBAL EMPLOYEES
139,600
GLOBAL REVENUE
$35.12 billion
NO. 10
The DiversityInc
Top 10 Companies
for Blacks
BANK OF AMERICA
THE COCA-COLA CO.
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DIVERSITYINC LISTS
A
s Coca-Cola merges with Coca-Cola Enterprises, the
soft-drink giant faces new diversity-management chal-
lenges integrating its mature initiatives with a much
larger and much less diversity-oriented organization.
For Coca-Cola, diversity challenges arent anything new.
The company came back from the nations largest racial-discrimination
lawsuit, settled more than a decade ago, to emerge as a leader of diversity
management, near the top of this list for most of the last nine years.
Under Steve Bucherati, group director of diversity and fairness,
the company in recent years has ratcheted up its talent-development
initiatives, especially for women, and has used its impressive employee-
resource groups for mentoring and leadership development. These 15
groups participate in activities with business partners, such as rolling
out new products and packages with Market Impact Teams.
With more than 34 percent of its U.S. employees as members
of these groups, Coca-Cola makes sure the groups are available
to everyone in the organization and that they communicate
with each other.
Coca-Cola is also renowned, and rightly so, for its philanthropy, with
43 percent of its donations going to multicultural nonprots, including
the Martin Luther King Memorial Project, the American Indian College
Fund and the Hispanic Scholarship Fund.
INDUSTRY
Financial Services
MAIN COMPETITORS
Citi, JPMorgan
Chase, Wells
Fargo & Co.
U.S. HEADQUARTERS
Charlotte, N.C.
U.S. EMPLOYEES
248,074
GLOBAL EMPLOYEES
288,000
GLOBAL REVENUE
$134.19 billion
COMPANY FACTS
12
To read the extended company profles, visit
www.DiversityInc.com/top50 READ MORE
T
heres a reason Bank of America has consistently been the
highest-ranked bank and remains at the top of the list.
The deep CEO commitment to an inclusive workplace
and to talent development has been at the forefront of
diversity-management initiatives in corporate America
and continues to lead the way.
The organizations emphasis on diversity and inclusion denitely
starts with CEO Brian Moynihan, who actively chairs the executive
diversity council and meets quarterly with employee-resource groups.
He has clearly communicated the personal and business importance of
diversity management to employees and in public statements.
The bank has a long history as a leader in work/life benets and
supplier diversity. It has a variety of mentoring programs, includ-
ing group mentoring, virtual mentoring and reverse mentoring, some of which involve its 11
employee-resource groups. ERGs (known at the bank as afnity groups and employee net-
works) have tracked results tied to business initiatives.
Bank of America is a well-rounded diversity-management leader, with consistent progress
in all four areas measured. The inclusive efforts continue with its corporate philanthropy,
with 44 percent going to multicultural nonprots, including the National Urban League, the
National Council of La Raza and the Special Olympics.
BRIAN T. MOYNIHAN
CEO
MUHTAR KENT
CHAIRMAN AND CEO
GERI THOMAS
GLOBAL DIVERSITY AND
INCLUSION EXECUTIVE
STEVE BUCHERATI
GROUP DIRECTOR,
DIVERSITY & FAIRNESS
52 DiversityInc
DIVERSITYINC LISTS
LEADERSHIP
LEADERSHIP
COMPANY FACTS
11
June_11-20.R2.indd 52 8/8/11 9:53 AM
As used in this document, Deloitte means Deloitte LLP and its subsidiaries. Please see www.
deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its
subsidiaries.
Copyright 2010 Deloitte Development LLC. All rights reserved.
Member of Deloitte Touche Tohmatsu Limited
Since inception of our Diversity & Inclusion initiative in 1994, Deloitte has recognized that the strength
we gain from the diversity of our talent fuels our growth. Our people are encouraged to bring their
authentic selves to work, which allows for more creativity and better collaboration, enhancing the
success of our teams, our inclusive environment, and the careers of all our professionals.
To see how we help them reach for their own unique stars, visit www.deloitte.com/us/diversity
Reach for the stars
Jan2011 Ads.indd 8 2/18/11 4:23:43 PM
AMERICAN
EXPRESS CO.
MARRIOTT INTERNATIONAL
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M
arriott has a long-standing commitment to diversity.
With employees speaking more than 50 languages and
working in more than 70 countries and territories,
the company continues to enhance its focus on cross-
cultural competence throughout the organization.
A commitment to diversity and inclusion is at the heart of Marriotts
culture, and it starts at the top, with company Chairman and CEO J.W.
(Bill) Marriott Jr.
Marriott International demonstrates strength in all four areas mea-
sured on the DiversityInc survey. Jimmie Paschall, senior vice president
of external affairs and global diversity ofcer, leads Marriotts diversity
efforts. Last year, Marriott introduced a new learning curriculum focused
on cultural competence and global leadership effectiveness, targeting top
leadership with the goal of helping them better relate and do business in
the global marketplace. In early 2011, a new program will be introduced for
all employees company-wide.
Marriott has a long history of community building through its opera-
tions in urban areas, where both suppliers and franchisers are often from
the community. More than 16.2 percent of its Tier I (direct contractor)
suppliers are women- or minority-owned businesses.
Almost 40 percent of the companys philanthropy is directed at multi-
cultural charities, including the National Black MBA Association, National
Minority Supplier Development Council, NextGen Network and the
National Academy Foundation.
J.W. MARRIOTT JR.
CHAIRMAN AND CEO
JIMMIE PASCHALL
EXTERNAL AFFAIRS
& GLOBAL DIVERSITY
OFFICER
ACCEPTING AWARD FOR TOP COMPANY FOR EMPLOYEE-RESOURCES GROUPS AT
OUR NOV. 910 EVENT: ED GILLIGAN, VICE CHAIRMAN
FOR MORE INFORMATION, GO TO WWW.DIVERSITYINC.COM/EVENTS
13
14
A
long-time diversity leader, American
Express is one of the few companies
that has been on the DiversityInc Top 50 list every year
since we started it in 2001. Now under the direction
of Jennifer Christie, chief diversity ofcer and vice
president, executive recruitment, the company has made signicant
strides in increasing workplace diversity on every level and in com-
municating the value of diversity globally.
The company has a strong executive diversity council, which meets
quarterly and includes rotational positions for its employee-resource
groups. Those groups, which American Express calls employee net-
works, are among the strongest anywhere in corporate America and have
been a model for other organizations.
There are 14 networks and more than 70 chapters globally, used for
recruitment, to give new employees an immediate sense of community,
reective of our inclusive corporate culture, the company states. Within
the networks, there are mentoring programs, sponsorship initiatives,
talent-development opportunities, and networking. The groups also
are used for business outreach, such as the Felicidades and Lunar New
Year gift cards that were created in partnership with AHORA (Hispanic
Network) and ANA (Asian Network). American Express also has world-
class work/life benets, including many exible workplace options.
KENNETH I. CHENAULT
CHAIRMAN AND CEO
JENNIFER CHRISTIE
CHIEF DIVERSITY
OFFICER & VICE
PRESIDENT, EXECUTIVE
RECRUITMENT
INDUSTRY
Hospitality
MAIN COMPETITORS
Hilton Hotels
Corp., Hyatt Corp.,
Starwood Hotels &
Resorts Worldwide
U.S. HEADQUARTERS
Bethesda, Md.
U.S. EMPLOYEES
108,771
GLOBAL EMPLOYEES
151,000
GLOBAL REVENUE
$11.69 billion
NO. 10
The DiversityInc
Top 10 Companies
for Recruitment &
Retention
NO. 1
The DiversityInc
Top 10 Companies
for Supplier
Diversity
NO. 5
The DiversityInc
Top 10 Companies
for Blacks
INDUSTRY
Financial Services
MAIN COMPETITORS
Visa, MasterCard
U.S. HEADQUARTERS
New York
U.S. EMPLOYEES
26,989
GLOBAL EMPLOYEES
61,000
GLOBAL REVENUE
$30.24 billion
NO. 8
The DiversityInc
Top 10 Companies
for Asian Americans
NO. 10
The DiversityInc
Top 10 Companies
for Executive
Women
NO. 10
The DiversityInc
Top 10 Companies
for LGBT Employees
NO. 9
The DiversityInc
Top 10 Companies
for Global Diversity
COMPANY FACTS
DIVERSITYINC LISTS
DIVERSITYINC LISTS
LEADERSHIP
LEADERSHIP
COMPANY FACTS
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COMPANY FOR
Employee-
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Groups
June_11-20.R2.indd 54 8/8/11 9:54 AM
Southern Company Alabama Power Georgia Power Gulf Power Mississippi Power Southern Company Generation
Southern Company Transmission Southern Nuclear Southern Power Southern Telecom SouthernLINC Wireless
DIVERSITY IS A
GREAT SOURCE OF ENERGY.
We view our employees the same way we view energy: Our strength comes from
our diversity. As one of the largest energy providers in the United States, Southern
Company is committed to growing and sustaining a smart, talented workforce
that is as diverse as the communities we serve. And by supporting suppliers and
partners of all backgrounds, were better equipped to provide great service in
addition to diverse energy sources such as solar, wind, clean coal, and nuclear.
For more information on our commitment to diversity, visit southerncompany.com.
June.2011 Ads.indd 20 6/22/11 12:46 PM
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Community
Development
ACCEPTING AWARD AT
OUR NOV. 910 EVENT
JOHN STRANGFELD,
CHAIRMAN AND CEO
FOR MORE
INFORMATION, GO TO
WWW.DIVERSITYINC.
COM/EVENTS
NO. 10
The DiversityInc
Top 10 Companies
for Supplier
Diversity
NO. 9
10 Companies for
LGBT Employees
NO. 7
The DiversityInc
Top 10 Companies
for People With
Disabilities
NO. 7
10 Companies for
Global Diversity
INDUSTRY
Pharmaceuticals
MAIN COMPETITORS
Bristol-Myers
Squibb, Pzer,
Sano-Aventis
U.S. HEADQUARTERS
Whitehouse
Station, N.J.
U.S. EMPLOYEES
34,760
GLOBAL EMPLOYEES
94,000
GLOBAL REVENUE
$45.98 billion
MERCK & CO.
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M
ercks commitment to diversity globally and in the
United States remains stronger than ever, even as
it worked to complete its $41-billion merger with
Schering-Plough. Led by Vice President and Chief
Diversity Ofcer Deborah Dagit, Merck has a long his-
tory as a diversity leader as well as with its commitment and out-
reach to people with disabilities and the LGBT community.
In December 2010, Merck named its rst Black CEO: President, CEO
and Director Kenneth Frazier, who took the helm of the company in
January. He is one of just four Black CEOs leading Fortune 500 companies.
Mercks work/life benets are strong and include onsite childcare,
exible hours, onsite religious accommodations, subsidized member-
ship in wellness/tness facilities, paid paternity leave, dependent-care
benets, a caregiver website, a credit union, an eldercare program, and
college webinars and counseling.
The company has a long history of philanthropic commitment to multicultural groups; its
current roster includes UNCF, GLSEN (the Gay, Lesbian and Straight Education Network),
The PhD Project, National Alliance for Hispanic Health, and Career Opportunities for
Students with Disabilities (COSD).
KENNETH FRAZIER
PRESIDENT, CEO AND
DIRECTOR
JOHN STRANGFELD
CHAIRMAN AND CEO
DEBORAH DAGIT
VICE PRESIDENT &
CHIEF DIVERSITY OFFICER
EMILIO EGEA
CHIEF DIVERSITY
OFFICER
INDUSTRY
Insurance and
Financial Services
MAIN COMPETITORS
AIG, AXA
Equitable, MetLife
U.S. HEADQUARTERS
Newark, N.J.
U.S. EMPLOYEES
20,023
GLOBAL EMPLOYEES
39,422
GLOBAL REVENUE
$38.41 billion
PRUDENTIAL FINANCIAL
A
mainstay on the DiversityInc Top 50 list, Prudential has
vaulted from its middle-of-the-pack position to No. 16
as its deep-rooted external and internal commitment to
inclusiveness accelerates.
Under the efforts of Chief Diversity Ofcer Emilio Egea
and Vice President of Diversity Ignace Conic, the diversity initiatives and
goals to assess their success have been fully integrated into the manage-
ment of the organization, including the senior-most leadership. There is
a consistent communication to employees of the diversity strategy, and
progress and accountability for diversity results are tied directly to the
performance of the companys Chairman and CEO John Strangfeld.
Diversity is a specic goal in annual management-performance
reviews, and every manager has to adopt at least one personal or orga-
nizational diversity objective. Managers receive consistent and compre-
hensive training and education about the value of diversity.
The hallmark of this company is its truly amazing philanthropy
to multicultural communities, especially in its home city of Newark,
N.J. (also where DiversityIncs headquarters is located). Prudential
allocates 68 percent of its philanthropic efforts to charities aimed at
Blacks, Latinos, Asians, American Indians, LGBT people and people
with disabilities, and that includes partnerships with such organizations
as the Boys and Girls Clubs of Newark, Aspira of New Jersey and the
Childrens Defense Fund.
56 DiversityInc
15
16
COMPANY FACTS
LEADERSHIP
LEADERSHIP
COMPANY FACTS
DIVERSITYINC LISTS
June_11-20.R2.indd 56 8/8/11 9:55 AM
We are proud of our diverse environment, EOE/M/F/D/V.
Work that makes a difference.
Opportunities that expand your horizons.
A culture committed to diversity and respect.
Are you ready for whats next in your career? AAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAArrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrreeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee yyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyoooooooooooooooooooooooooooooooooooooooooooooouuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu rrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrreeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaadddddddddddddddddddddddddddddddddddddddddddyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyy ffffffffffffffffffffffffffffffffffffffffffoooooooooooooooooooooooooooooooooooooooooooooorrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrr wwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaatttttttttttttttttttttttttttttttttttttttttssssssssssssssssssssssssssssssssssssssssssssssss nnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnneeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeexxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxtttttttttttttttttttttttttttttttttttttttt iiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiinnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnn yyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyoooooooooooooooooooooooooooooooooooooooooooooouuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuurrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrr ccccccccccccccccccccccccccccccccccccccccccccaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaarrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrreeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeerrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrr???????????????????????????????????????????????
At Booz Allen Hamilton, our
ability to help clients solve their most challenging problems and achieve success in their most critical
missions hinges on our people. We also believe diversity of backgrounds contributes to more innovative
ideas, which in turn drive better results for clients.
Booz Allens commitment to an inclusive environment incorporates facilitating understanding and awareness,
and creating initiatives to improve quality of work life for our staff. From our long-standing relationships
with organizations such as Society of Women Engineers and the League of Black Women, to supporting
events such as AIDS Walk and National Coming Out Day, diversity is central to who we are and what we do.
If youre looking to do work that makes a difference at a rm thats committed to helping you achieve your
professional and personal goals, Booz Allen could be whats next in your career.
For more information, e-mail diversityrecruiting@bah.com.
Ready for whats next. www.boozallen.com/careers
June.2011 Ads.indd 26 6/28/11 5:15 PM
INDUSTRY
Freight
Transportation
MAIN COMPETITORS
Burlington
Northern Santa Fe,
Norfolk Southern &
Union Pacic
U.S. HEADQUARTERS
Jacksonville, Fla.
U.S. EMPLOYEES
29,691
CSX CORP.
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L
ed by Susan Hamilton, assistant vice president of diversity
and chief diversity ofcer, CSX has demonstrated strong
commitment to diversity and inclusion. With 1 in 5 employ-
ees at CSX serving or having served in the military, the
freight-transportation company has become an employer of choice
for veterans. By forming relationships with military-installation
liaisons, the company actively recruits at military bases throughout
its geographical footprint.
CSX also has one of the most effective military employee-resource
groups anywhere; its Military Afnity Group (MAG) serves as a
recruiting and mentoring source, helping to transition the military to
civilian life. In 2010, Michael J. Ward, chairman, president and CEO,
donated $1 million to the Wounded Warrior Project, a national non-
prot in Jacksonville, Fla. The group provides programs and services
to severely injured service members. Wards support of diversity is
strong and includes regular meetings with ERGs, using the corporate
intranet to communicate his commitment to diversity and linking
executive compensation to diversity goals.
MICHAEL J. WARD
CHAIRMAN, PRESIDENT
AND CEO
TIM SOLSO
CHAIRMAN AND CEO
SUSAN HAMILTON
ASSISTANT VICE
PRESIDENT OF
DIVERSITY AND CHIEF
DIVERSITY OFFICER
LISA GUTIERREZ
EXECUTIVE DIRECTOR,
GLOBAL DIVERSITY
INDUSTRY
Manufacturing
MAIN COMPETITORS
Caterpillar, Detroit
Diesel, Navistar
U.S. HEADQUARTERS
Columbus, Ind.
U.S. EMPLOYEES
14,700
GLOBAL EMPLOYEES
40,000
GLOBAL REVENUE
$13.23 billion
CUMMINS
F
or the fth consecutive year, Cummins has been named to
the DiversityInc Top 50 list, moving up from No. 26 in 2010 to
No. 18 this year. The company performed well in all four areas
measured on the DiversityInc survey.
Chairman and CEO Tim Solso gets top honors for his diversity com-
mitment, including meeting once a month with employee-resource
groups and chairing the companys diversity council, which meets regu-
larly to set diversity goals and assess success.
Solso is involved with the Initiative for Global Development, whose
mission is to ght poverty around the world by promoting economic
development. As part of his role, he is active in an effort called Frontier
100, which pairs U.S. CEOs with African CEOs in a mentoring and
information-sharing relationship.
The company has mandatory diversity training for its entire work-
force. Cummins also has a solid supplier-diversity program, with 9.6
percent of Tier I (direct contractor) procurement going to minority-
owned suppliers. The company offers mentoring, training and nancial
assistance to its diverse suppliers.
ACCEPTING AWARD AT OUR NOV. 910 EVENT
MICHAEL J. WARD, CHAIRMAN,
PRESIDENT AND CEO
FOR MORE INFORMATION, GO TO
WWW.DIVERSITYINC.COM/EVENTS
58 DiversityInc
17
18
COMPANY FACTS
NO. 6
The DiversityInc
Top 10 Companies
for Supplier
Diversity
DIVERSITYINC LISTS
LEADERSHIP
LEADERSHIP COMPANY FACTS
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AW
A
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TOP
COMPANY FOR
Diversity-
Management
Progress
June_11-20.R2.indd 58 8/8/11 9:56 AM
Count me .
in
Diversity at ADP. Inclusion is a core value thats helped us become a $9 billion global leader in workforce
solutions. Its a promise that youll be encouraged to share your views, build relationships and make a
real impact on our business. Its a mindset that creates a workplace in which you feel good about yourself
and the people around you. And its an invitation to define, and achieve, your own idea of success.
Join us at ADP, and discover how were counting on you to come in and make a difference, every day.
We are proud to be recognized as one of DiversityIncs Top 50 Companies for Diversity.
individual impact collaborating being myself
ADP.COM/CAREERS
ADP believes that diversity leads to strength. We are an equal opportunity/affirmative
action employer; M/F/D/V. The ADP logo is registered trademark of ADP, Inc. All other
logos and trademarks are the property of their respective owners. ADP, 2011.
WI T H Y OU R E I N E X C E L L E N T C OMPA N Y.
June.2011 Ads.indd 4 5/3/11 10:15:37 AM
INDUSTRY
Health Insurance
MAIN COMPETITORS
CIGNA,
UnitedHealth
Group, WellPoint
U.S. HEADQUARTERS
Hartford, Conn.
U.S. EMPLOYEES
33,748
GLOBAL EMPLOYEES
35,258
GLOBAL REVENUE
$34.25 billion
COMPANY FACTS
NO. 4
The DiversityInc
Top 10 Companies
for LGBT
Employees
NO. 4
The DiversityInc
Top 10 Companies
for People With
Disabilities
DIVERSITYINC LISTS
AETNA
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etnas move up 11 spots on the list is very well deserved.
Former CEO and chairman Ron Williams strong com-
mitment to diversity management as a business driver
is being accelerated under new CEO and President
Mark Bertolini, whose belief in diversity is personal
and deep-rooted. The tireless efforts of Vice President and Chief
Diversity Ofcer Raymond Arroyo have enabled Aetna to emerge as
a true diversity-management leader.
Specically, Aetna has broken new ground in its use of employee-
resource groups both for workplace-diversity goals, especially employ-
ee engagement, and for outreach to clients. Aetnas ERGs for younger
workers and teleworkers are a model for other organizations as ways
to increase enthusiasm, innovation and talent development. For these
remarkable ERG achievements, Aetna was named DiversityIncs Top
Company for ERGs at our November 2010 event.
Aetna is very metrics-driven and assesses its executive compensa-
tion linked to diversity goals through a comprehensive scorecard, used
to assess how goals are met. Its diversity council, led by Bertolini, has
four focus areas: workforce demographics, workplace culture, supplier
diversity and marketplace diversity.
Aetna is also very cognizant of its role in the community and the
need to give back. The company supports many local and multicultural
nonprots, and the Aetna Foundation has been a strong voice in the
battle to end healthcare disparities.
MARK T. BERTOLINI
CEO AND PRESIDENT
RAYMOND ARROYO
VICE PRESIDENT AND
CHIEF DIVERSITY OFFICER
COX COMMUNICATIONS
U
nder the guidance of President Pat Esser and Executive
Vice President and Chief People Ofcer Mae Douglas,
Cox Communications continues to show unwavering
commitment to improving diversity and inclusion in its
workplace, its diversity leadership with vendors, and its
dedication to the communities it serves.
Last year, 15 percent of Coxs gross revenue was spent on philan-
thropy, and 43 percent of that was directed toward ethnic, LGBT or
disability nonprots, including the Human Rights Campaign, the
National Urban League, National Council of La Raza, Boys & Girls
Clubs of America and National Association of Multi-Ethnicity in
Communications.
Cox recently implemented a new tracking tool that automates phil-
anthropic giving. This new process results in better tracking of dollars
and allocation to ethnic, LGBT and disability nonprots. The commit-
ment to community is not just in dollars; 30 percent of the companys
senior executives sit on the boards of multicultural nonprots.
Esser, who also leads the companys national executive diversity
council, meets with employee groups every quarter. Management com-
pensation is tied to successful diversity initiatives, and diversity goals
are part of executive performance reviews.
LEADERSHIP
COMPANY FACTS
PAT ESSER
PRESIDENT
MAE DOUGLAS
EXECUTIVE VICE
PRESIDENT AND CHIEF
PEOPLE OFFICER
LEADERSHIP
NO. 7
The DiversityInc
Top 10 Companies
for Supplier
Diversity
NO. 2
The DiversityInc
Top 10 Companies
for Blacks
INDUSTRY
Telecommunications
MAIN COMPETITORS
Verizon
Communications,
AT&T
U.S. HEADQUARTERS
Atlanta
U.S. EMPLOYEES
21,000
GLOBAL EMPLOYEES
22,350
GLOBAL REVENUE
$9.10 billion
DIVERSITYINC LISTS
60 DiversityInc
19
20
June_11-20.R2.indd 60 8/8/11 9:57 AM

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.
What makes an inclusive leader?
Todays business landscape has no borders. Thats why we develop leaders with truly
inclusive teaming skills and a global mindset. By growing our diverse and inclusive culture,
we differentiate ourselves and help our clients reach their full potential.
Whats next for your business?
ey.com
June.2011 Ads.indd 5 8/5/11 4:55 PM
INDUSTRY
Pharmaceuticals
MAIN COMPETITORS
Bristol-Myers
Squibb, Roche,
Sano-Aventis
U.S. HEADQUARTERS
East Hanover, N.J.
U.S. EMPLOYEES
11,118
GLOBAL EMPLOYEES
119,418
GLOBAL REVENUE
$51.56 billion
NO. 8
The DiversityInc
Top 10 Companies
for Recruitment &
Retention
DIVERSITYINC LISTS
COMPANY FACTS
LEADERSHIP
LEADERSHIP
NOVARTIS
PHARMACEUTICALS CORP.
VERIZON COMMUNICATIONS
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INDUSTRY
Telecommunications
MAIN COMPETITORS
AT&T, Qwest,
Sprint, Comcast
Corp.
U.S. HEADQUARTERS
Basking Ridge, N.J.
U.S. EMPLOYEES
186,093
GLOBAL EMPLOYEES
194,400
GLOBAL REVENUE
$106.57 billion
COMPANY FACTS
D
iversity is an integral part of Verizons corporate cul-
ture. A long-time diversity leader, Verizon consistently
communicates the importance of diversity and inclu-
sion in the workplace to long-term business success.
This message has been infused through all business
units and is clear in the companys consistently strong results in all four
areas measured by the DiversityInc Top 50 survey.
Chairman and CEO Ivan Seidenberg signs off on executive com-
pensation tied to diversity, personally meets with employee-resource
groups and personally reviews and signs off on diversity metrics and
progress as well as goals and achievements for supplier diversity.
Management compensation is tied to successful diversity results,
and diversity goals are part of executive performance reviews.
The companys 13-member board of directors includes three Black
members, one Latino member and two women members.
The companys commitment to philanthropy and communities is
strong, with 56 percent of philanthropy aimed at multicultural, LGBT
and disability nonprot groups, including the Hispanic Scholarship Fund,
Gay and Lesbian Alliance Against Defamation, ASPIRA Association, American Association of
People with Disabilities, and the World Institute on Disability.
Verizons 10 employee-resource groups provide networking, mentoring, special initiatives,
seminars and conferences for members. In addition, the ERGs assist the company with strate-
gic business goals such as employee development, diversity awareness and recruitment efforts,
and they also educate the company about issues that concern diverse communities.
62 DiversityInc
N
ovartis Pharmaceuticals Corp.s commitment to
diversity globally and in the United States remains
steadfast. The company has long-term CEO com-
mitment and good support from Vice President and
Head of Diversity & Inclusion Marilyn Priestley. It
has demonstrated superior global cultural competence. Last year,
Novartis received DiversityIncs Top Company for Global Cultural
Competence award.
Andr Wyss, head of Pharma North America and president of
Novartis Pharmaceuticals Corp., personally signs off on executive
compensation tied to diversity, chairs and appoints members to the
diversity council, meets quarterly with the council and with employee-
resource groups, personally signs off on goals and achievements for
supplier diversity, and regularly uses the intranet to communicate his
diversity commitment.
Novartis has 23 ERGs, including LGBT, generational, people with
disabilities and veterans groups, which are used extensively for diver-
sity recruitment, retention and talent development.
Novartis has solid work/life benets and mandatory diversity
training for its entire workforce, held every month for more than a
day. The company has a strong formal mentoring program with a
cross-cultural component.
Forty percent of its philanthropic endeavors go to multicul-
tural charities, including the National Gay and Lesbian Chamber of
Commerce, Employment Horizons, Pathways to Independence, and
Cerebral Palsy of North Jersey.
ANDR WYSS
HEAD, PHARMA
NORTH AMERICA,
PRESIDENT, NOVARTIS
PHARMACEUTICALS
CORP.
IVAN SEIDENBERG
CHAIRMAN AND CEO
MARILYN PRIESTLEY
VICE PRESIDENT AND
HEAD OF DIVERSITY &
INCLUSION
MAGDA YRIZARRY
VICE PRESIDENT,
WORKPLACE CULTURE,
DIVERSITY AND
COMPLIANCE
21
22
June_21-30.R1.indd 62 8/5/11 12:50 PM
The ING Foundation is privileged to support Americas diverse communities.
In a culture of inclusiveness, all people are afforded a chance to fulfill their
potential. At ING, we believe that our society is strengthened when we celebrate
diversity by taking advantage of our unique differences.
For more information on our Partners In Empowerment opportunities,
please visit: www.ing-usafoundation.com.
Your future. Made easier.
Products and services are offered through the ING family of companies. Please log on to http://ing.us for information regarding other products and services offered through the ING
family of companies. Not all products available in all locations. 2011 ING North America Insurance Corporation. Cn65414052011
By joining our different backgrounds,
we create a better future.
June.2011 Ads.indd 20 6/27/11 9:09 AM
INDUSTRY
Professional,
Scientic and
Technical Services
MAIN COMPETITORS
IBM Corp., EDS,
Deloitte
U.S. HEADQUARTERS
New York
U.S. EMPLOYEES
30,864
GLOBAL EMPLOYEES
225,000
GLOBAL REVENUE
$23.09 billion
INDUSTRY
Pharmaceuticals
MAIN COMPETITORS
Merck & Co., Roche,
Sano-Aventis
U.S. HEADQUARTERS
Abbott Park, Ill.
U.S. EMPLOYEES
34,032
GLOBAL EMPLOYEES
90,000
GLOBAL REVENUE
$35.17 billion
NO. 7
The DiversityInc
Top 10 Companies
for Asian
Americans
DIVERSITYINC LISTS
ACCENTURE
ABBOTT
I
n its eighth year on the list, Abbott has a longstanding commit-
ment to diversity and inclusion and continues to demonstrate
a corporate culture that enhances talent development, work/
life benets and philanthropy.
The company has a strong mentoring program with a cross-
cultural component, and 50 percent of its managers participate, either
as mentors or mentees.
Abbott has a long list of work/life benets, including onsite child-
care, recreation clubs, legal discounts and referrals, health coaching and
assessments (both including spouses), and a phased retirement pro-
gram called Freedom to Work that allows employees 55 and older with
10 years of service to reduce or change their responsibilities without
impacting benets.
Abbott also has strong benets for lesbian and gay partners of
employees, including bereavement leave, adoption assistance, relocation
assistance, health-risk assessment and coaching, and long-term-care
insurance.
MILES D. WHITE
CHAIRMAN AND CEO
WILLIAM LEE
DIRECTOR, CORPORATE
DIVERSITY, INCLUSION &
COMPLIANCE
COMPANY FACTS
COMPANY FACTS
LEADERSHIP
LEADERSHIP
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t Accenture, the responsibility for cultivating diversity
and fostering an inclusive environment, both globally and
domestically, begins with its most senior leaders.
Under the guidance of LaMae Allen deJongh, managing
director of U.S. human capital and diversity, Accenture
continues to embed diversity and inclusion into its culture.
Former Chairman and CEO Bill Green, who stepped down Jan. 1,
clearly communicated his deep commitment to diversity and inclusion,
personally signing off on executive compensation tied to diversity, meet-
ing regularly with employee-resource groups, personally reviewing and
signing off on diversity metrics and progress, and regularly using the
company intranet to communicate diversity commitment.
The company leverages targeted company-wide diversity training
that is mandatory for the entire workforce. This year, the company is
introducing new diversity training and development programs, including
an Early Warning Indicator. The objective of the Early Warning Indicator process is to provide
early visibility to Black employees who may be on a downward performance trend or are at
risk for a low performance rating. At risk individuals are agged on a monthly basis to ensure
they are getting the mentoring and coaching they need to increase their chances of success.
Accenture has an extremely strong mentoring and coaching program, which involves all of
its managers. The company states that 100 percent of the organization has access to its men-
toring programs and 100 percent of its employee population participates in the program. The
program has a cross-cultural component, offers training for both mentors and mentees, and
includes metrics and formal follow-up to assess results.
PIERRE NANTERME
CEO
LAMAE ALLEN
DEJONGH
MANAGING DIRECTOR,
U.S. HUMAN CAPITAL &
DIVERSITY
64 DiversityInc
23
24
June_21-30.R1.indd 64 8/5/11 12:51 PM
Everyone brings something different to Marriott.
Marriott International welcomes people from everywhere. All walks of life. We believe
embracing differences makes Marriott a great place to work, conduct business and stay.
2011 Marriott International, Inc.
FIND YOUR WORLD
SM
June.2011 Ads.indd 3 5/3/11 10:15:33 AM
INDUSTRY
Consumer Goods
MAIN COMPETITORS
Johnson & Johnson,
Kimberly-Clark,
Unilever
U.S. HEADQUARTERS
Cincinnati
U.S. EMPLOYEES
34,339
GLOBAL EMPLOYEES
127,000
GLOBAL REVENUE
$78.94 billion

PROCTER&GAMBLE
COMPANY FACTS
LEADERSHIP
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NO. 9
10 Companies for
Recruitment & Retention
NO. 5
Companies for Latinos
NO. 9
Companies for Asian Americans
NO. 5
The DiversityInc
Executive Women
NO. 6
Companies for People With
Disabilities
NO. 8
Companies for Global Diversity
P
rocter & Gamble (P&G) is a long-time leader in diversity,
both globally and domestically. The company was hon-
ored with DiversityIncs Top Company for Global Cultural
Competence award in 2010.
CEO commitment is frm. Chairman and CEO Bob
McDonald personally signs off on executive compensation tied to
diversity, chairs and appoints members to the diversity council,
meets quarterly with the council and with ERGs, personally signs off
on goals and achievements for supplier diversity and regularly uses
the intranet to communicate diversity commitment. He also holds a
senior advisory position in the U.S.-China Business Council and the
UNCF.
In addition, P&G has a very diverse board of directors. Of its 11
board members, two are Black, one is Asian, one is Latino and four are women.
The company has a strong mentoring program with a cross-cultural component, and 60
percent of its employees and 65 percent of its managers, including the top three levels of senior
management, participate in the program either as mentors or mentees.
Thirty percent of the companys philanthropy is directed toward multicultural nonproft
groups, including the League of United Latin American Citizens, the Hispanic Scholarship
Fund, National Council of La Raza, UNCF and the Congressional Black Caucus.
LEADERSHIP
BOB MCDONALD
CHAIRMAN AND CEO
PAT HEMINGWAY HALL
PRESIDENT AND CEO
LINDA
CLEMENT-HOLMES
CHIEF DIVERSITY
OFFICER
CAROLYN CLIFT
SENIOR VICE
PRESIDENT AND CHIEF
DIVERSITY OFFICER
INDUSTRY
Health Insurance
MAIN COMPETITORS
Aetna, CIGNA
U.S. HEADQUARTERS
Chicago
U.S. EMPLOYEES
16,167
HEALTH CARE
SERVICE CORP.
A
long-time DiversityInc Top 50 company, this is Health
Care Service Corp.s seventh year on the list. The com-
pany continues to show consistent strength in the four
areas measured by DiversityInc.
Health Care Service Corp. (HCSC) offers its employees
solid benefts, including coverage for children up to age 26, adoption
assistance, job sharing, dependent-care benefts (including childcare and eldercare), lactation
programs, onsite religious accommodations such as prayer rooms, and subsidized membership in
wellness or ftness facilities.
The company, which operates Blue Cross and Blue Shield plans in Illinois, New Mexico,
Oklahoma and Texas, has 16 employee-resource groups that play a key role in educating the
workforce on diversity, inclusion and cross-cultural knowledge.
The company is also committed to supplier diversity, with almost 13 percent of its Tier I
(direct contractor) procurement going to minority-owned business enterprises (MBEs) and
women-owned business enterprises (WBEs). In addition, Health Care Service Corp. spon-
sors supplier-diversity business conferences for WBEs and MBEs and has a minority vendor-
recruitment program that helps local minority-owned businesses.
COMPANY FACTS
66 DiversityInc
DIVERSITYINC LISTS
25
26
BRING YOUR IDEAS AND PASSION.
BRING ALL OF WHO YOU ARE.
BRING YOUR DIVERSE PERSPECTIVES.
Bring it!
Youre bristling with ingenuity. Crackling with creativity.
Inspired by the thrill, the realization of seeing your ideas
through, from explosions of brilliance in the mind to powerful
instruments of communication and connectivity. And with
Verizon, youll nd a dynamic environment that thrives on the
diverse perspectives and unique contributions of each and
every one of its team members and puts you in a position to
effect positive change, locally and globally.
Take the lead at yourverizoncareer.com. You can also like us on
Facebook at facebook.com/verizoncareers for information on
career opportunities and upcoming events.
Careers For Everything You Are
Verizon is an equal opportunity employer m/f/d/v.
June.2011 Ads.indd 11 5/3/11 10:17:46 AM
INDUSTRY
Consumer Products
MAIN COMPETITORS
Dannon, Kellogg
Co., Kraft Foods
U.S. HEADQUARTERS
Minneapolis
U.S. EMPLOYEES
16,970
GLOBAL EMPLOYEES
33,000
GLOBAL REVENUE
$14.88 billion
GENERAL MILLS
COMPANY FACTS
LEADERSHIP P
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G
eneral Mills moves up two spots on the DiversityInc
Top 50 list this year. Making its seventh appearance on
the list, this company continues to build a diverse and
inclusive workplace through its successful mentoring
program and active employee-resource groups.
The company has 31 ERGs, which include an American Indian
Council, Consumer Insights Diversity Council, Customer Service
Center Diversity Council, Sales Diversity Council, Bettys Family
(LGBT employees) and Black Senior Leaders in Marketing Diversity
Groups. The company uses its ERGs to encourage, assess and imple-
ment diversity-training initiatives.
General Mills has a long history of mentoring, both informal and
formal. The company has 16 different mentoring programs, some
of which have been in force for more than 10 years. The company
formally evaluates mentoring relationships every six months and
communicates the benets of mentoring internally.
The company also has a formal succession-planning program for
Blacks, Latinos, Asians and American Indians and formal diversity
metrics to monitor and advance its diversity efforts.
Thirty-four percent of its philanthropic endeavors are directed
toward ethnic, LGBT and/or disability nonprots.
KEN POWELL
CHAIRMAN AND CEO
JEFF BEWKES
CHAIRMAN AND CEO
KEN CHARLES
VICE PRESIDENT OF
GLOBAL DIVERSITY
AND INCLUSION
LISA GARCIA-QUIROZ
SENIOR VICE
PRESIDENT,
CORPORATE
RESPONSIBILITY AND
DIVERSITY
INDUSTRY
Media &
Entertainment
MAIN COMPETITORS
NBC Universal,
The Walt Disney Co.
U.S. HEADQUARTERS
New York
U.S. EMPLOYEES
21,712
GLOBAL EMPLOYEES
31,000
GLOBAL REVENUE
$26.89 billion
TIME WARNER
I
n its second year on the list, Time Warner moves up 11
spots for its broad and inclusive approach to creating a
diverse workplace. The company gets high marks for its
leadership commitment, its strong network of employee-
resource groups, and its formal cross-cultural mentoring and
diversity-training programs.
Time Warner Chairman and CEO Jeff Bewkes regularly participates
in employee-resource-group events and internship programs, person-
ally signs off on goals and achievements for supplier diversity and regu-
larly uses the company intranet to personally communicate diversity
commitment. The company ties 30 percent of executive bonuses to
diversity goals.
The company has 29 ERGs that are used to identify and nurture
management talent, augment marketing efforts, on-board new employ-
ees and assist in diversity training, talent development and mentoring
initiatives. Time Warner also has an ERG Leadership Council, which
consists of the chairs of each ERG at every division and in every region
in North America who share and communicate best practices.
The company also excels at positioning diversity on its corporate
website, featuring images and/or videos or text to specically address
Blacks, Latinos, Asians, American Indians, the LGBT community and
people with disabilities.
LEADERSHIP
68 DiversityInc
COMPANY FACTS
27
28
June_21-30.R1.indd 68 8/9/11 5:05 PM
You can expect a lot from a career at
Target. A great culture. Incredible
opportunity. A community-focused
company. And one of the most powerful
brands in the world. Your best is just ahead.
To learn more, visit Target.com/careers.
X
Expect the Best
Target.com/careers
expect
to lead
2011 Target Brands, Inc. The Bullseye Design and Target are
registered trademarks of Target Brands, Inc. All rights reserved. 441450
Stacey F.
Corporate
June.2011 Ads.indd 18 8/8/11 10:16 AM
INDUSTRY
Professional
Services
MAIN COMPETITORS
Deloitte, Ernst &
Young, PwC
U.S. HEADQUARTERS
Montvale, N.J.
U.S. EMPLOYEES
20,540
GLOBAL EMPLOYEES
138,000
GLOBAL REVENUE
$20.63 billion
NO. 1
The DiversityInc
Top 10 Companies
for LGBT
Employees
NO. 2
The DiversityInc
Top 10 Companies
for People With
Disabilities
NO. 6
The DiversityInc
Top 10 Companies
for Global Diversity
KPMG
LEADERSHIP
DIVERSITYINC LISTS
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his professional-services rm has
been making excellent strides in the
most competitive industry for diversity
management under the U.S. efforts of Kathy Hannan, nation-
al managing partner, diversity and corporate social responsibility.
KPMG gives all of its partners annual diversity objectives. In addi-
tion, the performance-management system is set up so that a partners
activities in diversity-specic roles (such as being a member of the
Diversity Advisory Board or a Diversity Network leader) are recognized
and accounted for during all performance reviews and compensation
decisions.
The very active Diversity Advisory Board, which includes three
external members from academia, business and diversity advocacy,
is comprised of the partners who serve as co-chairs of the employee-
driven Diversity Networks. The Diversity Advisory Board meets quar-
terly in person and more often virtually. It has a rm-wide scorecard
to set diversity goals, track progress of diversity initiatives, and help
implement and prioritize diversity objectives.
The rm has a very strong cross-cultural mentoring program, avail-
able to all managers. Engagement, retention and promotion for mentees
are compared against that of those who didnt participate. KPMG has
world-class employee-resource groups, with more than 43 percent of its
U.S. employees participating. The groups, available at all U.S. locations,
are vital to talent development at the rm.
JOHN VEIHMEYER
CHAIRMAN AND CEO
KATHY HANNAN
NATIONAL MANAGING
PARTNER, DIVERSITY
AND CORPORATE
SOCIAL RESPONSIBILITY
LISA MINK
EXECUTIVE DIRECTOR,
GLOBAL DIVERSITY
AND INCLUSION
INDUSTRY
Electronic
Computer
Manufacturing
MAIN COMPETITORS
HP, IBM Corp.
U.S. HEADQUARTERS
Round Rock, Texas
U.S. EMPLOYEES
36,161
GLOBAL EMPLOYEES
103,300
GLOBAL REVENUE
$61.49 billion
DELL
fter two years on DiversityIncs 25 Noteworthy Companies list,
Dell has made it onto the DiversityInc Top 50, in the middle
of a highly competitive pack. The company has been evaluat-
ing and revamping its diversity-management efforts in the
past year, and the results of initiatives put in place earlier
coming to fruition and a key push have been paying off.
Dells efforts to dramatically increase participation in its seven
employee-resource groups and to enhance the value of these groups to
its business goals are paying off, as is its emphasis on accountability and
measurable goals linked to diversity-management results. The company
measures the impact of ERGs in several ways, including the number of
members trained through the ERGs, related talent acquisition and on-
boarding of new employees, partnerships with community organizations
and employee engagement of members versus non-members.
Its management demographics, particularly for women, are showing
improvement. As its cross-cultural mentoring program becomes even
more consistent across the organization and diversity in succession plan-
ning is more prominent, the human-capital demographics should show
even more progress.
Supplier diversity continues to be a strength for Dell, with more than
20 percent of Tier I (direct contractor) procurement spent with minority-
owned business enterprises.
MICHAEL DELL
CHAIRMAN AND CEO
LEADERSHIP
ACCEPTING AWARD FOR TOP COMPANY FOR TALENT PIPELINE AT OUR NOV. 910
EVENT: JOHN VEIHMEYER, CHAIRMAN AND CEO
70 DiversityInc
30
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COMPANY FACTS 2
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29
June_21-30.R1.indd 70 8/5/11 12:53 PM
HONORING
Mchee and Rob Rener wes Fargo
2011 Student Advocate of the Year
The sevenLh annua gaa n Los Angees Lo benefL Lhe 0ay, Lesban & SLraghL
EducaLon NeLwork and honor Lhe ndvdua and corporaLe eaders who have heped
prope 0LSEN`s vson Lo make schoos safe for a Amerca`s sLudenLs.
FOR MORE INFORMATION | glsen.org | glsen@stampeventco.com
GREAT CORPORATE VISIBILITY JOIN US
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June.2011 Ads.indd 32 7/6/11 9:33 AM
INDUSTRY
Financial Services
MAIN COMPETITORS
American Express
Co., Visa
U.S. HEADQUARTERS
Purchase, N.Y.
U.S. EMPLOYEES
3,400
GLOBAL EMPLOYEES
5,600
GLOBAL REVENUE
$5.54 billion
COMPANY FACTS
LEADERSHIP
LEADERSHIP
MASTERCARD
WORLDWIDE
BOOZ ALLEN HAMILTON
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INDUSTRY
Management
Services
MAIN COMPETITORS
Accenture, Deloitte
U.S. HEADQUARTERS
McLean, Va.
U.S. EMPLOYEES
24,345
GLOBAL EMPLOYEES
23,500
GLOBAL REVENUE
$5.59 billion
COMPANY FACTS
I
n its rst time participating, Booz Allen Hamilton makes
the list with strong supplier diversity as well as good
diversity-management initiatives, including robust
employee-resource groups.
The company tells us it has ratcheted up its diversity initiatives
in the last two years. Its mentoring program includes a senior mentoring
program, an online program, mentoring circles by region and mentoring
circles by constituency group with its employee-resource groups.
There are 14 employee-resource groups, which Booz Allen Hamilton
calls employee diversity forums, and more than half its employees are
members of these groups. The groups are used for talent development,
on-boarding and to assist in diversity-training efforts. These include
groups for people with disabilities, veterans, a Rising Leaders group, a
Parents Forum and a Middle East North Africa Forum. The success of
these groups is measured in a variety of ways, including talent sourc-
ing, community involvement and results of the companys employee-
engagement survey.
Booz Allen Hamilton has a strong supplier-diversity program, with
12.3 percent of Tier I (direct contractor) procurement spent with
minority-owned business enterprises (MBEs) and 11.8 percent spent
with women-owned business enterprises (WBEs). In addition, the com-
pany provides training and nancial education for MBEs and WBEs and
ties procurement compensation to diversity goals.
A
much-improved MasterCard comes back to the
DiversityInc Top 50 list. Chief Diversity Ofcer
Donna Alligood Johnsons efforts at gaining senior
leadership buy-in and improving the human-capital
demographics are showing results, especially in the
management levels of the organization.
The executive diversity council, chaired by General Counsel Noah
Hanft, signs off on diversity goals and meets monthly, with employee-
resource-group leaders included.
MasterCard is working hard on talent development. The company
has an increasingly strong mentoring program, in which 50 percent of
its managers participate. The mentoring initiative, which has a cross-
cultural component, is consistent across the entire organization and
involves the most senior leadership, the CEO and his direct reports. It
includes mentoring for new hires, peer mentoring and virtual mentor-
ing. The relationships are evaluated annually.
MasterCard has 12 employee-resource groups, which it calls
business-resource groups. More than half the employees are members
of these groups, which are company-funded and are used for recruit-
ment, talent development, on-boarding of new employees and
mentoring.
The company also has a long history of multicultural philanthropy,
with partnerships with several organizations, including the UNCF, the
Hispanic College Fund, and the Boys & Girls Clubs.
AJAY BANGA
PRESIDENT AND CEO
DR. RALPH W. SHRADER
CHAIRMAN AND CEO
DONNA ALLIGOOD
JOHNSON
CHIEF DIVERSITY
OFFICER
BETTY THOMPSON
SENIOR VICE PRESIDENT
AND CHIEF HUMAN
RESOURCES OFFICER
72 DiversityInc
31
32
June_31-40.R2.indd 72 8/5/11 1:02 PM
For over 75 years, Health Care Service Corporation has been meeting the needs of diverse families and
communities every day. Each of our employees, members, providers and suppliers is honored to be working
closely with these families, and we appreciate their commitment in making HCSC the name more generations
trust. Together as a team, it is our mission to help every individual live a healthy and inspired life.
:KHQ\RXUPLVVLRQLVWRKHOSNHHSLQGLYLGXDOVKHDOWK\\RXDSSUHFLDWHLQGLYLGXDOLW\
Health Care Service Corporation has a long history of meeting the needs of diverse families and communities. We seek
employees and participating providers who are dedicated to working closely with these families, and also seek diverse suppliers
from these communities. Our commitment to diversity and inclusion makes HCSC a company more people of all generations
trust. We continue to help diverse individuals and families in the communities we serve live healthy and inspired lives.
'LYHUVLW\LVVRPHWKLQJZHYHDOZD\VKHOGFORVH
E E
Divisions of Health Care Service Corporation, a Mutual Legal Reserve Company, an Independent Licensee of the Blue Cross and Blue Shield Association.
June.2011 Ads.indd 12 5/4/11 11:59:48 AM
INDUSTRY
Consumer Products
MAIN COMPETITORS
Clorox, Procter &
Gamble, Unilever
U.S. HEADQUARTERS
Racine, Wis.
U.S. EMPLOYEES
3,135
GLOBAL EMPLOYEES
12,000
GLOBAL REVENUE
$8.96 billion
INDUSTRY
Hospitality
MAIN COMPETITORS
Hilton Hotels
Corp., Hyatt
Corp., Marriott
International
U.S. HEADQUARTERS
White Plains, N.Y.
U.S. EMPLOYEES
48,000
GLOBAL EMPLOYEES
145,000
GLOBAL REVENUE
$5.07 billion
NO. 2
The DiversityInc
Top 10 Companies
for Asian Americans
NO. 10
The DiversityInc
Top 10 Companies
for People With
Disabilities
DIVERSITYINC LISTS
SC JOHNSON
STARWOOD HOTELS &
RESORTS WORLDWIDE
N
ow in its eighth year on the list, Starwood has been a
mainstay in the DiversityInc Top 50. The hospitality
company has created a diverse and inclusive workplace
culture, offering its employees strong formal mentoring
programs and solid work/life benets.
Those include onsite childcare, the ability to work from home and/or
telecommute, adoption assistance, exible hours, job sharing, paternity
leave, sign-language courses, onsite religious accommodations, and
shuttle service from the train station to the ofce. The company also
offers excellent benets for same-sex domestic partners of employees.
The company has a strong history of community philanthropy, with
50 percent of philanthropy directed toward ethnic, LGBT and disability
nonprot groups including the National Business Disability Council,
Hispanic Scholarship Fund, Organization of Chinese Americans and the
National Gay and Lesbian Chamber of Commerce.
President and CEO Frits van Paasschen personally signs off on
executive compensation tied to diversity and personally communicates
his enthusiasm for diversity on the companys intranet. He also chairs
the diversity council, which meets quarterly. The council is made up of
senior leaders, and its role is to partner with other company leaders to
drive the companys diversity strategy forward.
FRITS VAN PAASSCHEN
PRESIDENT AND CEO
COMPANY FACTS
COMPANY FACTS
LEADERSHIP
LEADERSHIP
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C Johnson moved up eight spots on the DiversityInc Top 50
list this year. The move reects the companys commitment
to recruiting, retaining and promoting talent from tradi-
tionally underrepresented groups, particularly employees
with disabilities, as well as its strong work/life benets.
Chairman and CEO Fisk Johnson, the fth generation of his family
to lead the company, appoints members of the diversity council, meets
regularly with employee-resource groups and signs off on diversity met-
rics and progress.
The company has solid work/life benets including onsite childcare,
alternative career tracks for parents or others with long-term family-
care issues, retirement transition (such as part-time or virtual work),
paternity leave, dependent-care benets (including eldercare), lactation
programs, and paid time for volunteering, community outreach and
professional-association activities.
The company also has a strong commitment to its LGBT employees, offering a host of same-
sex domestic-partner benets, including 401(k), bereavement leave, adoption assistance and fam-
ily medical leave.
SC Johnson has 11 employee-resource groups and uses them for recruitment, talent devel-
opment and marketing. Forty-ve percent of its employees are members of more than one of
these groups.
FISK JOHNSON
CHAIRMAN AND CEO
MARIA L. CAMPBELL
DIRECTOR OF
DIVERSITY
74 DiversityInc
33
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June_31-40.R2.indd 74 8/5/11 1:06 PM
31
5
c
Recognizing and promoting diversity means having an appreciation for diference. At Wells Fargo,
we welcome and value the insights and perspectives drawn from unique life experiences. It is those
distinctive viewpoints that provide us with the fresh thinking we need to help all our customers
reach their nancial goals.
When individuals succeed, communities thrive.
wellsfargo.com
2011 Wells Fargo Bank, N. A. All rights reserved. Member FDIC. (476001_01431)
With you when you see through the eyes of many
May.2011 Ads.indd 22 3/31/11 2:48:24 PM
INDUSTRY
Retail
MAIN COMPETITORS
Kohls, Macys
U.S. HEADQUARTERS
Plano, Texas
U.S. EMPLOYEES
171,004
NO. 7
The DiversityInc
Top 10 Companies
for Latinos
JCPENNEY
COMPANY FACTS
LEADERSHIP
LEADERSHIP
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here are good reasons JCPenney was named
DiversityIncs Top Company for Diversity-Management
Progress at our event in November 2010. The keen
involvement of Chairman and CEO Mike Ullman, who
heads the diversity council, has been instrumental in
JCPenneys rise as a diversity-management leader in the retail sec-
tor and throughout corporate America.
In its second year on the list, JCPenney jumps 11 spots. The com-
panys workforce-diversity gains are reected in the increased efforts
to reach multicultural customers and in the alignment of diversity-
management efforts with supplier diversity and philanthropy.
JCPenney is using its associate-resource groups in the eld, where it
has created regional councils to understand specic customer markets.
Building community is critical to this company, which gives 60 percent
of its philanthropic allocations to multicultural nonprots, including
the UNCF and several charities in the Dallas area.
JCPenney is a strong believer in diversity training. Its Diversity &
Inclusion Training is both stand-alone and incorporated into
other training for its employees. The training is mandatory for the
entire workforce.
For this company, culturally competent customer service is essen-
tial to business goals. As Ullman said when accepting the Diversity-
Management Progress award: Our entire focus on customer
satisfaction has been about associate engagement.
MYRON E. (MIKE)
ULLMAN III
CHAIRMAN AND CEO
ANGELA BRALY
CHAIR, PRESIDENT
AND CEO
KATHRYN COLLINS
VICE PRESIDENT,
INCLUSION & DIVERSITY
AND RECRUITING
LINDA JIMENEZ
VICE PRESIDENT
AND CHIEF
DIVERSITY OFFICER
INDUSTRY
Health Insurance
MAIN COMPETITORS
Aetna, CIGNA,
UnitedHealth
Group
U.S. HEADQUARTERS
Indianapolis
U.S. EMPLOYEES
N/A
WELLPOINT
W
ellPoint moves up 14 spots on the list this year.
The huge jump reects WellPoints contin-
ued commitment to diversity, especially talent
development.
Chair, President and CEO Angela Braly is deeply
committed to diversity, and together with Linda Jimenez, vice president
and chief diversity ofcer, is leading the effort to integrate diversity
management throughout the company.
A strong focus has been to increase the number of people from
traditionally underrepresented groups in its leadership ranks through
talent development and mentoring. In recent years, WellPoint has
introduced a number of diversity initiatives to encourage more diverse
hiring and recruitment strategies, especially with women and people
with disabilities.
WellPoint has seven employee-resource groups that serve as an
important talent-development venue, helping to identify and groom
talent that may not have been identied through the companys formal
succession planning. In addition, the companys ERGs work collabora-
tively in the design and implementation of programs that are speci-
cally geared toward leadership skills and competency.
Seventy percent of the companys philanthropic endeavors are
directed toward ethnic, LGBT and/or disability nonprot groups.
76 DiversityInc
COMPANY FACTS
35
36
June_31-40.R2.indd 76 8/5/11 1:09 PM
2010 Starwood Hotels &Resorts Worldwide, Inc.
All rights reserved.
Starwood Hotels & Resorts nine internationally renowned brands can
accommodate you in comfort and style no matter where travel takes you.
From opulence to convenience, approachability to cutting-edge cool, our brands
are designed to enhance the lifestyles of our guests. Discover what awaits you.
Visit starwoodhotels.com and explore our 1000 hotels
and resorts around the globe.
HOTELS FROM LEFT
Sheraton Gambia Hotel Resort & Spa, Gambia
Aloft Philadelphia Airport, USA
Le Mridien Angkor, Cambodia
the world is yours
June.2011 Ads.indd 42 7/11/11 11:15 AM
INDUSTRY
Aerospace
MAIN COMPETITORS
Boeing Co.,
General Dynamics,
Lockheed
Martin Corp.
U.S. HEADQUARTERS
Los Angeles
U.S. EMPLOYEES
120,000
GLOBAL EMPLOYEES
75,000
GLOBAL REVENUE
$34.76 billion
NORTHROP
GRUMMAN CORP.
NO. 4
The DiversityInc
Top 10 Companies
for Blacks
DIVERSITYINC LISTS
NO. 4
The DiversityInc
Top 10 Companies
for Latinos
DIVERSITYINC LISTS
COMPANY FACTS
LEADERSHIP
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n its second year on the list, Northrop Grumman moves up 10
spots as its clear leadership commitment and improving human-
capital demographics demonstrate the growing importance of
diversity to this organization.
Supported by Sylvester Mendoza, director of diversity and inclu-
sion, Northrop Grummans efforts rely heavily on accountability for diver-
sity results. CEO and President Wes Bush takes a visible role, signing off on
executive compensation tied to diversity, regularly communicating its value
internally and externally, and meeting with employee-resource groups.
The company has a strong succession-planning program that includes
women, Blacks, Latinos, Asians and American Indians for positions at the
top two levels of management. In cases where there are no clear candi-
dates from these groups, it is expected that future talent be identied to
move into these groups.
Northrop Grumman has 32 employee-resource groups, some in exis-
tence for more than a decade, including groups for people with disabili-
ties, veterans, women engineers and new hires. The groups are used for
recruitment, talent development, on-boarding of new employees, mentor-
ing and diversity training. Their success is measured through retention,
engagement, promotions and community-outreach efforts.
More than 50 percent of the companys philanthropy goes to multicul-
tural organizations, including Great Minds in STEM, the Martin Luther
King Memorial, and the Jackie Robinson Scholarship Foundation.
WES BUSH
CEO AND PRESIDENT
GARY BUTLER
PRESIDENT AND CEO
SANDRA EVERS-MANLY
VICE PRESIDENT,
CORPORATE
RESPONSIBILITY
TARA AMARAL
CHIEF DIVERSITY
OFFICER AND VICE
PRESIDENT OF TALENT
ACQUISITION
INDUSTRY
Business Software
& Services
MAIN COMPETITORS
Administaff,
Paychex
U.S. HEADQUARTERS
Roseland, N.J.
U.S. EMPLOYEES
30,545
GLOBAL EMPLOYEES
47,000
GLOBAL REVENUE
$8.93 billion
ADP
( AUTOMATIC DATA PROCESSING)
N
ow in its second year on the list, the company demon-
strates progressive leadership and a strong commit-
ment to creating a diverse and inclusive workplace.
Under President and CEO Gary Butler and Chief
Diversity Ofcer and Vice President of Talent Acquisition
Tara Amaral, ADP has emerged as a leader in talent development,
employee-resource groups and creating an inclusive workplace.
Butler chairs the Executive Diversity Council, a group of senior
executives who set ADPs overall diversity-management direction and
support and promote diversity and inclusion initiatives at every level.
Diversity goals are part of ADPs executive performance reviews, and
a percentage of their bonuses are tied to diversity results.
In the human-capital sector, ADP offers its employees a solid
work/life-benets package, including exible work arrangements,
onsite childcare, tuition assistance, onsite passport renewal, a mobile
beauty salon, shoe shiners, onsite DVD rentals, a mobile vision center,
wellness/quiet rooms or new-mothers rooms, and free video confer-
encing to faraway family members during the holidays.
ADP also operates nine medical clinics that focus on prevention
and cultivating a healthier lifestyle for its employees. Those
clinics employed more than 30 doctors and nurses.
ACCEPTING AWARD AT OUR NOV. 910 EVENT
GARY BUTLER, PRESIDENT AND CEO
78 DiversityInc
COMPANY FACTS
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AW
A
R
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TOP
COMPANY FOR
Working
Families
37
38
June_31-40.R2.indd 78 8/5/11 1:10 PM
At Kellogg, our success comes from people.
Their unique ideas, drawn from diverse perspectives, are what strenghen the character of our company.
Were always looking for character.
, TM, 2011 Kellogg NA Co.
To explore your opportunities, visit www.kelloggcareers.com
June.2011 Ads.indd 36 7/8/11 9:17 AM

LEADERSHIP
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INDUSTRY
Drug
Manufacturing
MAIN COMPETITORS
GlaxoSmithKline,
Pzer,
Sano-Aventis
U.S. HEADQUARTERS
Indianapolis
U.S. EMPLOYEES
16,892
GLOBAL EMPLOYEES
38,350
GLOBAL REVENUE
$23.08 billion
ELI LILLYAND CO.
NO. 2
The DiversityInc
Top 10 Companies
for LGBT
Employees
NO. 10
The DiversityInc
Top 10 Companies
for Asian
Americans
I
n its second year competing, Eli Lilly and Co. has moved off
DiversityIncs 25 Noteworthy Companies list.
The company demonstrates top-notch work/life benets
including onsite childcare; telecommuting; exible hours; job
sharing; dependent-care benets; paid paternity leave; onsite
medical services at no cost to employees, dependents and domestic
partners; personal ambulatory care through staff physicians, psycholo-
gists and nurses; unpaid dependent-care leave for up to three years;
paid parent leave for new fathers and adoptive and foster parents; and
up to 16 weeks of maternity leave.
At Lilly, diversity goals are part of executive performance reviews.
Raises, bonuses and stock are tied to successful results. Chairman,
President and CEO John Lechleiter personally signs off on compen-
sation tied to diversity metrics and progress goals and achievements
for supplier diversity. He meets regularly with employee-resource
groups, has a personal quote about diversity on the corporate website
and regularly uses the company intranet to communicate diversity
commitment.
Lilly has a solid supplier-diversity infrastructure. The company pro-
vides nancial assistance and training to diverse suppliers. Diversity is
included in its RFPs, and procurement-management compensation is
tied to results.
PAT CRAWFORD
SENIOR VICE
PRESIDENT AND HEAD
OF DIVERSITY AND
INCLUSION
INDUSTRY
Financial Services
MAIN COMPETITORS
Bank of America,
Citi, U.S. Bancorp
U.S. HEADQUARTERS
San Francisco
GLOBAL EMPLOYEES
280,000
GLOBAL REVENUE
$93.25 billion
WELLS FARGO & CO.
S
uccessfully merging two corporate cultures is never easy,
but the union of Wells Fargo and Wachovia was denitely
one made in diversity-management heaven. Both compa-
nies had a long history on this list and had different, and
complementary, diversity-management strengths.
The new Wells Fargo is an improving diversity company, led by
Pat Crawford, senior vice president, head of diversity and inclusion.
The rejuvenated executive diversity council, chaired by Chairman,
President and CEO John Stumpf, is improving its methods of holding
people accountable for diversity goals and measuring diversity suc-
cess. The Wells Fargo board is diverse as well. The 15-member board
has four women and one Black, one Latino and one Asian member.
Wells Fargo continues to be a leader in its outreach to multicul-
tural communities, especially the Asian, Latino and LGBT commu-
nity. Using social media and other marketing techniques, the bank has
made strong inroads to these communities, and more than 36 percent
of its advertising budget goes to multicultural media.
Wells Fargo has a long history of philanthropy to multicul-
tural nonprots, including GLSEN (the Gay, Lesbian and Straight
Education Network), the American Foundation for the Blind,
DesertArc, the Gay & Lesbian Alliance Against Defamation and the
National Gay and Lesbian Task Force.
JOHN STUMPF
CHAIRMAN, PRESIDENT
AND CEO
COMPANY FACTS
JOHN LECHLEITER
CHAIRMAN,
PRESIDENT AND CEO
SHAUN HAWKINS
CHIEF DIVERSITY
OFFICER
LEADERSHIP
80 DiversityInc
DIVERSITYINC LISTS
COMPANY FACTS
39
40
June_31-40.R2.indd 80 8/5/11 1:12 PM
June.2011 Ads.indd 25 6/28/11 10:04 AM
INDUSTRY
Agriculture
MAIN COMPETITORS
BASF, Bayer
CropScience,
Syngenta
U.S. HEADQUARTERS
St. Louis
U.S. EMPLOYEES
10,300
GLOBAL EMPLOYEES
21,400
GLOBAL REVENUE
$10.50 billion
COMPANY FACTS
LEADERSHIP
LEADERSHIP
MONSANTO CO.
ROCKWELL COLLINS
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INDUSTRY
Aerospace/Defense
MAIN COMPETITORS
Honeywell
Aerospace,
Raytheon
U.S. HEADQUARTERS
Cedar Rapids, Iowa
U.S. EMPLOYEES
16,704
GLOBAL EMPLOYEES
20,000
GLOBAL REVENUE
$4.67 billion
COMPANY FACTS
L
ast November, while accepting DiversityIncs special
award as the Top Company for Community Development,
Rockwell Collins Chairman, President and CEO Clay
Jones told our audience he was absolutely determined to
have his company earn a spot on the DiversityInc Top 50.
He did it, with the help of the diversity staff and growing
enthusiasm from the managerial ranks. That enthusiasm is spurred by
Jones, who has been the driving force in making this Cedar Rapids,
Iowabased defense contractor a major player in the diversity-
management world.
Jones meets with employee-resource groups, signs off on executive
compensation tied to diversity, chairs the executive diversity coun-
cil, communicates the business relevance of diversity to internal and
external stakeholders, and spearheaded the creation of Diversity Focus,
a nonprot in Cedar Rapids.
The results are paying off in improving demographics. Talent development is a major focus,
with a strong mentoring program. The program is consistent across the organization and
includes Jones and his direct reports.
Rockwell Collins received the community-development award because of its history of phi-
lanthropy, especially with a multicultural perspective. Partnerships include The PhD Project,
the Society of Women Engineers, National Society of Black Engineers, Hispanic Engineer
National Achievement Awards Conference and Graduate Engineering and Science Fellowships
for Minorities.
41
42
M
onsanto continues its commitment to diversity
management and to building an increasingly
diverse and inclusive workplace.
With more than 20,000 employees across the
globe, Monsanto clearly states its values on its web-
site, saying it will listen carefully to diverse points of view and
engage in thoughtful dialogue to broaden our understanding, and
that it will respect the religious, cultural and ethical concerns of
people throughout the world.
The company supports eight employee-resource groups, includ-
ing groups for LGBT employees, veterans and people with disabili-
ties, and uses them extensively for recruitment, talent development
and marketing.
The company has a deep-rooted and consistent commitment
to philanthropy, especially in the St. Louis area where it is head-
quartered, and has initiated a host of programs aimed at external
audiences, such as supplier diversity, scholarships, university
partnerships, and other key relationships with organizations. These
include donations to St. Louis University, the UNCF, the Hispanic
Scholarship Fund, the St. Louis Public Schools Foundation,
the Hispanic Scholarship Fund, Insight St. Louis, and Missouri
Business Leadership Network.
HUGH GRANT
CHAIRMAN, PRESIDENT
AND CEO
CLAY JONES
CHAIRMAN, PRESIDENT
AND CEO
MICHELE HOLTON
CHIEF DIVERSITY
OFFICER
JACY HAEFKE
DIRECTOR, DIVERSITY
AND WORKFORCE
EFFECTIVENESS
82 DiversityInc
June_41-50.indd 82 8/5/11 4:03 PM
Merck is an equal opportunity employer
proudly embracing diversity in all of its manifestations.
At Merck, we embrace the individual differences each of us bring to the world. We believe that with the collective
backgrounds, experiences and talents of our employees, anything can be conquered. It is those unique qualities that give
us perspective to spark innovation and address unmet medical needs of people throughout the world.
Our professional culture is one of diverse, collaborative, and respectful individuals. Together we help deliver Merck
medicines to those who need them, impacting lives all around the globe. If youre ready to nd your place in the world of
Merck, learn more about us and see employee video proles at merckcareers.jobs/diversityinc.
Many backgrounds. Many cultures. Many perspectives.
One World. One Merck.
June.2011 Ads.indd 48 8/3/11 8:14 PM
INDUSTRY
Property &
Casualty Insurance
MAIN COMPETITORS
Farmers Insurance
Group, Progressive
Casualty Insurance
Co., State Farm
Mutual Automobile
Insurance Co.
U.S. HEADQUARTERS
Northbrook, Ill.
U.S. EMPLOYEES
33,221
GLOBAL EMPLOYEES
35,000
GLOBAL REVENUE
$31.40 billion
INDUSTRY
Retail
MAIN COMPETITORS
Costco Wholesale
Corp., Kmart Corp.,
Walmart
U.S. HEADQUARTERS
Minneapolis
U.S. EMPLOYEES
350,000
GLOBAL EMPLOYEES
355,000
GLOBAL REVENUE
$67.39 billion
ALLSTATE
INSURANCE CO.
TARGET CORP.
T
arget remains focused on driving its diversity goals and
building an inclusive culture. The company performed
well in all four areas measured on the DiversityInc Top
50 survey.
It has a strong mentoring program with a cross-cultural
component. Ninety percent of managers and 90 percent of employees
participate in the mentoring program.
Target has mandatory diversity training for its entire workforce, held
for half a day every month. The company has employee-resource groups
used for diversity recruitment, retention, talent development, supplier
diversity and to reach customers in the community. While ERGs are
currently available only to HQ employees, plans are in place to extend
the ERGs to eld operations in 2011.
In the area of philanthropy, Target has a long-standing and demon-
strated history in the communities it serves. Its current nonprot rela-
tionships include the UNCF, Hispanic Scholarship Fund, Management
Leadership Tomorrow, the Asian and Pacic Islander American
Scholarship Fund, American Indian Scholarship Fund, the Hispanic
Heritage Foundation Education Scholarship and the National Society of
Hispanic MBAs.
GREGG STEINHAFEL
CHAIRMAN, PRESIDENT
AND CEO
KIM STRONG
VICE PRESIDENT,
DIVERSITY AND
INCLUSION
COMPANY FACTS
COMPANY FACTS
LEADERSHIP
LEADERSHIP
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44
llstates story is one of a great comeback. A long-
time diversity leader, the company had fallen off the
DiversityInc Top 50 and has made it back this year.
The move is a testament to the companys continued
commitment to creating a diverse and inclusive work-
place, with strong work/life benets, employee-resource groups and
mandatory diversity-training programs.
Allstate has 21 employee-resource groups, which it says are instru-
mental in the development and enhancement of its diversity training.
Diversity training is mandatory for its entire workforce and is held
every month for one full day. Employee perceptions on diversity and
the work environment are measured through employee surveys.
Allstates Chairman, President and CEO Thomas J. Wilson regular-
ly communicates the importance of diversity through Allstate publica-
tions, videos and employee meetings, meets regularly with ERGs and
personally reviews and signs off on diversity metrics and programs as
well as goals and achievements for supplier diversity.
The company has solid work/life benets, including retirement
transition, dependent-care benets, onsite daycare, exible hours, the
ability to work from home and/or telecommute, job sharing, sub-
sidized membership in tness facilities, lactation programs, onsite
religious accommodations and adoption assistance.
THOMAS J. WILSON
CHAIRMAN, PRESIDENT
AND CEO
MICHAEL ESCOBAR
ASSISTANT VICE
PRESIDENT AND CHIEF
DIVERSITY OFFICER
84 DiversityInc
June_41-50.indd 84 8/5/11 1:14 PM
drives innovation and success
Kodaks commitment to diversity and inclusion touches customers,
consumers, employees, suppliers, shareholders, and more. While our
vision is global, we focus upon the distinctive cultures and communities
in which we live and work.
We champion diversity as a business imperative to help drive
innovation. Working together, we create technologies and services
that unleash the power of pictures and printing. Become part of our
pictureand join us on our journey to enrich peoples lives.
www.kodak.com/go/diversity
Eastman Kodak Company, 2010
Diversity &Inclusion
Jan2011 Ads.indd 14 2/18/11 4:40:32 PM
INDUSTRY
Communications
MAIN COMPETITORS
Comcast Corp.,
DirecTV, DISH
Network Corp.
U.S. HEADQUARTERS
New York
U.S. EMPLOYEES
47,445
TIME
WARNER CABLE
COMPANY FACTS
LEADERSHIP
LEADERSHIP P
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45
T
his is Time Warner Cables third year on the list, and the
commitment to diversity best practices by the compa-
nys senior leaders remains focused and strong.
Time Warner Cables Chairman and CEO Glenn Britt
personally signs off on executive compensation tied to
diversity, appoints members of the diversity council, meets regu-
larly with ERGs, has a personal quote about diversity on the corpo-
rate website, personally reviews and signs off on diversity metrics
and goals, and has a senior advisory position at the Emma Bowen
Foundation and Walter Kaitz Foundation.
The company has 17 employee-resource groups, which it calls
employee networks, including one for caregivers. The groups have a
senior executive sponsor and are used for recruitment and marketing
purposes. Time Warner Cable also has mandatory diversity training
for its entire workforce, which lasts a full day and is held monthly.
The company website is clear about the multicultural commit-
ment, with images and videos featuring people from traditionally
underrepresented groups.
GLENN BRITT
CHAIRMAN AND CEO
YOSHI INABA
PRESIDENT AND COO
TERRI MOORE
DIRECTOR, DIVERSITY
& INCLUSION
DIAN OGILVIE
CHIEF DIVERSITY
OFFICER
INDUSTRY
Automotive
MAIN COMPETITORS
American Honda,
General Motors,
Nissan North
America
U.S. HEADQUARTERS
New York
U.S. EMPLOYEES
27,475
GLOBAL EMPLOYEES
317,734
GLOBAL REVENUE
$229.20 billion
TOYOTA MOTOR
NORTH AMERICA
T
oyota makes the list for the fth time in the last six
years, with strong diversity-management best practices,
especially employee-resource groups, and good supplier
diversity.
Toyotas at structure gives it a unique opportunity to
have broad-based leadership participation in diversity initiatives. Its
Diversity Advisory Board, chaired by former U.S. Secretary of Labor
Alexis Herman, meets quarterly and is comprised of internal and exter-
nal leaders.
Toyota has 13 employee-resource groups, which it calls Business
Partnering Groups. These include religious and age-based groups. The
groups have senior executive sponsors, are company funded, and are
used for recruitment and mentoring. Toyota also has mandatory diver-
sity training for its entire workforce, with pre- and post-training surveys
to assess success.
The company has strong roots in its communities, with 43.5 percent
of its philanthropy aimed at multicultural organizations, including
the National Council of La Raza, the Congressional Black Caucus, the
Congressional Hispanic Caucus, the UNCF, the Hispanic Scholarship
Fund and Push for Excellence.
Toyota also has an excellent supplier-diversity program, with more
than 7 percent of its Tier I (direct contractor) spend going to minority-
owned businesses. The company provides nancial assistance, nancial
education and mentoring/training to its diverse suppliers.
COMPANY FACTS
86 DiversityInc
46
June_41-50.indd 86 8/5/11 1:15 PM
Registered Trademark, WellPoint, Inc.
Registered Trademark, DiversityInc Media LLC
2011 WellPoint, Inc. All Rights Reserved. EOE
Thanks to You,
Our diversity makes us stronger.
As the nations leading health benefits company, WellPoint
serves the health care needs of nearly 34 million members.
At WellPoint, we are proud of our dedication to diversity. One
way is through Associate Resource Groups like ANGLE, where
LGBT employees and allies work to develop and sustain a
culture of inclusion, enhance and maximize customer relations,
and create and leverage leadership opportunities for all of our
employees. Recently ANGLEs Safe Space and gender transition
programs garnered recognition from the Association of Diversity
Councils as a Top 25 US Diversity Council.
Better health care, thanks to you.
Visit us online at www.wellpoint.com/careers.
Its about me, living my life
as the person I really am.
June.2011 Ads.indd 13 5/4/11 5:14:01 PM
INDUSTRY
Automotive
MAIN COMPETITORS
Chrysler, General
Motors Corp.,
Toyota Motor
North America
U.S. HEADQUARTERS
Dearborn, Mich.
U.S. EMPLOYEES
65,095
GLOBAL EMPLOYEES
164,000
GLOBAL REVENUE
$128.95 billion
FORD MOTOR CO.
COMPANY FACTS
LEADERSHIP P
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F
ords long-time presence on the DiversityInc Top 50 list is
a testament to its commitment to diversity best practices
throughout the entire organization.
Even during tough economic times, the company has
remained focused on driving its diversity and inclusion goals forward
and on reaching out to multicultural communities as customers and
suppliers.
The company has 11 strong employee-resource groups, which it
uses extensively for talent development and marketing. Thirty-eight
percent of Fords employees are members of at least one of these
groups. Among its groups is the Ford Interfaith Network, which is
frequently cited as a model for inclusive religious employee groups.
Fords commitment to supporting its community has always been
strong, as evidenced by its supplier-diversity initiatives. Ford spends
more than 14 percent of its Tier I (direct contractor) spend with
women- or minority-owned businesses. The company also sponsors
formal external training and mentoring for key diverse suppliers.
The company directs 28.8 percent of its philanthropy to charities
aimed at multicultural, LGBT and/or disability nonprot groups.
ALAN MULALLY
PRESIDENT AND CEO
DEBBIE WEAKS
MANAGER, PERSONNEL
& ORGANIZATION
PLANNING
INDUSTRY
Financial, Life
Insurance
MAIN COMPETITORS
Allianz Life,
Genworth
Financial, Hartford
Life
U.S. HEADQUARTERS
New York
U.S. EMPLOYEES
4,985
GLOBAL EMPLOYEES
9,508
GLOBAL REVENUE
$11.44 billion
AXA EQUITABLE
LIFE INSURANCE CO.
XA Equitable climbs onto the DiversityInc Top 50 for the
rst time after making DiversityIncs 25 Noteworthy
Companies list last year. Under the guidance of Chief
Diversity Ofcer Tracey Gray-Walker, this company has
made tremendous strides.
With the help of its developing executive diversity council, AXA
Equitable has been setting diversity goals and holding executives
accountable for reaching those milestones.
Internally, AXA Equitable has made signicant progress in creating
talent-development opportunities and an inclusive culture. Specically,
43 percent of managers now participate in its mentoring program,
including the CEO and senior levels of the organization. The company
offers rst-rate work/life benets, including paid time off for volun-
teering and community outreach, backup childcare, and individualized
support for family issues, such as eldercare and legal services.
The company has seven employee-resource groups, which have been
increasing in membership and importance to AXA Equitables business
goals. The French-based company even has a Francophile Engagement
Challenge group, which raises cross-cultural awareness and helps with
networking, recruiting and international assignments.
Community philanthropy includes partnerships with such multicul-
tural charities as the Organization of Chinese Americans, the Hispanic
Scholarship Fund, Dress for Success and the UNCF.
LEADERSHIP
88 DiversityInc
MARK PEARSON
PRESIDENT AND CEO
TRACEY GRAY-WALKER
CHIEF DIVERSITY
OFFICER
COMPANY FACTS
47
48
June_41-50.indd 88 8/5/11 1:17 PM
MANY PATHS,
ONE DIRECTION
Robert Half International (RHI) believes that integrating our diversity program
into all aspects of our organization is a key business strategy for success.
Our founder, Robert Half, was a pioneer against discriminatory practices in
the workplace. And his motto, Ethics First, continues to guide our business
practices, making diversity and inclusion a top priority for the organization.
If you are interested in learning more about career opportunities worldwide,
please log in to our corporate website, rhi.com, and visit our Careers section
to submit your resume. If you are a supplier and are interested in doing
business with RHI, register as a potential supplier at rhi.com and select the
Supplier Registration link under About Us.
Founded in 1948, Robert Half International is the worlds leader
in specialized consulting and staffing services. We help our
clients ll their most demanding temporary, full-time and project
positions through more than 350 locations worldwide.
DI VERSI T Y CREAT ES ENDL ESS OPPORT UNI T I ES
2011 Robert Half International. An Equal Opportunity Employer. RHI-0311
June.2011 Ads.indd 8 5/3/11 10:17:23 AM
INDUSTRY
Consumer Goods,
Appliances
MAIN COMPETITORS
Lennox
International, GE
Appliances and
Lighting, Electrolux
U.S. HEADQUARTERS
Benton Harbor,
Mich.
U.S. EMPLOYEES
N/A
GLOBAL EMPLOYEES
71,000
GLOBAL REVENUE
$18.37 billion
WHIRLPOOL
CORP.
LEADERSHIP
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M
oving onto the DiversityInc Top 50 for the rst time,
Whirlpool Corp. gets points for its focus on diversity
training and mentoring.
The company demonstrates strong human-capital
demographics, especially for women. Whirlpool has
mandatory diversity training for its entire workforce, held every
month. Metrics that assess the value of the training include course
evaluations and employee-engagement surveys. The company has a
strong mentoring program with a cross-cultural component, and 65
percent of its employees and 60 percent of its managers participate,
either as mentors or mentees.
The company has nine employee-resource groups and it gets high
marks for best practices. That includes having a senior manager as a
member, allowing groups to meet during the workday, and using them
for both recruiting and marketing purposes.
In the human-capital sector, Whirlpool has competitive work/
life benets including exible work hours, adoption assistance, paid
paternity leave, dependent-care benets including childcare and
eldercare, alternative career tracks for parents or others with long-
term family-care issues, and paid time for volunteering. The rm also
offers solid benets for LGBT employees.
JEFF M. FETTIG
CHAIRMAN AND CEO
D.V. WILLIAMS
GLOBAL DIVERSITY
LEAD
LISA WICKER
CHIEF DIVERSITY
OFFICER
INDUSTRY
Automotive
MAIN COMPETITORS
Ford Motor Co.,
General Motors
Corp., Toyota
Motor North
America
U.S. HEADQUARTERS
Auburn Hills, Mich.
U.S. EMPLOYEES
33,622
GLOBAL EMPLOYEES
51,623
GLOBAL REVENUE
$41.95 billion
CHRYSLER GROUP
D
espite many challenges, Chrysler Group has main-
tained a leadership commitment to promote diversity
throughout the organization.
Employee-resource groups are a key element of
Chryslers diversity initiatives. Today, Chrysler has nine
ERGs, and each is sponsored by a senior executive.
Chrysler also has strong mentoring and work/life programs. More than
70 percent of managers and 40 percent of employees participate in the
mentoring program, which has a cross-cultural component. Mentoring
pairs have measurable goals and there is formal follow-up.
Work/life benets offered include adoption assistance, exible
hours, job sharing, lactation programs, subsidized membership in tness
facilities, dependent-care benets, alternative career tracks for parents
or others with long-term family-care issues, paid time for volunteer-
ing or community work, an onsite medical center, hair salon, ATM, mail
services, and wellness programs (yoga, stress-management clinics and
stop-smoking programs).
Chryslers commitment to its community is also strong. The Chrysler
Network Diversity and Dealer Development Program, started in 1983,
creates dealership opportunities for Blacks, Latinos, Asians, American
Indians and Alaskans with a demonstrated entrepreneurial spirit.
SERGIO MARCHIONNE
CEO
LEADERSHIP
90 DiversityInc
COMPANY FACTS
COMPANY FACTS
49
50
June_41-50.indd 90 8/5/11 1:19 PM
Diversity & Inclusion.
Its the foundation of who we are.
2009 Bank of America Corporation

DIV-120B-AD
We all have distinct perspectives and
individual talents that make each of us
unique. Recognizing and celebrating
those differences is integral to
Bank of Americas commitment to
diversity and inclusion. From our
boardrooms to our banking centers
to our ofces abroad, we continue to
build powerful alliances throughout our
company and in the communities we
serve. And our commitment to diversity
and inclusion has helped foster a rich,
rewarding environment that offers each
of our associates unlimited opportunity.
To learn more about starting a career
with Bank of America and about
our associate diversity programs,
visit bankofamerica.com/careers.
2010 Bank of America Corporation
June.2011 Ads.indd 49 8/3/11 8:15 PM
92 DiversityInc
D
I
V
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R
S
I
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Y
I
N
C

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I
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T
S
Altria Group
Boehringer Ingelheim
BASF
Brown-Forman Corp.
Capital One
The Chubb Corp.
Comcast Corp.
Comerica
The Dow Chemical Co.
Hyatt Corp.
HSBC North America
ING North America
Kellogg Co.
KeyCorp
Macys
MassMutual
MetLife
MGM Resorts International
Pzer
Scripps Networks
Southern Company
Staples
Tyco International
The Walt Disney Co.
Wyndham Worldwide
The 2011 DiversityInc
25 Noteworthy
Companies
THE DIVERSITYINC 25 NOTEWORTHY COMPANIES ACHIEVEMENTS
COMPANIES OUR EDITORS SEE MAKING STRONG PROGRESS
This list is comprised of companies our senior editorial staff determines
have the potential to make The 2012 DiversityInc Top 50 Companies for
Diversity list. In the 2011 survey, seven companies moved up from the
25 Noteworthy Companies list to the DiversityInc Top 50.
All of these companies are either above average or signicantly
improving in the four areas measured: CEO Commitment, Human
Capital, Corporate and Organizational Communications, and Supplier
Diversity. Each of these companies also has demonstrated, through its
data, notable progress in the last year.
100%
have employee-
resource groups
84%
include diversity
in their RFPs
for suppliers
68%
of their CEOs sign
off on executive
compensation tied to
diversity
64%
of their CEOs
meet with employee-
resource groups
regularly
THE 2011 DIVERSITYINC 25 NOTEWORTHY COMPANIES (IN ALPHABETICAL ORDER)
JUNE_SPECIALTY.indd 92 8/3/11 8:35 PM
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ge.com/diversity
Tanya Spencer is one of
the many different faces
of imagination we celebrate
every day.
June.2011 Ads.indd 1 4/13/11 9:22:40 AM
2. AT&T
3. Sodexo
4. KeyCorp
5. HP
6. CSX Corp.
8. PG&E Corp.
9. Bank of America
10. Merck & Co.
THE 2011 DIVERSITYINC TOP 10 COMPANIES FOR
Tier I MBEs
Tier I WBEs
Tier II MBEs
Tier II WBEs
All Companies The DiversityInc Top 10 Companies for Supplier Diversity
Supplier Diversity
TIER I Direct contractor
TIER II Subcontractor
MBE Minority-Owned Business Enterprise
WBE Women-Owned Business Enterprise
Recruitment
& Retention
2. Ernst & Young
3. AT&T
5. Sodexo
7. Bank of America
8. Novartis Pharmaceuticals Corp.
9. Procter & Gamble
1. AT&T
4. Northrop Grumman Corp.
6. Southern Company
7. Sodexo
8. McDonalds
9. Altria Group
10. The Coca-Cola Co.
Blacks
Workforce
New Hires
Promoted Into
Management
Management
Promotions in
Management
CEO & Direct Reports
One Level Below
Board of
Directors
All Companies The DiversityInc Top 10 Companies for Blacks
HOW TO READ THESE GRAPHS The farther from the center of the circle, the better the results. BLA= Black, Latino and Asian American
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Percentage of
Managers in
Mentoring
Mentoring
Program Has
Measurable
Goals
Mentoring
Program
Has Formal
Follow-Up
Total
Retention
BLA
Total Retention
Women
Total Management
Employees BLA
Promotions Into
Management BLA
New Hires BLA
New Hires
Women
All Companies The DiversityInc Top 10 Companies
for Recruitment & Retention
Were better when everyones included.
John Krafcik, President and Chief Executive Officer
Hyundai Motor America
HyundaiUSA.com/diversity
June.2011 Ads.indd 16 5/19/11 2:22:28 PM
Latinos
3. Sodexo
4. Automatic Data Processing
5. Procter & Gamble
6. AT&T
7. JCPenney
8. Deloitte
9. PG&E Corp.
10. Ernst & Young
Asian Americans
1. Deloitte
4. IBM Corp.
7. Abbott
9. Procter & Gamble
1. Kraft Foods
3. Sodexo
5. Procter & Gamble
7. Ernst & Young
8. Deloitte
9. Bank of America
Executive Women

Workforce
New Hires
Promoted
Into
Management
Management
Promotions in
Management
CEO &
Direct
Reports
One Level
Below CEO &
Direct Reports
Board of
Directors
All Companies The DiversityInc Top 10 Companies for Latinos
Workforce
New Hires
Promoted Into
Management
Management
Promotions in
Management
CEO & Direct
Reports
One Level Below
Board of Directors
All Companies The DiversityInc Top 10 Companies for Executive Women
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New Hires
Promoted Into
Management
Management
Promotions in
Management
CEO & Direct
Reports
One Level Below
Board of Directors
Workforce
All Companies The DiversityInc Top 10 Companies for Asian Americans
Hispanics account for nearly
16% of the U.S. population, yet
represent only 3% of Fortune 500
board seats. Since 1986, the
Hispanic Association on Corporate
Responsibility has been doing its
part to promote Hispanic inclusion
in Corporate America now its
your turn. Become an advocate
today at www.hacr.org
ADVOCATE:
INCLUSION
HISPANIC
ASSOCIATION
ON CORPORATE
RESPONSIBILITY
June.2011 Ads.indd 31 7/5/11 9:19 AM
1. KPMG
3. IBM Corp.
4. Aetna
5. Ernst & Young
7. Sodexo
8. Bank of America
9. Merck & Co.
People With
Disabilities
1. IBM Corp.
2. Ernst & Young
4. Sodexo
5. Deloitte
6. KPMG
7. Merck & Co.
8. Procter & Gamble
1. IBM Corp.
2. KPMG
4. Aetna
5. Ernst & Young
6. Procter & Gamble
7. Merck & Co.
8. Deloitte
9. Sodexo
10. Starwood Hotels &
Resorts Worldwide
Has ERG for LGBTs
Has Active
Program to
Recruit
LGBTs
Nondiscrimination
Policy Includes
Gender Identity
Nondiscrimination
Policy Includes
Sexual Orientation
Has Adoption
Assistance
All Companies The DiversityInc Top 10 Companies for LGBT Employees
Has ERGs Globally
Has Specifc
Talent-
Development
Programs for
Women
Has Harassment
Training for Managers
Outside the U.S.
% of Operations
Outside the U.S.
Offers Education/
Training on Religious
Groups Globally
The DiversityInc Top 10 Companies for Global Diversity All Companies
Offers Dependent-Care Benefts
Has ERG
for Employees
With Disabilities
Has Active Program
to Recruit People With
Disabilities
Corporate Website
Features Images,
Video or Text to
Specifcally Address
People With Disabilities
Offers Ability
to Telecommute
All Companies The DiversityInc Top 10 Companies for People With Disabilities
LGBT Employees
Global Diversity
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June.2011 Ads.indd 38 8/5/11 3:05 PM

Workforce BLA
New Hires BLA
Workforce
Women
New Hires
Women
Promotions Into
Management BLA
Promotions Into
Management Women
Management BLA
Promotions in
Management BLA
Management
Women
Promotions in
Management Women
All Companies The DiversityInc Top 10 Regional Companies
1. Comerica
2. Blue Cross and Blue Shield of Florida
3. Blue Cross Blue Shield of Michigan
4. KeyCorp
5. BlueCross BlueShield of North Carolina
6. Blue Cross Blue Shield of Rhode Island
7. Horizon Blue Cross Blue Shield of New Jersey
8. AAA Northern California, Nevada and Utah
9. Independence Blue Cross
10. Union Bank
THE 2011 DIVERSITYINC TOP 10
Regional
Companies
Regional
Utilities
1. Southern California Edison
2. PG&E Corp.
3. Consolidated Edison Co. of New York
4. Sempra Energy
5. Ameren
1. Henry Ford Health System
2. Brigham and Womens Hospital
3. Massachusetts General Hospital
4. Cleveland Clinic
5. University Hospitals
Hospital Systems
% of Compensation
Tied to Diversity Results
BLA Representation
on Board of Directors
Women Representation
in CEO and Direct Reports
Senior Executives (Levels 1 and 2)
Sit on Boards of Multicultural Nonprofts
Has an Executive
Diversity Council
All Companies The DiversityInc Top 5 Hospital Systems
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BLA in Levels
CEO and
Direct Reports
BLA Promoted
Into Management
ERGs Are
Company-Wide
BLA Representation
on Board of Directors
Philanthropic Endeavors
Directed Toward
Multicultural
Nonproft Groups
Formal Mentoring
Consistent Across
Company
All Companies The DiversityInc Top 5 Regional Utilities
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DiversityInc will recognize the unique achievements of eight
companies at our Nov. 910 event in Washington, D.C.
CEOs and senior executives of these companies will explain
why developing excellence in these areas is critical to their
business goals and how and why they have personally been
deeply involved in their diversity-management success.
The areas we are honoringCommunity Development, Talent Pipeline, Executive
Development, Global Cultural Competence, Working Families, Employee-Resource
Groups and (two winners) Diversity-Management Progresswere chosen because they
have a signicant impact on corporate success and sustainability and because excellence
can be demonstrated through measurable results. These companies are overall diversity
leaders, as demonstrated by their positions on The 2011 DiversityInc Top 50 Companies
for Diversity and 25 Noteworthy Companies lists, but in each of these cases, they have
also shown extraordinary achievements.
DiversityInc
Awards
Special
BY BARBARA FRANKEL
102 DiversityInc
2011
June_SpecialAwards.indd 102 8/8/11 10:25 AM
The awards will be presented at our event in Washington, D.C., both at the
black-tie dinner on Nov. 9 and at the luncheon on Nov. 10.
The DiversityInc 2011 Special Awards Recipients
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CSX Corp.
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Southern
Company
DiversityInc 103
TO ATTEND THIS EVENT, VISIT WWW.DIVERSITYINC.COM/EVENTS
June_SpecialAwards.indd 103 8/8/11 10:24 AM
PRUDENTIAL
FINANCIAL
KAISER
PERMANENTE
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Community
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104 DiversityInc
Sixty-eight percent of its donations are allocated to multicultural nonprots,
including Boys and Girls Clubs of Newark, Children Defense Fund, and YouthBuild
Newark. This compares with 37 percent for the DiversityInc Top 50.
Two-thirds (67 percent) of its senior executives (CEO and direct reports and
one level down) sit on the boards of multicultural nonprots. The average for the
DiversityInc Top 50 is 23 percent.
The Prudential Foundation spends more than $25 million annually on public
education, workforce development, business development, community revitalization,
arts and civic infrastructure, and helping neighborhood organizations rebuild.
The company has invested more than $1 billion in local redevelopment since 1976. Social
Investments, an asset-management group for Prudential and The Prudential Foundation,
manages portfolios of private placement debt, equity and tax credits, including low-
income housing and new-markets tax credits. Current social investments include Newark,
N.J.; Los Angeles; San Francisco; New York City; Hartford, Conn.; Philadelphia; Chicago;
Boston; New Orleans; Dallas; Houston; Phoenix; and Jacksonville, Fla.
Bernard
Tyson,
President
and Chief
Operating
Ofcer
NO. 16 ON THE DIVERSITYINC TOP 50 LIST
Prudential exemplies corporate citizenship
reecting its core values. The companys efforts to
revitalize its home city of Newark, N.J., as well as its
philanthropic, employee-volunteer and educational
initiatives, are changing lives throughout the country.
Specically:
Kaiser Permanente has the most diverse board
of directors and management, especially the top
three levels of management, that DiversityInc has
seen. The companys board of directors is half Black,
Latino and Asian and 36 percent women, and its top level
of management is 38 percent Black, Latino and Asian and 25 percent women.
What types of best practices does Kaiser employ to keep its senior levels so diverse?
The company has an exemplary mentoring program and is one of only 26 percent of
the DiversityInc Top 50 that offer cultural-awareness training for mentors and men-
tees before they start their formal relationship. Its employee-resource groups are used
for diversity training, mentoring, leadership opportunities and talent development.
Kaiser has exceptionally strong diversity leadership from its chairman and CEO,
George Halvorson, who leads the National Diversity Council.
What makes Kaiser remarkable is the consistency of its diversity-management
efforts, as well as the alignment between diversity in the workplace and diversity in
the customer base. Kaiser rst participated in The DiversityInc Top 50 Companies
for Diversity in 2005, when it was on the 25 Noteworthy Companies list. It moved to
No. 36 on the list in 2006, No. 27 in 2007, No. 7 in 2009 and No. 4 last year. Kaisers
diversity-management initiatives have jelled in the last ve years as a clear reection
of its values and leadership.
ACCEPTING AWARD
ON NOV. 9, 2011
ACCEPTING AWARD
ON NOV. 9, 2011
John
Strangfeld,
Chairman
and CEO
June_SpecialAwards.indd 104 8/5/11 1:37 PM
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Global Cultural
Competence
DiversityInc 105
KPMG has demonstrated a strong commitment to
building an inclusive future workforce, one that
has racial and gender diversity. Specically, the rm
has been the co-creator and presenting sponsor of Major
League Baseballs Reviving Baseball in Inner Cities (RBI) pro-
gram, in which KPMG provides nancial support for college-bound student athletes
participating in an RBI league. Scholarships are awarded on the merits of nancial
need, academic achievement, leadership skills and community service.
The KPMG Foundation also started The PhD Project in 1994, which has helped
more than 1,000 Blacks, Latinos and American Indians become business-school
professors. The organization is now serving more than 400 doctoral students. Led by
Bernie Milano, former head of recruiting at KPMG, The PhD Project is now a separate
501(c)3 that has more than tripled the number of Black, Latino and American Indian
professors in business schools.
In addition, KPMG is a leading supporter of other youth-based organizations, espe-
cially GLSEN (the Gay, Lesbian and Straight Education Network) and INROADS.
KPMG has extremely strong employee-resource groups and was honored previ-
ously for its efforts to increase employee involvement in those groups. The company
has done an excellent job of using them for recruitment, engagement, retention and
talent development.
IBM
KPMG
John
Veihmeyer,
Chairman
and CEO
IBM has been a global-diversity leader since the
concept rst started to gain traction more than a
decade ago. For IBM, what global diversity means,
besides understanding the cultural complexities of
the local population, is maximizing the talent base in
every country. The company has been making groundbreaking strides in doing
just that through its employee groups, talent-development programs and global
mentoring program.
The organizations cross-geography mentoring program fosters collaboration
between established and growing global markets and creates the ability for both inno-
vation and talent development. It cultivates talent by bridging leadership and knowl-
edge gaps, regardless of geography. It focuses on accelerating global leadership of
critical skills in growth countries, skills identied as sales, client-facing, technical and
project management, for example. It also helps mentors and mentees develop cultural
intelligence and cultural-adaptability skills.
The results of this program: Managers globally increased revenue and the number
of deals. Mentees had a higher rate of closing deals than those not in the program.
Mentees who executed learning plans booked more business than those who did not.
Mentees exceeded required skill levels. A survey of participants showed that almost
all felt they acquired new skills, had growing knowledge and awareness of different
cultures and related mentoring to career development.
Rod Adkins,
Senior Vice
President,
Systems and
Technology Group
ACCEPTING AWARD
ON NOV. 9, 2011
ACCEPTING AWARD
ON NOV. 9, 2011
ADP
(AUTOMATIC DATA PROCESSING)
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American Express has been a leader in both the
types of employee-resource groups it has offered
and in the effective ways it uses those groups to nd
and build talent, create an inclusive workplace, promote
engagement, retention and productivity, and reach new markets.
American Express has 15 employee-resource groups with more than 70 chapters
globally. The company has had groups for more than a decade.
Groups are funded through a mixture of funding from executive sponsors, diver-
sity councils and the diversity department. Membership in these groups is available
to all permanent AmEx employees. The employee groups provide development
and networking opportunities and support key business imperatives. They play an
important role in diversity recruiting efforts, often attending events and providing
referrals for top talent. They also frequently greet new employees upon hiring and
offer a sense of community. The groups are used for mentoring programs, sponsor-
ship initiatives, development offerings and networking opportunities. They also play
a critical role in creating marketing strategies and business solutions that appeal to a
diverse consumer audience. Examples include the Felicidades and Lunar New Year
gift cards that were created in partnership with the Global Prepaid Business and
AHORA and ANA employee networks.
AMERICAN
EXPRESS
Ed Gilligan,
Vice Chairman
As a company that helps others with their HR,
payrolls and benets, ADP makes sure the benets it
offers its more than 30,000 U.S. employees are inclusive
and valuable. The company gets a perfect score on work/life
benets on our survey, but its efforts go way
beyond a checklist.
ADP was a pioneer in exible benets and in allowing employees, especially those
with family commitments, to work from home. The company also was an early leader
in calling its key employees associates to emphasize that they are part of the team.
This concept has been picked up by many other companies, especially retailers.
ADP continues its emphasis on employees and families with post-retirement
benets, including nine outside medical ofces and national wellness programs.
ADP offers its employees a solid work/lifebenets package, including exible work
arrangements, onsite childcare, tuition assistance, onsite passport renewal, a mobile
beauty salon, shoe shiners, onsite DVD rentals, a mobile vision center, wellness/
quiet rooms or new-mothers rooms, and free video conferencing to faraway family
members during the holidays.
The company also operates nine medical clinics that focus on prevention and
cultivating a healthier lifestyle for its employees. Those clinics employed more than
30 doctors and nurses.
ACCEPTING AWARD
ON NOV. 10, 2011
ACCEPTING AWARD
ON NOV. 9, 2011
Gary Butler,
President and CEO
CSX CORP.
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DiversityInc 107
Michael Ward,
Chairman,
President
and CEO
CSX Corp. has remarkable CEO commitment and has
made huge strides in diversifying its workforce and
management ranks by race/ethnicity and gender, which is
particularly tough for a railroad company headquartered in the South. CSX also has
a remarkable record of community philanthropy. Some specic achievements:
Major efforts to diversify workforce and management. Of managers with less
than ve years of employment, 42 percent are women, Blacks, Latinos, Asians and
American Indians. Two of the top six executives now are women, and CSX has
the rst woman chief transportation ofcer in the rail industry.
Growing emphasis on employees with disabilities, including having a website
designed for people with disabilities and being the rst company in Northeast
Florida certied as disability-friendly.
Close afliation through Chairman, President and CEO Michael Ward and the
company with the Wounded Warrior Project as its rst corporate partner.
Strong veterans employee-resource group and overall program for veterans,
including support of the National Guard and reserves, recognized recently with
the Freedom Award from the Department of Defense. CSX is the only company to
win this award twice.
In 2010, Southern Company introduced several
changes to its benets program to align with other
large employers and to better meet the diverse,
multi-generational interests of employees and recruits.
One signicant change was the addition of domestic-partner benets, which
DiversityInc had been urging the company to add, to create more equality for
LGBT employees. Other changes included parental leave, maternity leave and
adoption reimbursement.
The company has increased its relationships with external multicultural organiza-
tions, for example, serving as a sponsor for the 2011 Atlanta Human Rights Campaign
Gala Dinner. Southern Company also has been working hard to increase the diver-
sity of its talent pool. For example, this year, the company hosted two interns with
visual impairments for a three-month rotation as a result of a partnership with the
Center for the Visually Impaired in Atlanta. And recent efforts in military recruiting
led to Southern Company being one of 15 recipients of the 2010 Secretary of Defense
Employer Support Freedom Award.
Southern Companys leadership clearly understands the importance of diversity
management in terms of talent development, innovative work solutions and the ability
to connect with customers. The company has escalated its efforts in recent years and
shows every indication of doing even more.
SOUTHERN
COMPANY
ONE OF DIVERSITYINC'S 25 NOTEWORTHY COMPANIES
Susan Story,
CEO, Southern
Company Services
ACCEPTING AWARD
ON NOV. 9, 2011
ACCEPTING AWARD
ON NOV. 9, 2011
More than 50 million people in this country have a documented disability. By 2012, the number
of students enrolling in higher education with a disability is expected to be 11% of the total college
population. This diverse group of potential employees is becoming increasingly important to employers.
COSDs mission is to serve as an intermediary, bringing more than 1,200 colleges, universities and
employers in both private and public sectors together. If youd like to make disability part of your
diversity plan, contact Alan Muir at amuir@tennessee.edu.
COSDonline.org
June.2011 Ads.indd 30 7/5/11 9:11 AM
DiversityInc 109
OUR ANALYSTS ANSWER YOUR
DIVERSITY-
MANAGEMENT
QUESTIONS
ASK DIVERSITYINC is a forum
for companies to pose diversity
questions to our expert team of
benchmarking analysts.
Our analysts base their responses
on 12 years of data collected for The
DiversityInc Top 50 Companies for
Diversity survey, which this year had
535 corporate participants.
Heres a sample of recent questions
and responses.
If you would like to send a diversity-management question, please email askDiversityInc@DiversityInc.com
The forum
for diversity-
management
questions
LUKE
VISCONTI
BARBARA
FRANKEL
C. CRAIG
JACKSON
AMBER
ABOSHIHATA
SHANE
NELSON
June_AskDI.indd 109 8/5/11 1:41 PM
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CRITERIA
Accountability
Personal
Communications
Visibility
CRITERIA
Five Levels of Management
Promotions Into
Management
Promotions in Management
CRITERIA
M/WBE, LGBT,
People With Disabilities,
Veterans Spend
RFPs
Accountability
CRITERIA
Mentoring
ERGs
Philanthropy
Consistency
Effectiveness
Supplier
Diversity
Corporate &
Organizational
Communications
Human
Capital
CEO
Commitment
WHAT WE MEASURE
DO YOU REQUIRE:
A certain percentage of women and
people of color in management?
That the company has a diversity
award program?
That the company has affnity groups?
That the company has mandatory
diversity training for the workforce?
[THE DIVERSITYINC TOP 50]
What criteria
do you use to
determine the
Top 50
companies?
We analyze the data from the
hundreds of companies
that apply and compare all
companies against the accom-
plishments of the 50 best. It is
the practices of the best companies
that produce the standards, not
something we dream up. The results
are expressed as a percentage of
standard deviation, with cut-offs
at both the low and high levels. For
example, a company that has 80 per-
cent Black people does not receive
more points than the high cut-off
and having that high a percentage of
Black people would certainly make it
practically impossible for them to be
competitive on Latinos, Asians and
American Indians.
We do not require a certain percentage of women and
people of color in management. The percentage of women and
Black, Latino, Asian and American Indian people in management that
is competitive to be on our list is a factor of the results of the compa-
nies that are the most equitable.
We don't require the company to have a diversity
award program. Although that may be a nice thing to do, its a
minor factor of overall organizational communications.
Companies that make the DiversityInc Top 50 list are not
required to have afnity groups. While it's not a requirement,
there is no case of a company producing competitive results in human
capital without them. The correlation between employee-resource
groups (ERGs) and talent development is very strong. Again, its not
an absolute requirement and some companies in the DiversityInc Top
50 have rather low participation in their ERGs, but the connection
between ERGs and competitive results becomes stronger every year.
Mandatory diversity training is not a requirement, but its
increasingly difcult to attain competitive results without mandatory
training.
Theres a very important point to be made here:
I dont think you can game the survey. Overall results are a
matter of organizational culture, and that extends to many facets
beyond ERGs or mandatory diversity training. For example, there
is an order of magnitude difference in overall philanthropy
spend between companies at the top of our list and companies
that nished in the lowest quartile of all respondents. I think
what were measuring is organizational empathy and com-
mitment to equity. This is critical to effectiveness in many
ways, but heres a simple and profoundly important one:
If all people are created equally, then talent is distrib-
uted equally, and that means quality is directly relative to
diversity.
If you would like to send a diversity-management
question, please email
askDiversityInc@DiversityInc.com
1
2
2
3
3
4
4
1
BY LUKE VISCONTI
DiversityInc 111
[HEALTHCARE SUPPLIER DIVERSITY]
How do
health-insurance
companies
compare to
other industries
in supplier
diversity?
% OF PROCUREMENT SPENT WITH DIVERSE SUPPLIERS
Based on data weve collected over the years, the
health-insurance industry, collectively, is slightly below
average in supplier-diversity efforts.
The industry scored 7 (out of 11) points for supplier diversity, behind
those such as technology, consulting and pharmaceuticals (an industry
that historically has not been strong in supplier diversity but has ramped
up efforts in the past few years). This is not to say that every health-
insurance company is not competitive in supplier diversity. In fact, Aetna,
Health Care Service Corp., and WellPoint, Nos. 19, 26 and 36 in The
DiversityInc Top 50 Companies for Diversity, respectively, are signifcantly
ahead of their industry peers in procurement spent with minority- and
women-owned business enterprises (MWBEs) and are competitive with the
DiversityInc Top 50.
Consider the additional facts we extrapolated about
these three competitors:
W
eve provided a chart (next page)
highlighting key three-year trends
in the factors that are important in
our assessment of The DiversityInc
Top 10 Companies for Asian Americans. Please note
that our list is not simply a list of who has the high-
est number of Asians. This list is a measurement of a
balanced and inclusive work environment for Asians,
as well as EVERYONE else. Key factors include
whether the company has an employee-resource
group for Asians and the levels of participation. We
also look at demographics of the workforce, new
hires, management levels, promotions into and in
management, and board of directors.
The percentage of Asian new hires in The
DiversityInc Top 10 Companies for Asian Americans
In conclusion, while your industry is historically behind in supplier diver-
sity, Aetna, Health Care Service Corp. and WellPoint are ramping up their
efforts. Since 2008, the three have increased their procurement spend
with MWBEs by 25 percent while their industry peers have decreased
spend by 3 percent.
Developing strong relationships with suppliers builds
brand loyalty and leads to increased business opportu-
nities, partnerships and exposure.
BY SHANE NELSON
4.9%
3.6%
3%
4.2%
2%
3%
Minority-Owned Suppliers
Women-Owned Suppliers
DIVERSITYINC
TOP 50
TOP HEALTH
INSURANCE
OTHER HEALTH
INSURANCE
CEO SIGNS
OFF ON
SUPPLIER
DIVERSITY
84%
36%
90%
36%
98%
73%
100% 100% 100% 100%
94%
64%
REQUIRE
SECOND-TIER
SUPPLIER
DIVERSITY
SUPPLIER-DIVERSITY
METRICS INCLUDED IN
RFPS AND/OR VENDOR
CONTRACTS
TIE PROCUREMENT-
MANAGEMENT
COMPENSATION TO
SUPPLIER DIVERSITY
OTHER HEALTH-INSURANCE COMPANIES
DIVERSITYINC TOP 50 HEALTH-INSURANCE LEADERS
DIVERSITYINC TOP 50
[ASIAN-AMERICAN EMPLOYEES]
What are the metrics for
the last three years for
10 Companies for
Asian Americans?
BY C. CRAIG JACKSON AND LUKE VISCONTI

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112 DiversityInc
is more than double their percentage in the
U.S. workforce. This has not changed in the
past three years, but the workforce percent-
age of Asians in The DiversityInc Top 10
Companies for Asian Americans increased
18 percent, total management increased
25 percent and the promotion rate both
in management and into management has
increased 22 percent in aggregate. Further,
board-of-director and senior management
representation increased 24 and 22 percent,
respectively.
The companies on our list are good for
all people and are also particularly equi-
table for Asians. Again, this list is not simply
a list of the companies with the most Asian
employees. In fact, there are many com-
panies with a higher percentage than the
companies on our list. That doesn't make
them good for Asians; it just makes them
a company that nds it easy to recruit that
workforce. Again, were looking for balance
and inclusion as well.
Sources:
1
LEAP;
2
Fortune;
3
Bureau of Labor Statistics
The 2011 DiversityInc Top 10 Companies for
ASIAN AMERICANS
1. Deloitte
4. IBM Corp.
7. Abbott
9. Procter & Gamble
6.3%
2%
5%
1.8%
13.6%
4.8%
14.8%
6.1%
National
DiversityInc Top 10
Companies for
Asian Americans
Board of
Directors
1
Top Level of
Management
(CEO and Direct Reports)
2
Total
Workforce
3
Total
Management
3
ASIANS IN U.S. WORKFORCE
BY C. CRAIG JACKSON
If you would like to send a diversity-

management question, please email
askDiversityInc@DiversityInc.com
[CEO DIVERSITY]
Wheres the
diversity in
Fortune 500 CEOs?
I was looking for a list of minority CEOs.
Who are the Black, Latino, Asian and
women CEOs in The DiversityInc Top 50
Companies for Diversity?
BLACK CEOS
Fortune 500
0.8%
(4 of 500)
DiversityInc Top 50
4%
(2 of 50)
American Express and
Merck & Co. are
Nos. 13 and 15,
respectively, in
the 2011 DiversityInc
Top 50 Companies
for Diversity
ASIAN CEOS
Fortune 500
1.8%
(9 of 500)
DiversityInc Top 50
4%
(2 of 50)
MasterCard and Toyota
Motor North America,
are Nos. 31 and 46,
respectively in the 2011
DiversityInc Top 50
KENNETH CHENAULT
AMERICAN EXPRESS
AJAY BANGA
MASTERCARD
YOSHI INABA
TOYOTA MOTOR
NORTH AMERICA
URSULA BURNS
XEROX
KENNETH C. FRAZIER
MERCK & CO.
Source: Fortune
Source: Leadership Education for Asian Pacifcs (LEAP)
AJAY BANGA
MASTERCARD
SANJAY K. JHA
MOTOROLA
ANDREA JUNG
AVON
SURYA N. MOHAPATRA
QUEST DIAGNOSTICS
KEVIN M. MURAI
SYNNEX
INDRA K. NOOYI
PEPSICO
VIKRAM S. PANDIT
CITIGROUP
RAVI SALIGRAM
OFFICEMAX
LAURA J. SEN
BJS WHOLESALE CLUB
URSULA BURNS
XEROX
KENNETH CHENAULT
AMERICAN EXPRESS
KENNETH C. FRAZIER
MERCK & CO.
CLARENCE OTIS
DARDEN
DiversityInc 113
BY C. CRAIG JACKSON
[EMPLOYEE-RESOURCE GROUPS]
How do I start ERGs
based on generations
and/or disabilities?
Would you be able to point us to best practices/
research related to disabilities and generational/new
professional/young professional afnity groups?
LATINO CEOS
Fortune 500
1%
(5 of 500)
DiversityInc Top 50
0%
(0 of 50)
WOMEN CEOS
Fortune 500
2.6%
(13 of 500)
DiversityInc Top 50
4%
(2 of 50)
Kraft Foods and
WellPoint are Nos. 9 and
36, respectively, in the
ANGELA F. BRALY
WELLPOINT
Source: HACR
Source: Fortune
ANTONIO PEREZ
EASTMAN KODAK CO.
GEORGE PAZ
EXPRESS SCRIPTS
PAUL RAINES
GAMESTOP
ENRIQUE SALEM
SYMANTEC
JOSUE ROBLES
UNITED SERVICES
AUTOMOBILE
ASSOCIATION (USAA)
CAROL A. BARTZ
YAHOO
ANGELA F. BRALY
WELLPOINT
URSULA M. BURNS
XEROX
LYNN L. ELSENHANS
SUNOCO
ANDREA JUNG
AVON
ELLEN J. KULLMAN
DUPONT
CAROL M. MEYROWITZ
TJX
BETH MOONEY
KEYCORP
DENISE MORRISON
CAMPBELL SOUP CO.
INDRA K. NOOYI
PEPSICO
IRENE B. ROSENFELD
KRAFT FOODS
LAURA J. SEN
BJS WHOLESALE CLUB
PATRICIA A. WOERTZ
ARCHER DANIELS
MIDLAND
IRENE B.
ROSENFELD
KRAFT FOODS
BETH MOONEY
KEYCORP
One of DiversityInc's
25 Noteworthy Companies
FOR MORE
2011 DiversityInc Top 50 lists
THE DIVERSITYINC TOP 10 COMPANIES
FOR BLACKS ON PAGE 98
FOR LATINOS ON PAGE 100
FOR ASIAN AMERICANS ON PAGE 100
FOR EXECUTIVE WOMEN ON PAGE 100
You can also access all our lists at
www.DiversityInc.com/top50
48%
of DiversityInc
Top 50
companies
have generational resource
groups. This number is up from 44
percent in 2009. No companies
had generational resource groups
in 2005.
The approaches to generation-
al groups vary, depending on the
specifc needs of your company.
When we say varied, we mean
some companies have one gen-
erational group that is focused on
generational communications, tal-
ent development and planning for
Generation Y to step into leader-
ship roles. Some companies have
a specifc need for onboarding
and retention and may focus their
group specifcally on Generation X
or Y. Some companies might have
an aging workforce or concerns
around retirement transition,
eldercare or succession planning
and may focus the group on boom-
ers and beyond. Some companies
have both. The most successful
groups communicate across
generations and dont restrict
membership to one group. For
example, a Gen X group would be
open to older members who want
to learn more about Gen X.
72%
of DiversityInc
Top 50
companies
have a resource group for people
with disabilities. This number is up
from 70 percent in 2009 and 48
percent in 2005.
Important to the disabilities
groupswe have seenis
to have it be inclusive of
friends. This may increase
membership as employees who
may have invisible disabilities
and/or feel isolated or uncom-
fortable sharing might be more
inclined to join. It is also always
important, for every group,
to have outside advocates.
Advocates help bridge commu-
nication gaps and, to an extent,
provide additional exposure or
credibility.
Also relevant here is a
mention of some of the more
innovative groups found in the
DiversityInc Top 50, includ-
ing groups for telecommuters,
parents, military and caregivers.
Caregiver groups and disability
groups often have overlap and
sharing of information. Veterans
groups and disabilities groups
may also have overlap.
44%
48%
2005 2009 2011
0%
48%
70%
72%
2005 2009 2011
DIVERSITYINC TOP 50 COMPANIES THAT HAVE:
A GENERATIONAL
RESOURCE GROUP
A RESOURCE GROUP FOR
PEOPLE WITH DISABILITIES
the

PhD

project
SM
We all know the importance of a diverse workforce. Without it, our ideas become singular
and complacent. The PhD Project looks to put an end to all that. We are an alliance of foun-
dations, corporations, universities, and professional and academic organizations. We are
dedicated to increasing minority representation in the business world by creating oppor-
tunities to get minority professors up in front of the classroom to serve as role models for
the next generation of minority business leaders.
When we started in 1994, there were only 294 minority business professors in the United
States. Today, we are proud to report that number has more than tripled to more than 1,000
and is increasing every day principally through our efforts.
Follow us on facebook at: http://Facebook.PhDProject.org
and on Twitter: http://twitter.com/thephdproject
For more information, visit our website at:
www.phdproject.org
Congratulations to the DiversityInc Top 50
Companies for Diversity.
Developing the next generation
of leaders is one of the most
signicant investments your
company can make.
June.2011 Ads.indd 14 5/5/11 2:58:34 PM
KPMG Foundation
Graduate Management
Admission Council
Citi Foundation
AACSB International
244 Participating Universities
AICPA Foundation
DiversityInc
JPMorgan Chase Foundation
The Goldman Sachs Group
The Merck Company Foundation
Microsoft Corporation
Dixon Hughes Goodman LLP
Wal-Mart Stores, Inc.
ACT-1 Group
AT&T
Dow Chemical Company
John Deere Foundation
Rockwell Collins
California State University System
CIGNA
American Express
ADP
American Marketing Association
Motorola Foundation
The Federal Reserve
Bank of Chicago
The Federal Reserve
Bank of New York
Western Union Foundation
Corporate Executive Board
Thank you to DiversityInc, and all of our Funders, for their commitment
to creating a more diverse workforce for all of corporate America.
* Founders
To nd out more about supporting The PhD Project, contact Bernard J. Milano at 201.307.7662,
or email bmilano@kpmg.com.
DiversityInc CEO, Luke Visconti with PhD Project faculty and doctoral students who facilitated sessions at a DiversityInc Top 50 for Diversity event in Washington,
DC. Dr. Daniel Selby, University of Richmond, Dr. Yuvay Meyers, Howard University, Dr. Karynne Turner, Georgia State University, Sharon Simmons, Management
Doctoral Student at Syracuse University, Dr. Atira Charles, Florida State University, Luke Visconti, Dr. Denise Lewis Lloyd, Massachusetts Institute of Technology,
Dr. C. Douglas Johnson, Georgia Gwinnett College, Dr. Shalei Simms, Ramapo College, Nicholas Pearce, Management Doctoral Student at Northwestern University.
June.2011 Ads.indd 15 5/5/11 2:58:38 PM
116 DiversityInc
CORPORATE SUPPORT FOR PUBLIC POLICY
June_Same Sex Marr.indd 116 8/3/11 6:40 PM
LGBT RIGHTS
How do corporations stay
true to their values?
Fighting LGBT discrimination
LGBT
CIVIL
RIGHTS
How Everyone Benefits
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118 DiversityInc
ast November at our event, country-music star Chely Wright told our
audience of senior corporate executives what her life was like as a closeted
professional in an industry that was far from inclusive of LGBT people.
She described putting a gun to her headand then putting the gun
down. Today, a little more than a year after coming out, Wright is happily
anticipating her wedding to a beautiful young woman, Lauren Blitzer.
To read more about LGBT rights, visit www.DiversityInc.com/LGBT
WHAT
IT MEANS
TO YOU
L
BY BARBARA FRANKEL
Same-Sex Marriage in N.Y.
They are getting married this sum-
mer in Connecticut, which up until
June 24 was one of only ve states
plus the District of Columbia that
recognized same-sex marriages.
On June 24, the New York State
Legislature approved same-sex
marriage and Gov. Andrew Cuomo
immediately signed it into law.
New York is the largest state to
recognize same-sex marriages, and
the impact of this decision will be
profound.
The ght for LGBT rights has
gained momentum this year, with
the federal government agreeing
to end dont ask, dont tell for
the military and President Barack
Obama slowly but surely becoming
a more vocal advocate. As has
happened with other human-
rights battles, some progressive
corporations are leading the
way, while others damage
their reputations with
employees and customers.
Corporate support of
LGBT rights has included
the battle against the Defense
of Marriage Act in Indiana,
led by companies such as
Eli Lilly and Co., WellPoint
and Cummins, Nos. 39, 36
and 18, respectively, in The
Companies for Diversity. It has
included advocacy for ENDA,
the federal Employment
Non-Discrimination Act,
Chely Wright and
Lauren Blitzer will
be married this
summer.
supported by corporations includ-
ing DiversityInc Top 50 companies
Kaiser Permanente (No. 1), Ernst &
Young (No. 5), IBM Corp. (No. 7),
Bank of America (No. 11), The Coca-
Cola Co. (No. 12), Merck & Co. (No.
15), Accenture (No. 23), KPMG (No.
29), Dell (No. 30), Wells Fargo & Co.
(No. 40), Time Warner (No. 28), Eli
Lilly, WellPoint and Whirlpool Corp.
(No. 49), as well as DiversityInc 25
Noteworthy Companies BASF Corp.,
Boehringer Ingelheim, Capital One,
Chubb, KeyCorp and Pzer, and
also companies such as Eastman
Kodak Co., Ameriprise Financial and
General Motors.
For some companies, the
equality effort still begins at
home. Southern Company, one
of DiversityIncs 25 Noteworthy
Companies, last year approved
domestic-partner benets for both
same-sex and opposite-sex couples.
Other companies are still grappling
with this issue, which DiversityInc
views as a non-negotiable essential
item to earning a spot on our lists.
When Should
Your Company
Take a Stand
Against
LGBT Bias?
In the face of a groundswell of proposed state
laws discriminating against LGBT people, what
should inclusive companies do? BY BARBARA FRANKEL
LGBT RIGHTS
When Values & Actions
Are Misaligned
T
heres a ip side to this, of
course, even in companies
that work to have inclusive
cultures. Last years Target dona-
tion to a gubernatorial candidate
who was publicly homophobic is
still having repercussions. More
recently, several companies,
including AT&T (No. 4), KPMG,
Whirlpool, Pzer and Comcast (one
of the DiversityIncs 25 Noteworthy
Companies), were horried to learn
their local representatives on the
Tennessee Chamber of Commerce
had approved a resolution sup-
porting a state bill prohibiting local
governments from passing antidis-
crimination ordinances. Although
the companies quickly issued
statements deploring the bill, it had
already passed the legislature and
had gone to the governors ofce,
where he signed it into law.
But right now another governor,
Andrew Cuomo, has proven to be a
staunch supporter of LGBT rights,
and the New York victory should
be savored by the 42,000 same-sex
couples in that state (source: U.S.
Census Bureau), their friends and
families.
Its also a moment of victory for
corporations that understand that
having an inclusive culture isnt
limited to whats behind the doors
of their ofces. What happens in
government and society deeply
impacts recruitment, engagement,
productivity and innovation.
Ill be watching Chely Wright
and Lauren Blitzer get married this
summer, as well as reading about the
thousands of gay and lesbian couples
who will marry in New York. The
impact on the individual is immea-
surable. Blitzer posted this on her
Facebook page right after the New
York decision was announced, and
I think it sums up what many LGBT
people feel when their companies
stand up for them: This has always
been my residence. Now it really is
my home.

DI

he news that Tennessee Gov. Bill Haslam signed into
law a bill prohibiting local governments from passing
anti-discriminatory measures offers a clear lesson to
inclusive corporations about whenand howthey
should get involved.
T
The new law, aimed squarely
at the LGBT community, is an
example of a groundswell in
several states from the religious
right to pass laws that endanger
human rights and discriminate
against this one group in particu-
lar. Several corporations, includ-
ing three on the DiversityInc Top
50 and two on the DiversityInc
25 Noteworthy Companies lists,
got caught in the crossre in
Tennessee. They were members
of the Tennessee Chamber of
Commerce that supported this
bill. The chamber rescinded that
support after DiversityInc and
the Human Rights Campaign
(HRC) asked the corporations
how they could support this.
Why did the chamberand
the leading diversity compa-
nies among its corporate mem-
bers, including AT&T, KPMG,
Whirlpool, Pzer and Comcast
approve this in the rst place?
Some of the companies said their
local members voted against it.
One told DiversityInc that they
didnt realize the anti-LGBT
focus of this legislation because it
was part of a larger document on
standardizing state regulations.
When they became aware of what
the legislation intended, all of
these companies and several others
issued public statements denounc-
ing the legislation, leading to the
chamber reversing its position.
This case raises two critical
points for corporations with very
public values of inclusion. The
rst is the need to be extremely
carefulespecially at local levels
that everything that is signed
off on by any representative of
the company coincides with the
organizations stated values.
The second is publicly taking
the next step: actively ghting
this type of legislation in every
state. Anti-LGBT legislation is
surfacing in several states, and
no organization that calls itself
a diversity leader should allow
these bills to become laws.
DiversityInc 119
LGBT RIGHTS
Since the Tennessee battle
appears to be over, DiversityInc
asked the HRC where the next
battlegrounds are. The HRCs
response:
MINNESOTA The Minnesota House
passed a proposal to place a consti-
tutional ban on same-sex marriage
on the 2012 ballot.
INDIANA Indiana lawmakers
approved a proposed amendment
to the state constitution that would
dene marriage as between one
man and one woman and would
prohibit the state from enacting
civil unions or domestic partner-
ships for same-sex couples. The
proposed amendment will be on
2014 ballots if legislators once
again approve the proposal in the
20132014 legislative session.
NORTH CAROLINA North Carolina
has an anti-LGBT marriage amend-
ment that has been introduced in
both the state house and senate (SB
106/HB777) that could prohibit all
forms of legal relationship recogni-
tion for gay and lesbian couples.
TEXAS The Texas State Senate
is considering legislation that
would prevent district clerks from
120 DiversityInc
accepting a court order recognizing a sex change as a legal document for a
marriage license. The House passed a budget bill containing a provision requir-
ing public universities with a student center on alternative sexuality, i.e.,
an LGBT center, to provide equal funding to create new centers to promote
traditional values.
Here are some diversity-management
resources DiversityInc Top 50 companies
have to help them in this battle:
SUPPORT FROM THE TOP
All of the DiversityInc Top 50 CEOs ensure diversity is included in the
corporate mission statement; 96 percent of them have quotes on the value of
diversity from the CEOs on their homepage.
Look for our webinar on DiversityIncBestPractices.com on CEO commitment
and DiversityInc Top 50 best practices, featuring our No. 1 and No. 2 companies,
Kaiser Permanente and Sodexo.
CLEAR AND CONSISTENT MESSAGING
All have antidiscrimination policies that include sexual orientation; 96
percent have antidiscrimination policies that include gender identity. All
employees should be informed about these policies and repercussions for
failing to adhere to them.
For information on diversity training, visit www.DiversityIncBestPractices.com/training.
USE OF EMPLOYEE-RESOURCE GROUPS
All of the DiversityInc Top 50 have LGBT (and ally) resource groups, up
from 63 percent ve years ago. These groups are valuable conduits to the
community and keep leaders aware of legislative and other external con-
cerns. Ninety percent of DiversityInc Top 50 CEOs meet regularly with ERG
leaders.
For information on employee-resource groups, visit
www.DiversityIncBestPractices.com/employee-resource-groups and also see our
webinar on DiversityIncBestPractices.com on employee-resource groups,
featuring Aetna and MasterCard.
When Should Your Company Take a Stand Against LGBT Bias? CONTINUED
Protest
against the
passage of
Proposition 8
banning gay
marriage.
Richard Proust
and his partner of
30 years, Donald
Corren, march
during the Gay
Pride Parade.
Read our coverage of the anti-LGBT-rights law promoted by the Tennessee
Chamber of Commerce at www.DiversityInc.com/lgbt-rights
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June.2011 Ads.indd 27 6/29/11 3:58 PM
June.2011 Ads.indd 43 7/15/11 1:58 PM
DiversityInc 123
1924 The Society for Human Rights, the frst
gay-rights organization in the United
States, is founded. It is shut down by
police within a few months
1955 The Daughters of Bilitis, the frst
national U.S. lesbian organization, is
formed
1962 Illinois becomes frst state to
decriminalize homosexual acts
1969 Stonewall riots in New
York gain national
attention for gay and
lesbian rights
1970 First Gay Liberation
Day March is held in New York
City; similar events are held in
Los Angeles and San Francisco
1973 The American Psychiatric Association
removes homosexuality defnition as
mental disorder
1978 Rainbow fag frst used as symbol of
gay and lesbian pride
1979 First national gay-rights march held in
Washington, D.C.
1982 Wisconsin is frst state to outlaw
discrimination on basis of sexual
orientation
1989 Denmark becomes frst country to
legalize same-sex partnerships
1993 Dont ask, dont tell policy allows
gays and lesbians to serve in the U.S.
military as long as they are closeted
1996 Supreme Court says protections for
gays and lesbians are not special
rights but the same civil rights
guaranteed to all U.S. citizens
2000 Vermont becomes frst state to legally
recognize civil unions between gays or
lesbians
2003 Supreme Court rules sodomy laws
unconstitutional in Lawrence v. Texas
2004 Massachusetts legalizes same-
sex marriage
New Jerseys Gov. James
McGreevey comes out as frst
openly gay U.S. governor before
resigning
2005 Civil unions become legal in
Connecticut
2006 Civil unions become legal in New
Jersey
2007 DiversityInc requires domestic-partner
benefts as prerequisite to make The
DiversityInc Top 50 Companies for
Diversity list
2008 Californias State Supreme Court
allows same-sex marriage, but
Proposition 8 then eliminates it
2009 President Barack Obama signs law
extending existing federal hate-crime
laws to include those committed on
the basis of sexual orientation and
gender identity
2010 Federal court declares Californias
Prop. 8 unconstitutional
2010 Obama signs law to end dont ask,
dont tell policy
2011 Obama administration drops defense
of DOMA in court. New legislation that
would offcially repeal DOMA and end
federal discrimination against legally
married same-sex couples, called
The Respect for Marriage Act, is fled
in the U.S. House of Representatives
and the Senate
New York becomes the largest state
in the nation to recognize same-sex
marriages after Gov. Andrew Cuomo
signs the bill into law
Illinois recognizes civil unions and
same-sex marriages performed in
other states
2011 Hawaii will begin recognizing civil
unions on Jan. 1, 2012
Gay-rights advocates witnessed a string of historic victories in 2010 and 2011. Congress voted
to end the militarys dont ask, dont tell policy, defeating a 17-year ban on gays and lesbians
serving openly in the U.S. armed forces. The Obama administration announced it was dropping
its defense of the Defense of Marriage Act (DOMA) in court. New legislation that would offcially
repeal DOMA and end federal discrimination against legally married same-sex couples, called The
Respect for Marriage Act, has been fled in the U.S. House of Representatives and the Senate.
S
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TIMELINE
FACTS&FIGURES
LGBT RIGHTS
Photos, top and right: Shutterstock
June_LGBT Factoids.indd 123 8/5/11 1:48 PM
124 DiversityInc
U.S. Gay and Lesbian
Market Buying Power
2006 $660 BILLION
2009 $732 BILLION
2010 $743 BILLION
Source: Witeck-Combs Communications/ Packaged Facts
The adult LGBT
population
is one of the
most wired and
technologically
uent groups in
the country.
76%
of LGBT adults are
online, comprising
7.9 percent of the
total adult Internet-
user population
LGBT people spend
57%
more time
online than their
heterosexual
counterparts
32%
of LGBT respondents
said they were online
between 24 and
168 hours a week,
compared with only
18% of heterosexual
Internet users
(Excludes email usage)
Source: eMarketer
Out LGBT Population in the United States
DEMOGRAPHICS WIRED
2006
15.3
MILLION
2011
16.3
MILLION
BETWEEN
6% AND 7%
of the U.S. population
identies as lesbian, gay,
bisexual or transgender,
but many estimate
the real amount is
10%
Source: Human Rights Campaign
The 2011 DiversityInc Top 10
Companies for LGBT Employees
KPMG
Wells Fargo & Co.
IBM Corp.
Aetna
Ernst & Young
PricewaterhouseCoopers
Sodexo
Bank of America
Merck & Co.
American Express
All of The DiversityInc Top 50 Companies
for Diversity have LGBT employee-resource
groups
BUYING POWER
LGBT Rights
What factors set The DiversityInc Top
10 Companies for LGBT Employees
apart from others?
All of them have active programs to recruit LGBT people,
compared with 78 percent of the DiversityInc Top 50
They average 68 percent of their managers participating
in mentoring programs, compared with 39 percent for the
DiversityInc Top 50
Eighty percent offer adoption-assistance programs and
80 percent offer paid time off for paternity leave
All of their nondiscrimination policies include gender
identity
Ninety percent offer bereavement leave and all of them
offer family medical leave for same-sex partners
LGBT RIGHTS AT THE DIVERSITYINC
TOP 50 COMPANIES
P
h
o
t
o
s
:

S
h
u
t
t
e
r
s
t
o
c
k
December 2010 125 De De De De DDDe De De De De De De De De De De De De De De DDDe De De De De De De De DDDDDe DDDDDe De De De DDe De De De De De De De DDDe DDe ee DDe DDDDDDDDDe DDDDDDDe De DDDDDDDDe De DDDDDDDe DDDDe De DDDDDDDDDDDDeeeeeeeeeeeeeeeeece ce ce ce ce ce ce ce ce ce ce e ce e ce ce ce ce ce ce ce ce e ce ce ce ce cce ce e ce ce ce ce ce ce cce eeee ce ce ce ce ee ce ce ce ccce ee ceeee ceee ccce ce cccccee ce cccceee cccce cccccccccc mb mb mb mb mb mb mb mb bb mb b mb mb mb mbbb mb b mb mb mb mb mb mmmb mb mb bbb mb mb bb mb mb mb bb mb mb mb mb mb mb b mb bb mb mb b mb mmb bb mb mb mb b mb b mb mb mb mb b mb mb mb mb mb mb bbbbb mb mb mmmmb mmb mb mb bbbb mb mbbbbb mb bbb mb mmb mmmmmmbb mmmmmb m er er er er er er er er er er er er r er er er er er eeeeeer er er er eer er er er er eeer er er eer eerr eeeeer er rr er er eeer r er er eer eer er er er eer er er eeer r er er er er r 2222222222222222222222222222222222222222222222222222222222222222201 01 01 01 01 01 001 01 01 01 01 01 1 01 01 01 01 01 01 01 01 01 01 01 01 01 11 01 0011 001 01 111 01 001 111 01 0001 01 01 001 01 01 01 001 001 00000111 01 001 01 01 1 01 01 111 00001 00001 00000001 01 01 111 01 00001 111111 00 00000000000000000000000000000000000000000000000000000000000000000000000000000 125 125 125 125 125 125 125 125 125 125 125 125 125 125 125 125 25 125 25 125 125 25 5 25 125 55 125 125 1225 25 125 125 12 125 5 125 125 25 125 5555 125 25 125 12 125 2 111111225 25 22222255 25 5 11111222222222 125 125 125 55 2 1222255555555555
About
89%
of gay respondents
and 91 percent of
lesbian respondents
to a recent survey
thought a brands
sponsorship or
support of LGBT
events favorably
inuenced their
buying decisions
Source: eMarketer
BRAND ATTITUDES &
BUYING DECISIONS
T
HOUSEHOLD INCOME
Gay men
Lesbian
women
General
population
Gay couples
living together
Lesbian couples
living together
Married couples
(general population)
$62,000
$52,000
$49,777
$130,000
$96,000
$71,830
MEDIAN ANNUAL HOUSEHOLD INCOME
Sources: U.S. Census Bureau, eMarketer
About
78%
of LGBT people and
their friends and
relatives would switch
brands to companies
that are known as
being LGBT-friendly
Source: Witeck-Combs/
Harris Interactive
States issuing marriage licenses to same-sex couples:
MASSACHUSETTS
CONNECTICUT
IOWA
VERMONT
DISTRICT OF COLUMBIA
NEW HAMPSHIRE
NEW YORK
Statewide law providing
equivalent of state-level
spousal rights to same-sex
couples:
NEW JERSEY
CIVIL UNIONS, 2007
WASHINGTON STATE
DOMESTIC PARTNERSHIPS, 2007/2009
DOMESTIC PARTNERSHIPS, 2008
NEVADA
DOMESTIC PARTNERSHIPS, 2009
ILLINOIS
CIVIL UNIONS, 2011
HAWAII
CIVIL UNIONS, EFFECTIVE JAN. 1, 2012
If the federal government
recognizes legal marriages by
same-sex couples, between
50,000 and 80,000
same-sex couples would be recognized
Source: The Williams Institute
MARRIAGE
States that
recognize
marriages by
same-sex couples
from another
state
MARYLAND 2010
ILLINOIS 2011
2004
2008
2009
2009
2010
2011
2011
CALIFORNIA
Same-sex marriages
that took place between
June 16, 2008, and Nov.
4, 2008, continue to
be dened as mar-
riage while the courts
determine legality.
On Oct. 12, 2009, Gov.
Arnold Schwarzenegger
signed into law a bill
that recognized out-of-
jurisdiction same-sex
marriages that occurred
between June 2008 and
November 2008 as mar-
riages in California.
OREGON
LGBT RIGHTS
DiversityInc 125
FACTS&FIGURES
126 DiversityInc
VS.
Photos: Shutterstock
June_Donald Fan.indd 126 8/5/11 1:50 PM
Do
diverse
teams
solve more
problems
than
homogenous
teams?
DIVERSITY
The Driving Force of Innovation
BY DONALD FAN
DiversityInc 127
10 20 30 40 50 60 70 80 90 100
3.5
3.0
2.5
2.0
1.5
LESS MORE
B
E
T
T
E
R
W
O
R
S
E
128 DiversityInc
I
n his latest State of the Union address, President Barack Obama mentioned the
word innovation nine times, more than any other president ever has, according
to Fareed Zakaria. This highlights a key point that in this new era, rife with
volatility and ambiguity, innovation is critical in sustaining organic growth and
securing success in a globally competitive environment.
We know that there exists a strong connection between innovation
and diversity and inclusion; our challenge is to help our leaders and fellow
professionals understand that connection. By exploring scientic research,
corporate practice and personal observation, this article aims to connect those
dots. While business lore tends to link innovation with a creative drive that is
exclusive to the top and brightest talent, true innovation thrives in an inclusive
culture that values diverse ideas, leverages unique perspectives and invites
everyone to achieve collaborative breakthroughs across the entire organization.
A Diverse Workforce Is a
Valuable Source of Innovation
Diversity Means Quality
DIVERSITY IN AN EMPLOYEES RELATIONSHIPS
Q
U
A
L
I
T
Y

O
F

I
D
E
A
The vital foundation for innovation derives from a diverse workforce.
Diversity of talent, by denition,
provides more ideas and perspec-
tives into driving for the best busi-
ness solutions. Diversity becomes
a valuable resource for innova-
tion through a diverse workforce
that reects todays marketplace
through consumer insights and
wisdom of the crowd that can
lead to creative betterment.
People see problems and solu-
tions from different perspectives.
These perspectives are accompa-
nied by the heuristics that dene
how individuals search for solu-
tions. When confronted with a
problem, we encode our perspec-
tives and then apply our particular
heuristics to explore new and better
resolutions. Diverse teams often
outperform teams composed of
DiversityInc 129
the very best individuals, because
this diversity of perspective and
problem-solving approach trumps
individual ability.
Research conrms that diver-
sity is a valuable resource for
innovation. Prof. Ron Burt of the
University of Chicago conducted
an empirical study indicating that
people with more diverse sources of
information generate consistently
better ideas, as the graph on the
previous page highlights.
In the graph, the vertical axis
shows management assessments of
a series of employee ideas related
to supply-chain management. The
horizontal axis measures the level
of diversity in an employees inter-
nal connections. As you move to the
right, you see employees who are
more insular in their connections.
They lack diversity of input in their
day-to-day world.
The graph indicates that
higher diversity of connections
also translates to the perception
of higher quality ideas, which
is a fundamental component of
innovation.
Many companies today are
becoming more intentional about
leveraging diversity to spur inno-
vation. For example, Walmart
continues to build a diverse global
workforce by recruiting world-class
talent through creative approaches,
such as the Junior Military Ofcer
recruiting program and the Women
in Retail initiative, and through
increased community and campus-
outreach efforts.
An Inclusive Culture Is an
Incubator for Innovation
In addition to cultivating a diverse workforce, we must also foster an inclusive
work environment where creative ideas can germinate and grow.
Common characteristics of an inclusive work environment include:
BELIEF
Trusting and
empowering
employees to make
a difference in
continuous business
improvements
ATTITUDE
Respecting a
predisposition toward
collaboration and
diversity of thought
KNOWLEDGE
Knowing how to think
creatively to solve
problems and capture
opportunities
BEHAVIOR
Valuing and
leveraging differences
Walmart strives to build
an even more inclusive
culture to connect and
engage the associates by
encouraging them to bring
up more intelligence,
insight, imagination and
intuition to solve complex
business problems and to
serve customers better.
This inclusive culture
serves as an incubator for
creative thinking through the
following efforts:
1
DEVELOPING MAVERICKS (FREEDOM OF THOUGHT)
Constructive mavericks have the vision and passion to pursue an idea
and bring it to fruition. They challenge convention and initiate new
ways to solve problems. At Walmart, leaders are empowered to be
catalysts through mentoring and sponsorship programs and other develop-
mental opportunities that provide avenues for associates to unlock their full
potential.
2
ADVOCATING COLLABORATION (CROSS-POLLINATION)
Break silos by inspiring people with different backgrounds and
experiences to share their unique perspectives and work in different
functional areas. Becoming a matrix organization, Walmart spurs on
the horizontal ow of skills and information transcending functional areas.
Cross-functional projects, enriched career opportunities and global assign-
ments are examples of the companys commitment to developing associates
through collaborative opportunities and roles that expand their knowledge
and experiences.
Donald Fan is senior director in the Ofce of Diversity at Walmart.
For more on diversity management, visit
www.DiversityIncBestPractices.com READ MORE
3
SWIMMING UPSTREAM (INGENUITY) Challenge conventional
wisdom by going the opposite way. This can elevate the opportunity
for success, simply because little energy is currently invested there. A
freedom from conventional thinking can unleash a pleasant surprise
and unexpected amazement, similar to the Zen principle of Breaking from
Routine. For example, when Walmart founder Sam Walton rst pitched his
idea to start a chain of discount stores in small rural communities, he was
told the idea would never work. Walton responded by forming a dedicated
team with different backgrounds and capabilities that complemented each
other, who, through collective endeavors, turned the idea into an unprec-
edented business success.
4
STRENGTHENING CULTURAL INTELLIGENCE
(COMPETENCY) In todays global economy, it is essential to build
cultural intelligence in order to succeed and lead in innovation.
While examining what neuroscience is revealing about the differ-
ence between individuals and businesses that succeed and those that fail,
Prof. Ying Yi Hong and Dr. David Livermore introduced the Four Cultural
Intelligence (CQ) capabilities at the 2010 NeuroLeadership Summit:
When we seek to strengthen cultural competencies, we advance the effec-
tiveness, creativity and adaptability of todays culturally diverse workforce.
Efforts such as cultural-heritage celebrations, offering cultural-assessment
tools, cross-country leadership summits and cultural-competency training
all contribute to strengthen cultural intelligence.
130 DiversityInc
CQ DRIVE
(Motivation)
Our level of interest, drive and
motivation to adapt cross-
culturally. Be curious and seek
differences.
CQ STRATEGY
(Meta-Cognition)
Our level of awareness and
ability to plan in light of our
cultural understanding. Draw
a blueprint of how to leverage
differences.
CQ KNOWLEDGE
(Cognition)
Our level of understanding
about cultural issues. Take time
to understand the merits of
differences and shared values.
CQ ACTION
(Behavior)
Our level of adaptability when
leading and relating cross-
culturally. Look for innovative
breakthroughs by embracing
differences.
5
ENABLING NEW IDEAS
(OUTCOME)
Create an environment
where great ideas can
surface and grow. Walmart uses
different channels to solicit ideas,
including a monthly Town Hall
Meeting hosted by the CEO, an
annual Associate Opinion Survey,
an Open Door process and more.
The ability to act on diverse ideas
has shaped the growth of the com-
pany and helped customers save
money and live better. A couple of
game-changing examples include:
Money Center Walmart offers mil-
lions of unbanked and underserved
customers a series of low-cost
nancial services through in-store
Money Centers (check cashing,
bill payments, money transfers,
MoneyCard, etc.)
Direct Farm This global program
focuses on driving agricultural sus-
tainability. In 2010, Walmart China
successfully engaged more than
470,000 farmers in the Direct Farm
program. Additionally, the company
endeavors to reduce produce waste
by 15 percent while upgrading 15
percent of Direct Farm program
products from Green to Organic
certied; and to increase partici-
pation rates to 2 million Chinese
farmers by the end of 2015.
Steve Jobs said, The source of wealth and capital in this new era is not material things it is the human
mind, the human spirit, the human imagination and our faith in the future. When we enlighten and
inspire our people to harness their creativity to generate value in an inclusive culture, we nurture fertile
soil where seeds of innovation can blossom into opportunity of sustained future growth.
Use your mobile
phones QR reader
to scan the code and
learn more
Fertile Soil for Seeds of Innovation

June.2011 Ads.indd 23 6/28/11 9:47 AM
W
e recently covered a story regard-
ing an anti-LGBT-rights law pro-
moted by the Tennessee Chamber
of Commerce. The chamber was reacting to the
city of Nashville passing a pro-LGBT-rights law.
Several companies on The 2011 DiversityInc
Top 50 Companies for Diversity list are mem-
bers of that chamber. We confronted them and
asked how they could support a bill that was
in conict with the values espoused by their
corporate leadership via their diversity depart-
ments. All stated their opposition to the bill, but
the damage was done, and as the heat started
to rise, the governor signed the bill into law,
bringing Tennessee into the circle of states that
afrmatively oppress their LGBT citizens.
A TEACHABLE MOMENT
Decision
Making,
Clarity of
Values &
What to
Do When
It Goes
Horribly
Wrong
132 DiversityInc
BY LUKE VISCONTI
June_Decision_Making.indd 132 8/5/11 1:54 PM
P
h
o
t
o
:

S
h
u
t
t
e
r
s
t
o
c
k
The corporate reaction to our questions was swift
but after the fact. I think most companies headquar-
ters were genuinely surprised by the actions of their
colleagues on the chambers board. That leads us to a
teachable moment. Here are some ground rules Ive
learned by observing companies closely:
Decision making is best by having clarity on

your values. Credibility received for your pro-
fessed values is dependent on your decisive execu-
tion of actions based on your values. This does not
preclude empathy and forgiveness for mistakes,
but values cannot be parsed without exposure to
repercussions.

Your best possible business outcome is depen-
dent on your ability to equitably execute on fair
and equitable treatment. People treated fairly
have a better relationship with you; better relation-
ships transcend commodity pricing and increase
the quality of your revenue stream. Better rela-
tionships also increase employee engagement and
productivity and reduce regrettable loss.

In the age of Facebook and
Twitter, you cannot hide. Your
actions will be publicly evalu-
ated and the resulting addition
or subtraction from your brand
image will have an impact on
your business.
Here is some food for thought
regarding human rights, business
and our LGBT neighbors:
Rights afforded to one group that
do not diminish another groups
rights are what this country is all
about. This was the basis of wom-
ens suffrage and the Civil Rights Act, Voting Rights
Act and Americans with Disabilities Actand it is
the basis of the lawsuit that overcame the anti-LGBT
Proposition 8 in California. The anti-LGBT forces
could not produce a single expert who could show that
same-sex marriage in any way diminished heterosexual
marriage. Married couples have certain legal rights,
and extension of those legal rights to same-sex couples
does not hurt heterosexual marriages and does not
force your house of worship to marry same-sex cou-
ples. Freedom from a state-run religion and freedom of
religion from the state are part of our Constitution.
Heres some personal advice if you think marriage is
for one man and one woman: Dont marry someone of
your own sex.
Finally, especially for companies that are publicly
traded and/or regulated by the government (which,
in aggregate, includes just about every company),
there are some things to keep in mind regarding
communications, donations and membership:
Communications sent in secrecy are worse

than no letter at all, as secret complaints consti-
tute tacit approval.

An organization cannot stink selectively. The
chambers actions were anti-LGBT rights, period.
This cannot be parsed, and if your continued mem-
bership in an organization conicts with your stated
values, then you have a problem across the entire
organization.

Conict in values produces brand damage and
potential exposure to lawsuits and is detrimental
to shareholder equity. Your personal opinions or
politics do not trump your organizations need to do
business properly. This is especially true for leaders.
Over the almost 14 years of
publishing DiversityInc, weve seen
the practice of managing diversity
become more effective by orders of
magnitude in the most competitive
companies. Questions about
diversity are now on 100 percent
of DiversityInc Top 50 companies
requests for proposals (RFPs). This
directly communicates a statement of
values. The ripple effect of diversity
values is aggregating into a bow
wave as globalization is enhanced by
web and cell communications. This
gives companies unprecedented
opportunitiesand unprecedented
responsibilitiesthat transcend nations.
This creates seemingly complex challenges, but I
dont think theyre all that complex. If you have clarity
on your values, then dont violate them; if youre doing
business with a company that violates your values, you
are violating your values; and if you support or make a
donation to an organization that has facets that violate
your values, then you are violating your values.
We will all make mistakes. As Dr. Cornel West said
at one of our events, We are all cracked vessels, and
the public is very forgiving of a speedy and forthright
apology, particularly if its backed by redemptive action.
Such as, for example, resigning from the Tennessee
Chamber of Commerce.
DI
If your continued
membership in
an organization
conicts with your
stated values,
then you have
a problem
across the entire
organization.
DiversityInc 133
June_Decision_Making.indd 133 8/3/11 6:00 PM
When Didier Demesmin arrived at Rutgers University, he was sure he wanted to be a doctor. ut,
like too many disadvantaged students, he was unsure how to reach that goal. Fortunately, the Cfhce
for Diversity and Academic Success in the Sciences (CDASIS) at Rutgers offers a rigorous program
of academic support and mentoring that gives aspiring doctors from underrepresented groups the
foundation they need to succeed in top medical schools.
Rutgers paved the way for Dr. Demesmin, now a leader in pain medicine, and for more than 400
other health professionals and researchers who owe their start to the CDASIS program.
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to the Rutgers CDASIS
program. It kept me on the
right path and provided the
guidance, motivation, and
encouragement I needed to
get into medical school.
"
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MEDICAL DIRECTCR, UNIvERSITY PAIN MEDICINE
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CDASIS is an academic support unit within the Division of Life Sciences, School of Arts and Sciences
June.2011 Ads.indd 45 7/15/11 1:59 PM
BY LUKE VISCONTI
DiversityInc Interview
Wells Fargos northern New Jersey
regional president
Lucia DiNapoli Gibbons
is responsible for retail operations in 11
counties, which includes 157 retail branches
and nearly 1,600 team members.
She spoke to DiversityInc
CEO Luke Visconti about her
experience working in the banking
industry and how diversity-
management initiatives
have made her branches
more competitive.
Regional
Bank
President
Gives
Her
Perspective
ON
Women,
Banking &
Careers
DiversityInc 135
June_Gibbons ALT.indd 135 8/3/11 6:04 PM
AND WOMEN, BANKING CAREERS
LUKE VISCONTI Lucia, youre a senior
executive woman in a very power-
ful business role. What has made
you successful?
LUCIA DINAPOLI GIBBONS The core of
it is building great relationships
with people I dont think you
can accomplish anything
without connecting to
people and understand-
ing them and building
relationships. Thats
something Ive been
good at from the very
beginning of my career as a
relationship managerbuilding
relationships with businesses. Ive
carried that through every aspect of
my career.
VISCONTI Less than 3 percent of
Fortune 500 CEOs are women, yet
if you look at the same age cohort,
more than half the people who have
four-year degrees are women. What
do you attribute the gap to?
GIBBONS In part, Luke, its time,
and I think with a little bit more
timeand I even see this in my
own companythe ranks of middle
to senior management are start-
ing to swell. Im really condent
that over the next ve years, well
see some pretty signicant change
at the senior-most positions in
organizations.
VISCONTI What career advice can you
share with women who desire a
senior position?
GIBBONS Sometimes, as females, we
can get very focused on the task at
hand, and thats great because that
helps you drive performance.
Youve got to demonstrate
performance in order
to move ahead, but we
cannot lose sight of
networkingnetwork-
ing with each other,
networking with people
throughout our organiza-
tion. We have to take care of
ourselves in that way.
So if you have an eye on moving
forward and moving up, you not only
need to be focused on performance,
you need to be focused on network-
ing and building those connections
through the organizationmanaging
your brand, essentially, very proac-
tively managing your brand.
VISCONTI Thats a great point. Ive
heard it described this way: If a
man and a woman are sitting in two
different ofces and theyre both
equally busy, and the senior vice
president comes down the hall and
says Hey, would you like to go to
lunch? the woman will say No,
Ive got to get this done, and the
man will drop what hes doing and
go to lunch.
136 DiversityInc
NO. 40
IN THE DIVERSITYINC
TOP 50 COMPANIES
FOR DIVERSITY
GIBBONS Ive been guilty of that so I
completely agree.
Reaching
Multicultural
Customers
VISCONTI You operate 157 retail
stores in [northern New Jersey],
which covers an amazing breadth
of diversity, and you described how
you adapt your store management
and how customers are handled
based on the diversity that you have
in those retail areas. Can you tell us
a little bit about that?
GIBBONS We operate in one of the
most diverse communities in the
United States. So were pretty
deliberate about looking store by
store, understanding the diversity
around that store, and then making
sure that we hire people who repre-
sent that community.
We started, with a lot of gusto,
our Hispanic strategy last year. It
is not simply understanding the
communities that have Hispanic
populations; its about understand-
ing the breakdown of that Hispanic
population. Are they Puerto Rican?
Are they Portuguese? Are they
Colombian? There are certain
customs within various heritages
that only the people that are part
of that heritage understand. If you
can connect on that level and build
a relationship because you have an
appreciation for who those custom-
ers are, thats going to help us build
trust, and thats going to help us
build business.
VISCONTI Can you tell us about
a store where you applied that
strategy?
GIBBONS Yes. We have a store on
Linden Wood Avenue [in Linden,
N.J.], and its a Hispanic commu-
nity [and] its a Polish community.
So we have Spanish-speaking store
members and we have Polish-
speaking store members. Now if
we werent deliberate about OK,
its a white population; whats the
Lucia DiNapoli
Gibbons
BIRTHPLACE Jersey City, N.J.
TITLE Executive Vice President and the Northern New Jersey
Regional President, Wells Fargo
EDUCATION Bachelors degree from Rutgers University and
MBA from the Leonard Stern School of Business at New
York University
AFFILIATIONS Serves on the boards of the New Jersey Network
Foundation, New Jersey Performing Arts Center, the
Commerce and Industry Association of New Jersey, and the
Wachovia Regional Foundation. Chair of the Corporate Advisory
Board for the Boys and Girls Clubs of New Jersey
WELLS
FARGO
DiversityInc Interview
diversity of that white population?
to really understand that it was
Polish, we might make the mistake
of simply focusing on the Hispanic
piece because that really pops in
the numbers. Thats why its so
important to get so granular, down
to the store level, as to what the
diversity of the market looks like.
VISCONTI Do you think you have bet-
ter market share than your com-
petitors because of this?
GIBBONS Were growing our market
share in diverse segments better
than our competitors are. Ultimately,
its going to help us overtake those
who are ahead of us currently as it
relates to total market share in New
Jersey. At the end of the day, this is
what their strategy is all about. Its
about winning against our competi-
tion and building business.
Tips for
Success
VISCONTI Youve had a lot of board
experience and done a lot of phil-
anthropic work. I know how per-
sonally engaged you are with this.
Has that helped you with business?
Why are you doing all this?
GIBBONS First, I should share that I
did grow up in a household where
my father modeled that behavior.
He thought it was really important
to give back to others. So I saw him
do that, and I always aspired to do
the same myself.
The second piece of it is: I used
it as a business-development tool.
Early on in my career when I was a
relationship manager, I would ask
certain signicant centers of inu-
ence, How do I get to know the
people in Bergen County? How
do I get to know the people here?
And they advised me of certain
boards that had certain people I
wanted to meet. So I was able to
marry the two: my strong desire to
make a difference coupled with my
desire to make relationships with
people who were going to help me
from a business perspective.
I was able to give back and feel
great about myself; at the same
time, I was able to meet people that
I was able to do business with. And
that still carries through to today.
We were building a store in
Somerset County, and I had an
issue. I was able to pick up the
phone and call [utility company]
PSE&G so we could get our store
opened on time because I had a
relationship at the time with Ralph
LaRossa [president and chief oper-
ating ofcer of PSE&G]. So that was
a business issue that I was able to
handle because I had a relationship
with the right person.
So I think in my heart of hearts
its absolutely the right thing to do,
and the outcome is that you get to
develop wonderful business rela-
tionships that help you grow your
business as well.
VISCONTI You have an MBA. You
went to the Stern School at NYU
and youre an undergraduate from
Rutgers. Do you have career sug-
gestions for younger women?
GIBBONS Its important to do your
best every day. I think that you
need to set very high goals, set high
standards, and excel every day,
especially as it relates to people
and caring about people, because I
happen to be one of those individu-
als who thinks you can set the bar
really high. And engage in an envi-
ronment where you have a win-win
scenario.
And that even comes to engag-
ing in conict. Sometimes you have
to have tough conversations with
people, but if you do it with care
and with a desire to maintain that
persons integrity, I think you can
do the tough things.
The last piece of advice I would
add is to really continually learn
from those people around you.
Whatever your discipline is, make
sure that youre up to date on the
most current things that are occur-
ring in your discipline. Never stop
learning.
VISCONTI This clearly cant be a
part-time job for you. Youve got
to juggle a lot of things in a family.
What advice can you give to other
women, and other men, in terms
of work/life balance and how you
manage all of that?
GIBBONS It doesnt happen without
a support system. My husband
doesnt work. As my career was
taking off, he started to back off
of what he was doing, and Luke, I
dont have young children at home,
but I am the primary caregiver for
my mom, and we do have other
family members that we support,
so theres no way that Im going
to work all the hours that Im
working and be able to accomplish
everything I wanted to accomplish
if my husbands schedule was just
like mine.
Now if he did go down that path
and he had a high-powered career
as well, we would have to gure out
support in a different way It takes
a very proactive thought process
around what does the support
network need to look like, whether
its hired help, family members and
friendsyou need to have a game
plan. This is my game plan. You need
to have a game plan around that.
DI

Watch the video interview at
www.DiversityInc.com/gibbons
For more on workforce diversity, visit www.DiversityIncBestPractices.com/workforce-diversity
READ MORE
DiversityInc 137
Successful
Paths for
Corporate
Moving
women
into line-
management
jobs
and
REALLY
letting them
have
work/life
balance
doesnt
happen
that often.
ADVANCING WOMEN
Heres
how to do
it right
from
seven
companies.
June_WomenInSales.indd 138 8/5/11 1:56 PM
Career
Women in
Sales
ABOVE, LEFT TO RIGHT
LINDA ALBORNOZ
OF AMERICAN EXPRESS,
ANDREA L. HAZARD
OF AT&T
AND VALERIE OSWALT
OF KRAFT FOODS
BY BARBARA FRANKEL
I
n 1997, when Linda Albornoz was a director
for American Express based in Houston, her
husband received a great job offer requiring them
to move to San Francisco. Eleven years ago, at
most companies that would have meant Albornoz
either quit or asked for a reassignment to a desk
job, effectively committing career suicide.
SUCCESSFUL CAREER PATHS FOR WOMEN
Instead, her boss let her set up a virtual ofce,
giving her the exibility that eventually
helped her rise to her current position of vice
president, Business to Business (B2B) Payment
Solutions. In between, Albornoz and her hus-
band had a daughter, now 7, and they contin-
ued to both succeed in their demanding jobs.
Andrea L. Hazard has been with AT&T for
14 years, starting with its predecessor com-
pany SBC right out of college with a marketing
degree. Today, she is premier
client sales director, Global
Enterprise Solutions. Ten years
ago, she moved into enter-
prise sales and has worked in
Washington, D.C., Oklahoma
City, St. Louis (three times),
Dallas (twice), Minneapolis
and Nashville. Along the way,
she got married and, seven
months ago, had her rst
child, a son. Her husband, who
works in telecommunications
sales for a different company,
relocated with her when she
was pregnant, but Hazard real-
izes that her days of living in
a different city virtually every
year are going to have to end,
especially when her son reaches school age.
For Valerie Oswalt, a meteoric rise in
sales at Kraft Foods has also meant frequent
relocations. A certied public accountant, she
joined Kraft in 1996 after two years at Deloitte.
She started in sales nance at Kraft Foods
and moved into more senior roles as Kraft
paid for her MBA at Kellogg University at
Northwestern. Today, Oswalt is customer vice
president of business development for Sales
& Customer Logistics and the mother of two
children, Scott William, 6, and Lauren, 4.
Ive moved from Chicago to Boston to
southern California to Dallas to Arkansas to
Northern California, she says, noting that
this included being customer vice president
for Krafts relationship with
Walmart (overseeing more
than $2 billion in revenue)
and being area vice presi-
dent, customer logistics, for
the West Coast.
How have these three
women managed what
to many women seems
impossible: combining
active careers in revenue-
generating positions
and young families? The
answer lies not with
these particular women,
impressive as they are, but
with their companies
Companies for Diversity that
consciously provide exibility and options
for women in P&L roles. These companies
understand that these positions are usually
the way into the top level (CEO and direct
reports) and want to make sure women are not
excluded.
BEST COMPANIES
FOR WOMEN IN SALES
(IN ALPHABETICAL ORDER)
American Express Co.
No. 13 in the DiversityInc Top 50
AT&T
Colgate-Palmolive Co.
Ernst & Young
Kraft Foods
Procter & Gamble
140 DiversityInc
For more on advancing women in corporations, visit
www.DiversityIncBestPractices.com/training READ MORE
In Proft & Loss
Positions
38%
33%
30%
Reports
2nd Level of
Management
CEO & Direct
27%
22%
23%
33%
28%
31%
3rd Level of
Management
37%
35%35%
10% Highest Paid
34%
28%
31%
Best Companies for Women in Sales
All Companies (535 DiversityInc Top 50 participants)
DiversityInc Top 50
Promotions in
Management
42%
39%
42%
STARTING POINT MOVEMENT MANAGEMENT LEVELS ACHIEVED
WHAT THE DATA SHOWS
T
heir numbers reect that effort.
DiversityInc studied seven com-
panies in different industries
with strong initiatives to help women
in revenue-generating roles. They (and
their 2011 DiversityInc Top 50 ranks) are:
PricewaterhouseCoopers, No. 3; AT&T, No.
4; Ernst & Young, No. 5; Kraft Foods, No.
9; Colgate-Palmolive Co., No. 10; American
Express Co., No. 13; and Procter & Gamble,
No. 25.
We found a signicant difference in
their results. When compared with the 535
companies that participated in the 2011
DiversityInc Top 50 survey, these seven
companies had 15 percent more women in
P&L roles, 23 percent more women in the
top level (CEO and direct reports) and 22
percent more women in the top 10 percent
highest-paid employees in the company.
How do they do it? What best practices
do they use that enable them to hold on and
promote female talent at this level? The key
word is exibility.
BEST PRACTICES
W
e strive for clarity of busi-
ness objectives and deliv-
erables to allow managers
and employees the exibility to determine
where, when and how the work gets done
to accomplish these, says Jim Norman,
Kraft Foods vice president of talent
acquisition, diversity and inclusion. This
is especially key in eld positions, where
constant commute and travel is essential to
a successful relationship with customers.
In other words, if the sales goals are
met, it doesnt matter where and when the
executive is physically in the ofce. Oswalt,
We always
like to say
we can be
exible for
the right
people.
People want
to deliver and
the company
has shifted
the mindset
to focusing
on what gets
done, not how
you get it
done.
VALERIE OSWALT
KRAFT FOODS
WOMEN IN SALES COMPANY COMPARISONS
DiversityInc 141
HOW DOES
THAT WORK,
SPECIFICALLY?
142 DiversityInc
who is an adviser to Kraft Foods Women
Sales Council, an employee-resource group
just for women in sales positions, put it
this way: We always like to say we can be
exible for the right people. People want
to deliver and the company has shifted the
mindset to focusing on what gets done, not
how you get it done.
Although AT&T
has a virtual
policy, I need as
a sales leader
to be in front of
customers, as
the interaction is
very important.
ANDREA HAZARD
AT&T
FLEXIBLE HOURS AND TELECOMMUTING
All of the DiversityInc Top 50 companies now
offer both of these options, with 90 percent
offering job sharing as well, but in many
companies these are only available for certain
positions. What makes these seven companies
stand out, however, is that these options are
available to revenue generators, people who
actively must be out meeting customers.
Hazard explains how it has worked for her
at AT&T: Although AT&T has a virtual policy, I
need as a sales leader to be in front of custom-
ers, as the interaction is very important. The
company has allowed me to do both by being
accommodating to my personal life and my
leadership goals. Thats meant for her a will-
ingness to move into more major market cities
for the telecommunications giant.
For more on progressive benefts, go to
www.DiversityIncBestPractices.com/worklife
RELOCATION AND SPOUSAL SUPPORT
All of these companies help their executives
move by providing assistance on the sales and
purchases of their homes (even in a very down
market), moving services, interim housing,
childcare and job-search assistance for spous-
es. Interestingly, 72 percent of the DiversityInc
Top 50 now offer paternity leave, almost double
the percentage of fve years ago.
Albornoz, who was encouraged to seek a
new role with expanded responsibilities when
she was eight-and-a-half-months pregnant, says
of her company: American Express really takes
the worry out of executive relocation. They sell
your house, fnd you a new one, and give you
the right support services and paid time off. I
have a grand piano and a wine collection and
they packed it all up for me.
EMPHASIS ON
CROSS-CULTURAL MENTORING
Studies from Catalyst and other organizations
emphasize the personal importance of mentor-
ing to women, especially when they assume
leadership positions and compete in what
traditionally has been a male role. Our index of
top sales companies for women averages 59.9
percent of managers participating in mentoring
programs, compared with 37 percent for the
For more on mentoring, go to
www.DiversityIncBestPractices.com/mentoring
USE EMPLOYEE-RESOURCE
GROUPS CREATIVELY
Kraft Foods has a Womens Sales Council, an
employee group dedicated to attracting, retain-
ing, developing and advancing women at Kraft.
The group has mentors and formal meetings
and relies on advice from Kraft Foods female
chairman and CEO, Irene Rosenfeld.
For more on employee-resource groups, go to
www.DiversityIncBestPractices.com/ergs
FOCUS ON TRAINING AND EDUCATION
Eighty-six percent of the DiversityInc Top 50
companies have mandatory diversity training
for managers, up 19 percent from fve years
ago, and 66 percent have mandatory diversity
training for their entire workforce, up by a third
more than fve years ago. All individuals beneft
from this, certainly women in sales positions
who often need help as they grow into leader-
ship positions. Quite frankly, as a woman,
Ive found the companys strong investment in
individuals in training and education to be very
important to me, says Hazard.
For more on training, go to
www.DiversityIncBestPractices.com/training
CONCLUSION
I
n our benchmarking practice, we often see companies that have difculty holding on to women as they move up
the ranks or getting women out of the more traditional staff/support positions, such as HR and communications.
These companies have made dedicated efforts to nurture and keep women in revenue-generating positions. Their
results are measurableand they are improving every year.
The results of these best practices also create engaged and loyal employees. As Kraft Foods Oswalt put it: A lot of
women feel they cant have everythingcertainly not at the same time. Women dont have to give up on their dreams.
They may not get there as fast, but they will deliver the results.
DI
SUCCESSFUL CAREER PATHS FOR WOMEN

Center for
Accounting
Education

W

Frank Ross
Director
f_ross@howard.edu
202.806.1637

Pat Kellibrew
Coordinator
pkellibrew@howard.edu
Supported by leading accounting firms and organizations, and
recognized nationally as a prominent resource throughout the
accounting profession, the Howard University School of Business
Center for Accounting Education (CAE) addresses the diversity
challenge by attracting more African Americans to the profession
and improves their rates of retention and upward mobility.
Because of the unique challenges young African Americans face
when entering the accounting profession, CAE offers initiatives
and programs that will prepare them to successfully maneuver
the pitfalls they may encounter early in their career. Training is
targeted to every stage of career development: students
considering accounting as a career; young professionals
beginning their career and preparing for the CPA Exam; middle
managers and potential senior leaders.
CAEs corporate stakeholders are among the professions leading
firms and major organizations who contribute resources and
expertise in the field of accounting. Members of the ever-
increasing group of stakeholders participate in the training
programs, providing participants with real-world scenarios that
mirror their impending work environment.
Our Stakeholders include:
Bert Smith & Company * Thompson, Cobb, Bazilio and Associates
AICPA * BDO Seidman * Becker CPA Review * Deloitte * KPMG
Coleman & Williams * Ernst & Young * Grant Thornton * NABA
McConnell & Jones * NABA Division of Firms * PWC
Walker & Company * Williams, Adley & Company

For more information on CAE programs, please visit:
www.howardcae.org

The Center for Accounting Education
Howard University School of Business
2600 Sixth Street, NW - Rooms 341-342
Washington, DC 20059

Center for
Accounting
Education

W

Frank Ross
Director
f_ross@howard.edu
202.806.1637

Pat Kellibrew
Coordinator
pkellibrew@howard.edu
202.806.1643
Supported by leading accounting firms and organizations, and
recognized nationally as a prominent resource throughout the
accounting profession, the Howard University School of Business
Center for Accounting Education (CAE) addresses the diversity
challenge by attracting more African Americans to the profession
and improves their rates of retention and upward mobility.
Because of the unique challenges young African Americans face
when entering the accounting profession, CAE offers initiatives
and programs that will prepare them to successfully maneuver
the pitfalls they may encounter early in their career. Training is
targeted to every stage of career development: students
considering accounting as a career; young professionals
beginning their career and preparing for the CPA Exam; middle
managers and potential senior leaders.
CAEs corporate stakeholders are among the professions leading
firms and major organizations who contribute resources and
expertise in the field of accounting. Members of the ever-
increasing group of stakeholders participate in the training
programs, providing participants with real-world scenarios that
mirror their impending work environment.
Our Stakeholders include:
Bert Smith & Company * Thompson, Cobb, Bazilio and Associates
AICPA * BDO Seidman * Becker CPA Review * Deloitte * KPMG
Coleman & Williams * Ernst & Young * Grant Thornton * NABA
McConnell & Jones * NABA Division of Firms * PWC
Walker & Company * Williams, Adley & Company

For more information on CAE programs, please visit:
www.howardcae.org

The Center for Accounting Education
Howard University School of Business
2600 Sixth Street, NW - Rooms 341-342
Washington, DC 20059
June.2011 Ads.indd 40 7/8/11 3:41 PM
144 DiversityInc 144 144 144 44 44 44 1 Div Div Div Div DDiv v DDDDD ers ers ers ers ers ers rs ers er r ity ity ity iity it ity ityInc Inc Inc Inc Inc cc
June_Walmart.indd 144 8/3/11 6:47 PM
DiversityInc 145
The
Danger
of the
Walmart
Class-
Action
Decision
BY LUKE VISCONTI
POOR
MANAGEMENT
RUINS
EQUITY
I
think Walmart engineered the
greatest diversity-management
turnaround Ive ever seen
since I started publishing
DiversityInc in 1998. I admire
a lot of the people and their
collective efforts there. I also
nd it incomprehensible that
they still dont offer medical
partner benets to their employees who are in same-
sex relationshipsand you wont see them on any
DiversityInc Top 50 list until they do.
That said, this Supreme Court decision has
implications far beyond Walmart, and understanding
P
h
o
t
o

I
l
l
u
s
t
r
a
t
i
o
n
:

C
r
a
i
g

L
e
e
-
G
r
i
f
f

n
,

S
h
u
t
t
e
r
s
t
o
c
k
146 DiversityInc
them is very important. There is a
danger lurking in this decision. This is
from The New York Times:
The courts decision will not just
make it harder to bring big, ambi-
tious employment class-action cases
asserting discrimination based
on sex, race or other factors, legal
experts said. In the majority opin-
ion, the court set higher barriers for
bringing several types of nationwide
class actions against a large com-
pany with many branches.
In its majority opinion, the court
essentially said that if lawyers
brought a nationwide class action
against an employer, they would
have to offer strong evidence of a
nationwide practice or policy that
hurt the class. In the Walmart case,
the court wrote that the plaintiffs
had not demonstrated that Walmart
had any nationwide policies or
practices that discriminated against
women. The opinion, written by
Justice Antonin Scalia, noted that
Walmarts ofcial corporate policy
opposed discrimination, while the
company gave the managers at its
more than 3,400 stores considerable
discretion over pay and promotions.
In a company of Wal-Marts size
and geographical scope, it is quite
unbelievable that all managers
would exercise their discretion
in a common way without some
common direction, Justice Scalia
wrote (emphasis added).
I think thats nonsenseis it also
unbelievable that 99.995 percent of store
managers wont embezzle? Does every-
one stock their shelves as they see t at
department stores? Or do they do it by
the rulebook? Keep in mind, this isnt
about just Walmart. There are endless
examples of large organizations that
force their managers to exercise their
discretion in a common way.
Value in
Diversity
T
he absence of direction
doesnt absolve a company
of guiltbut with this court
decision, it will be far more difcult
for people who are wronged as a group
to ght as a group. I can imagine that
amoral lawyers will advise companies
with poor records and practices that
rules unstated (or never made) are
rules you dont have to defendin
other words, this decision can be used
as a way for a company with problems
to not do anything.
Why? If a person is discriminated
against, the individual, ghting alone,
will have no negotiation power
over huge companiesI know from
experience that it costs hundreds of
thousands of dollars to sue someone
and a malevolent corporation will use
every legal trick in the book to stretch
things out, thereby costing more
money. There will be individual sexist
managers who will use this caseand
their corporations lack of internal
controls, regulation, goals, standards
and repercussions for not following
themto discriminate. The problem is
even worse on a serendipitous level
people, left to their own devices, are
prone to discriminate. This is normal
human behavior. Were tribal beings,
and psychological tests show we are
most likely to trust people who are just
like us.
Heres the problemfor sharehold-
ers, poor management destroys equity
value. Diversity is a core element of
LUKE VISCONTI
This case
makes it
all the
more
important
for every-
one to truly
inspect the
companies
they do
business
with and
work for.
READ MORE ON DIVERSITY MANAGEMENT AT www.DiversityIncBestPractices.com
POOR MANAGEMENT RUINS EQUITY
June_Walmart.indd 146 8/8/11 10:34 AM
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managing human capital. By 2016, 70
percent of our nations workforce will
be women and/or Black and Latino.
Right now, only 3 percent of Fortune
500 company CEOs are women. Only
14 percent of Fortune 500 company
board seats are held by women. Yet
women have been getting more
bachelors degrees than men since
1980, and practically speaking, women
are numerically at parity with men in
the college-educated and non-college-
educated workforce. Misogynistic
results are not limited to corporations;
we are still waiting for the rst woman
president, only 12 percent of the
members of Congress are women, etc.
You can see that women have been
systemically denied opportunities to
achieve their potentialand I dont
think anyone is really pleased with the
direction or performance of either the
stock market or the government.
The
Bottom Line
T
hat discrimination is damag-
ing to business could not
be better documented by
Walmart. This is from their website
regarding the decision:
Walmart has a long history of pro-
viding advancement opportunities
for our female associates and over
the years we have made tremendous
strides in developing women
throughout the organization.
In fact, we have created specic
training and mentoring programs to
help prepare women for opportuni-
ties at all levels in our company. As
a result of our efforts, Walmart is
often recognized as a great place for
women to work.
These programs didnt come about
from nothing; they came about from a
series of shocks about 10 years agoa
run of very bad press, court cases and
internal arguments. Top management
took control over the situation and
hired dozens of people to staff their
(very diverse) diversity department
including some people I know. And I
know them to personally be stand-up
and righteous men and women.
Walmart now has things that would
never have happened 10 years ago,
including a robust and cutting-edge
supplier-diversity program. I believe
theyll eventually get on board with
partner benetsbecause it is only
just to treat their employees equitably
and to not deny a benet that could
make the difference between life and
death by judging people on whom
they love.
What Is the
Individual
to Do?
I
n my opinion, this case makes
it all the more important for
everyone to truly inspect the
companies they do business with and
work for. Make sure they follow your
valuesbecause in the case of diversity
management, it has a direct bottom-
line result, even if you were to limit
your measurement to productivity.
That means that everyoneincluding
white, heterosexual, Christian men
with no ADA-dened disabilitieshas
better prospects at companies that
manage diversity well.
Look at the corporate websites.
Look for the diversity section; check
out the corporate management and
board for diversity; see if the CEO has
a statement that makes sense to you.
Check out lists like the DiversityInc
Top 50; make sure you understand
where companies stand. Because now
that Justice Scalia has written a free
pass to corporate management, youre
on your own if you dont.

DI
Everyone
including
white,
hetero-
sexual,
Christian
men with
no ADA-
defned
disabilities
has better
prospects
at compa-
nies that
manage
diversity
well.
POOR MANAGEMENT RUINS EQUITY
148 DiversityInc
Information from the
deepest database of
diversity metrics there
is, with data from more
than 500 companies
Interviews with CEOs of
multinational corporations on
their commitment to diversity
and the best practices that put
their companies on top
Best practices
from the most
inuential
chief diversity
ofcers
If you
re not a subscriber to DiversityInc magazine, you
re missing out on what the most

successful companies use to improve retention and drive innovation.
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THE PREM
IER PUBLICATIO
N O
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ANAGEM
ENT
DIVERSITY-MANAGEMENT TOPICS AND FEATURES INCLUDING
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For more on effective leadership and legal issues in the workplace, go to
www.DiversityIncBestPractices.com
L
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Race Discrimination
Preemptive hiring is
discrimination.
A
Black employee alleged that
she was denied a promotion
to a higher IT position and
a less-qualied Asian employee was
selected instead. The employers
defense was that she never applied
for the position and, therefore, could
not contest the decision. However,
the evidence showed that the
manager knew there were only two
eligible employees; knew the Black
employee intended to apply; did not
wait for the application deadline to
expire; and directed the selection of
the Asian employee and stopped the
hiring process while the application
period was still open. The evidence
further showed that the plaintiff
rated far higher on performance
factors than the person selected,
and other key managers considered
her superior by a wide margin.
The court found that the employers
defense seemed to be a pretext for
racial discrimination. Calhoun v.
Johnson (D.C. Cir., 2011).
Race discrimination claim
ruled nonsense.
A
white police applicant
led a race-discrimination
case alleging that he
was bumped from a hiring list,
passed over, so that lower-scoring
minority applicants could be
hired. He identied two minority
ofcers who were hired. The
court upheld summary judgment,
dismissing the case as frivolous
and nonsense. The plaintiffs
complaint relied on hearsay and
stray comments he had heard from
people who were not involved
in the hiring (loose rumors,
conjecture and pure speculation).
The actual evidence showed that
the plaintiff was not passed over,
he was eliminated due to failing
the background check; the two
identied minority ofcers had
been hired in a process that was
long over before he even applied,
and neither of them had passed
over anyone; and nally, the
bottom half of the roster that the
plaintiff was on was all white
(some of whom were hired), so he
could not have been bumped by
a minority. His entire case was
based on conjecture, unfounded
rumors and stereotypes about
afrmative action hiring instead
of evidence. Thompson v. Lansing
Mich. (6th Cir., 2011).
BY BOB GREGG
CEMPLOYMENT LAWC
152 DiversityInc
How do you know
when claims of racial,
gender or disability
discrimination in
hiring or promotions
are legitimate?
I Didnt Get
the Job Because
Im Black
P
h
o
t
o
s
:

S
h
u
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n
o
t
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i
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d
h
i
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e
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June_LegalUpdate_2.indd 152 8/5/11 1:58 PM
DiversityInc 153
Sex Discrimination
HR manager les class-action
suit against Toshiba.
A
former HR manager
has led suit requesting
certication of a class of
all females who are or have been
employed by Toshiba in the United
States. The suit alleges systemic
gender discrimination in com-
pensation, promotion and terms
and conditions of employment
under Title VII and the Equal Pay
Act. The suit seeks to cover all
Toshiba subsidiaries. The plaintiff
had been an HR manager for the
Toshiba Nuclear Energy Corp. sub-
To read more legal articles from Bob Gregg, visit www.DiversityInc.com/legal
Disability Discrimination
Is an essential function essential to the job?
A
shoulder injury made a UPS driver unable
to do his job. He applied for several other
positions he believed he could do. The
company rejected him due to essential job functions
in the job descriptions requiring lifting and
mobility beyond his medical limitations. Yet
the employee produced evidence that these
functions were not actually performed
in the real job. The court allowed the
case to go to trial. The courts give great
weight to an employers determination
of what duties should make up a job,
and the job descriptions list of essential
functions is a powerful defense in an ADA
case. But the court ruled that there must
be more than a hollow defense. The employer
will have to show that it actually imposes such
requirements on its employees in fact and not simply
on paper. Supinski v. United Parcel Service, Inc. (3rd
Cir., 2011).
Messing up presidents schedule was valid
reason for discharge.
A communication director had cancer. He
incorrectly scheduled the organizations
president, resulting in the president missing
a major, important public-relations event.
The communication director was red.
He sued, claiming that he was replaced
by a person without a medical condition
and therefore the discharge was a prima
facie case of disability discrimination. The
court disagreed. It found no connection
between the cancer and the discharge. A
major job blunder is a valid non-discriminatory
reason for discharge. McCermott v. New York City
Housing Development Corp. (S.D. NY, 2011).
sidiary. Cyphers v. Toshiba American,
Inc. (S.D., NY, 2011).
Trashing harassment complaint
creates case.
A
fter-the-fact action does not
cure the problem. A cleri-
cal employee gave a written
complaint of sexual harassment to
her supervisor after several verbal
complaints received no action. The
supervisor wadded up the complaint,
threw it in the trash, pointed at the
door and said, This is total [BS]! I
want you out of here and never want
to see you again! The employee left,
assuming she was red. Two days
later, the companys HR director
learned of the incident, called the
employee, informed her she was not
red and asked her to come back.
She refused, claiming that she could
not reasonably re-enter the environ-
ment after what occurred. She sued
for Title VII retaliation. The court
ruled that there was a valid claim
of retaliation. The supervisors act
clearly violated Title VII. The com-
panys attempt to cure was too late
to overcome such an overt act by the
supervisor. Young-Lousee v. Graphic
Packaging Int., Inc. (8th Cir., 2011).
Family & Medical Leave Act
Faith-healing pilgrimage was
not covered by FMLA.
A
hospital employee was
denied FMLA to take
a seven-week overseas
trip for faith healing of her
husbands heart and kidney condi-
tions. During the trip, they visited
churches and met with clergy but
saw no medical professionals. The
husbands doctors provided no
medical verication for the leave,
and the cardiologists certication
stated the leave was not medi-
cally necessary for treatment. The
employee was discharged for
taking unauthorized leave, and she
sued for violation of her FMLA
rights. The court dismissed the
case, nding no medical founda-
tion for the leave. The court noted
the special FMLA exception for
Christian Scientists who reject
ordinary medical care and can be
guided in treatment by Christian
Science practitioners. However,
the plaintiff in this case was
not a Christian Scientist. Her
husband did not reject standard
medical treatment and had several
regular doctors. There is no other
religious exception in the
FMLA, so any leave must be for
veried standard medical treat-
ment. Tayag v. Lehey Clinical
Hospital (1st Cir., 2011).
Bob Gregg,
partner in Boardman
Law Firm,
shares his roundup of
diversity-related legal
issues. He can be
reached at rgregg@
boardmanlawrm.
com
June_LegalUpdate_2.indd 153 8/5/11 2:00 PM
To learn more about effective diversity-management practices, visit
T
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BY WELDON H. LATHAM
Much has been written about diversity and inclusion (D&I) and afrmative-
action programs (AAP) in the workplace. Some mistakenly use the two terms
interchangeably. More attention needs to be given to how these two critical
corporate functions, each with unique histories, methodologies and objectives, can
harmonize their activities and more effectively support each others mission, while
achieving their vastly different objectives.
Afrmative
Action &
Diversity
154 DiversityInc
Coordinate diversity initiatives with afrmative-action compliance to
enhance results and reduce conicts.
CDIVERSITY MANAGEMENTC
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June_Weldon Latham.indd 154 8/5/11 2:00 PM
DiversityInc 155
C
ooperation must begin with a clear understanding
of the signicantly different objectives of each func-
tion. Corporate D&I, when most effective, is a C-suite
operation directed at identifying and capitalizing on
rapidly changing marketplace and workplace demo-
graphics and the increasing inuence and buying power
of Blacks, Latinos, Asians, American Indians, women and other groups.
These factors usually form the basis of a companys business case for
diversity. While most D&I functions are not limited to employment mat-
ters, they clearly recognize the importance of D&I in the war for talent.
D&I may also address board-of-directors issues, procurement and sup-
plier diversity, government relations, philanthropy, communications and
the D&I relationship to other corporate functions. Successful corporate
D&I activities are as strategically important as product and branding
(and can positively benet both).
Many sophisticated D&I efforts
are led by chief diversity ofcers or
equivalents, who are often direct
reports to the CEO and some of
whom serve on the CEOs executive
committees. The D&I workforce
component addresses a wide array
of D&I people issues, including
representation (particularly among
Blacks, Latinos, Asians, American
Indians, women and other histori-
cally underrepresented groups),
and this is where some overlap
with the AAP function may exist.
The D&I workforce function cre-
atively advances strategic corporate
objectives by developing measures
to address D&I human-resource
needs, utilizing such tools as
benchmarking, outreach, targeted
recruiting, career development,
mentoring and other efforts to ef-
fectively develop the most diverse
and productive workforce.
Benchmarking Best Practices
Having advised more than 45 of
the nations largest companies on a
wide range of diversity matters, in-
cluding devising effective methods
to respond to reality-based analysis
of gaps in workforce representa-
tion, my group has helped create
many legally tested D&I best prac-
tices to address specic problems.
(In our experience, the most com-
mon issues of representation gaps
occur in the senior executive ranks
and the pipeline jobs that lead to
those most important positions.)
In fact, given the ever-improving
state of D&I performance in recent
years, many of our clients have be-
gun their search for the latest best
practices by utilizing DiversityIncs
benchmarking service. Where our
clients have used DiversityInc
Benchmarking, it has helped us
assist those clients to tailor D&I so-
lutions to meet their specic needs,
e.g., to ameliorate gaps in repre-
sentation or address any number
of other D&I issues unique to their
organization.
The best CDOs creatively use
D&I achievement as a means to
enhance corporate performance
and marketplace success, but
they seldom have any role in
compliance.
A
frmative-action obligations, on
the other hand, are mandated for
the thousands of companies that do
business with our nations largest
consumer: the federal government.
These federal contractors are subject
to Executive Orders 10925 and 11246 (issued in 1961 and
1965, respectively) and their implementing regulations.
Corporate afrmative-action ofces are typically
Corporate Diversity/Inclusion Mission

Afrmative-Action Compliance Mission
staffed with personnel operating in an AAP compli-
ance department, reporting to human resources, legal
and/or corporate compliance. Their focus is solely
compliance, i.e., ensuring that the company is minimiz-
ing legal liability by satisfying applicable AAP regulatory
requirements. They must stay abreast of regulations
issued by the U.S. Department of Labor, Ofce of Federal
Contract Compliance Programs (OFCCP), which
administers and enforces afrmative-action require-
The best
CDOs
creatively use
D&I achievement
as a means to
enhance corporate
performance and
marketplace success,
but they seldom
have any role in
compliance.
T
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156 DiversityInc
ments. AAP regulations require federal contractors
to provide all U.S. citizens with a non-discriminatory
equal-employment opportunity, and they do so in
a formalistic, technical and legalistic manner. This
involves well-established procedures that every AAP
compliance ofce must follow, including developing the
required afrmative-action plans for Blacks, Latinos,
Asians, American Indians, women, individuals with
disabilities and covered veterans; statistically compar-
ing current utilization with labor force availability;
creating numerical goals for improving representation
where there is statistically signicant underutiliza-
W
ith companies that have both D&I and AAP
compliance functions, an overlap can exist be-
cause both are seeking to improve underutilized
groups representation. The AAP compliance
function requires strict procedural adherence to
regulations and 50 years of precedent. The D&I
function is helping to achieve the business case for diversity as a corporate
imperative and must utilize new and creative thinking to address a dynamic
demographic and economic environment to help the company succeed in
the marketplace. The potential for conict is obvious, given the extremely
different objectives, methods and historical context, as well as the practical
differences of corporate silos, where D&I and AAP compliance are usu-
ally managed independently and neither collaborates nor coordinates their
activities. All these circumstances can lead to problematic disconnectsfor
example, the D&I and AAP teams having differing workforce representation
objectives (e.g., hiring goals), and remedial versus action plans.
The AAP compliance function requires strict procedural
adherence to regulations and 50 years of precedent.
The D&I function is helping to achieve the business case for diversity
as a corporate imperative and must utilize new and creative thinking
to address a dynamic demographic and economic environment
to help the company succeed in the marketplace.
} {
tion; and conducting adverse impact analyses of
various personnel activities, such as hires, promotions
and terminations, to identify and facilitate elimination
of barriers to equal opportunity. Afrmative-action
plans typically include a description of specic reme-
dial measures directed at improving representation of
underrepresented groups. Many companies regard AAP
compliance in minimalist fashion, doing the minimum
required by regulation to minimize corporate legal li-
ability. Their efforts are strictly compliance and are not
intended, as in the case of D&I, to be creative or expan-
sive in maximizing corporate marketplace success.
Consider the following hypo-
thetical situation: The CDO of a
certain company has analyzed the
workforce and has determined
that Latinos are underrepresented
at the senior-manager level. The
reality-based representation-gap
analysis and basis for the CDOs
determination might include
studies of market-research trends,
customer demands, low current
Latino representation, availability
of Latino senior managers, the
companys strategic-planning
Areas for Collaboration

objectives, relationships with
Latino organizations, and other
real factorsall appropriate, but far
beyond the formalistic utilization
vs. availability analysis required
by the AAP regulations. The CDO
appropriately communicates the
goals, objectives and methodologies
to the CEO, HR and senior manage-
ment, and they are included in
the performance objectives of key
leadership. At the same time, AAP
compliance has used the OFCCP
utilization methodology and has
concluded that there is no Latino
underrepresentation (based on
the minimalist methodology and
applicable national, not local,
availability statistics) requiring the
setting of a lower goal, but there is
female underrepresentation using
the same standard. The AAP group
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158 DiversityInc
John M. Bryson II and Michael R. Hatcher of Jackson Lewis LLP contributed to this article.
WELDON LATHAM
is a senior partner in the Washington, D.C., regional offce of Jackson Lewis LLP,
chair of the frms corporate diversity counseling group, and counsel to the PepsiCo
Global Diversity and Inclusion Governance Council and the Omnicom Group
Diversity Development Advisory Committee. He is also a professor teach-
ing corporate diversity at the Georgetown University Law Center.
sets its goal for improving female
representation, includes that goal
in its AAP, incorporates remedial
measures in the AAP, and noties
executives and hiring managers.
These differing results could
cause problems: 1. Confusion as
to what the corporate goals and
methods are; 2. Reduced ability to
achieve either goal; 3. Possible legal
complications. In this instance,
D&Is analysis showed under-
representation of Latinos but not
women, and the AAP compliance
ofce analysis showed under-
representation of women but not
Latinos. These conicting signals
may well leave executives and hir-
ing managers confused as to what
are the corporate goals and ratio-
nale. If unresolved, this confusion
will likely depress performance
and results in both areas. With
respect to the legal complication, if
an employee or the EEOC were to
challenge an employment decision
made pursuant to either the CDO
or AAP methodology, the company
would need to explain its basis for
the differing results. While a clear
understanding of the differences
between D&I and AAP compliance
should carry the day, the problem
could unnecessarily give the
employee or EEOC some leverage
in arguing that the company has no
consistent policy or goals, where in
fact, the D&I effort has strong legal
authority (where it is not confused
with the AAP standard) and clearly
has a different legal standard. (See
Workplace Diversity Programs:
Debunking 3 Myths at www.
DiversityInc.com/workplace-
diversity.)
R
econciling the differences between D&I functions and
AAP obligations requires corporate-level coordination
and a clear understanding of the different objectives
and legal standards. Companies should rst realize that
there must be a clear understanding by the two functions
about the relationship between D&I initiatives and AAP
obligations, which must then be effectively communicated throughout the
company. Without such awareness, there is potential for confusion among
managers and employees as to conicting expectations, which impedes ef-
fectiveness and increases legal risk.
At a bare minimum, through a combination of C-suite, legal, human
resources, D&I and compliance interaction, and policy statements, the
two functions should be fully coordinated. AAP compliance should work with D&I in its development of AAP
remedial measures to ensure policy understanding. Differing approaches to workforce analysis, management
and enhancement should be reconciled to ensure not only a minimalist approach to compliance with federal
law but optimization of D&I performance. D&I efforts may well create aggressive action plans that are different
and go well beyond the AAP remedial approach; both, done well, can be different and legal.
In short, AAP compliance obligations must, of course, be satised by appropriate goal-setting and remedial
plans but should also be intelligently designed and coordinated with the broader, more aggressive strategic
business-success-driven motivations of D&I. Ideally, companies can successfully coordinate their two func-
tions to eliminate apparent inconsistencies and achieve both their quite different objectives.
DI
Ensuring Understanding
& Cooperation
Ideally,
companies
can successfully
coordinate their
two functions to
eliminate apparent
inconsistencies
and achieve both
their quite different
objectives.
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June.2011 Ads.indd 41 7/15/11 1:58 PM
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For more information on the Rutgers Future Scholars, contact
aramis.gutierrez@rutgers.edu
160 DiversityInc
Alejandro Aguilar
Tiffany Aguirre
Giancarlo Almanzar
Mirse Amaya
Emiliana Arocha
Piney Arp
Pamela Arvelo
Christofer Ayres
Dominique Bennet
Victor Bonilla
Moet Brady
Aldin Cameron
Daniel Castro
Martin Chukwu Jr
Kelsey Clarke
Gabriel Colley
Vania Conseco
Mamadi Conteh
Abelardo Cruz
Carlos Cruz
Edwin Cruz
Jonathon Cruz
Induwara Dalawella
Avrie Davis
Tyrell Dempsey
Mariana Diaz
Damien Dillard
Seth Duodu-Baah
Elisa Duran
Amy Espana
Alexander Estrada-Pineda
Maurice Ffrench
Anita Fleming
Nicole Flores
Cindy Garcia
Emili Garcia
Ivan Garcia
Nichole Glenn
Jesenia Gonzalez
Cristian Gonzalez
Stephany Gonzalez
Ivan Gonzalez
Monica Goombas
Brandon Gracia
NyAla Harris
Zeyad Hegab
Carlos Hernandez
Paula Hobbins
Bethany Holder
Alexander Iovine
Estarlin Jaquez
Lucas Jimenez
Jorge Jimenez
Zyrie Lawrence
Maria Lopez-Brena
Andrew Luna
Quiasia Martin
Leyvi Martinez
Alex Martinez
Bryan Matthew
Mariana Mayo
Cheyan McDonald
Ezekiel Medina
Karen Mejia
Tah-Jeir Montgomery
Meggan Montouri
DjaNasia Motley
Cameron Murray
Precious Njokubi
Cheimika Njokubi
Michelle Nwafulume
Yvette Ortiz
Katana Overby
Krupa Parekh
Krishna Patel
Kevin Patel
Yesha Patel
Jacob Radecki
Alanis Ramirez
Michelle Ramirez-Cruz
Anali Reyes
Denilsa Reyes
Elena Reyes
Johan Reyes
Tamara Rivera
Siara Rosa
David Rosario
Jorge Salazar
Nelsy Santos
Hinata Sarwar
Kim Sarza
Nina Smith
Alexis Smith
Curtiss Stacey
Katherine Suarez
Briana Sweeny
Alpha Tarawally
Elisa Taveras
Diana Taveras
Jaryneth Torres
Wesley Urbina
Leslie Valdez
Yamir Venable
Arkin Villacis
Jessica Vizcarra
Isaiah Winn
Epiphani Woodward
Sharon Zalaya
Jason Zarate
Rutgers
Future Scholars
Class of 2020
June_Rutgers Future Scholars.indd 160 8/3/11 6:37 PM

DiversityInc 161
THE RUTGERS FUTURE
SCHOLARS PROGRAM
selects bright seventh-graders
from Newark, Camden, New
Brunswick and Piscataway, N.J.,
providing college preparation,
mentoring and scholarships if
admitted to Rutgers. Currently,
there are almost 800 scholars
in grades 811. Individual
and corporate contributions
provide vital support for these
worthwhile young scholars.
FOR MORE INFORMATION,
CONTACT
ARAMIS.GUTIERREZ@
RUTGERS.EDU
June_Rutgers Future Scholars.indd 161 8/8/11 10:38 AM
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For more information, visit
http://business.rutgers.edu/emba
162 DiversityInc
Rutgers Business
School Executive
MBAs in China
T
he Rutgers Business School has conducted executive MBA
programs in China since 1993, longer than any other American
university. Students in the U.S. Rutgers Executive MBA pro-
gram participate in a 10-day summer residency program in Beijing
and Shanghai to get a rsthand experience of the complex Chinese
economy and to get an idea of the challenges and opportunities for
U.S. businesses in China. The trip includes business visits, seminars
with business and government ofcials, and visits with their Rutgers-
China Executive MBA counterparts.

Welcome to
June_Rutgers MBA.indd 162 8/3/11 6:39 PM

DiversityInc 163
Carolynn Johnson, executive vice
president, product development and
operations for DiversityInc (seated,
front row, seventh from left), traveled to
China as part of the Rutgers University
Executive MBA Class of 2012.
the Powerhouse
June_Rutgers MBA.indd 163 8/5/11 2:08 PM
L
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Lisa Mink
Dells Diversity Leader
on Building Racial and
Gender Diversity in IT
CBRINGING BLACKS, LATINOS & WOMEN INTO ITC
D
ell made its entry onto
Companies for Diversity list
this year at No. 30, but the
company faces the signicant
challenge of promoting and
recruiting Blacks, Latinos and women in an
industry where the pipeline for that talent is
narrow, especially across the globe.
Lisa Mink, executive director, global diversity and
inclusion, brings her understanding of why its critical
for IT companies to help build the pipeline as early as
high school and college and to create inclusive envi-
ronments that foster collaboration and innovation.
The concept of diversity is really about
organizational effectiveness
how do we bring team
members together who
all have differences,
164 DiversityInc
BY JOY BUCHANAN
LISA MINK
TITLE
Executive Director, Global
Diversity and Inclusion
BIRTHPLACE
Honolulu, Hawaii
EDUCATION
Bachelors degree from the
University of Mississippi
June_Leadership.indd 164 8/5/11 3:54 PM
For more on diversity leadership, visit
www.DiversityInc.com/leadership
DiversityInc 165
bring awareness to that and create an
environment where all of them can do
their best work, she says. You cant just
expect people to intuitively understand or
embrace difference. You have to manage it,
explain it, communicate and work through
it and be very intentional about it.
Champion & Voice
Mink was acutely aware of differences at a young
age. Her sister, older than her by a little more than a
year, was born with severe developmental disabilities.
Children, adults and even family friends seemed to be
afraid of her, so Mink helped people understand those
differences and taught them how to treat her sister with
respect.
A lot of what I remember was helping people
understand that this was a human being; this is why this
person is different; this is how you talk to
this person; this is how you communicate,
Mink says. I was her champion and her
voice, her guardian and protector.
As an adult, Mink was not afraid to go
where she would be perceived as differ-
ent. At Dell, she took on three assignments
abroadin the United Kingdom, Slovakia
and Amsterdamand had to adjust her
own perceptions and understanding of
how people view the world.
On Sept. 11, 2001, she sat in a cafeteria
with some of her British colleagues and
remarked on the tragic events at the
World Trade Center, the Pentagon and in
Somerset County, Pa. She was surprised
by her coworkers reactions. Please, the
rest of the world has been dealing with
this for hundreds, if not thousands, of
years, and you had one day? You need
to raise your awareness, you siloed
American, Mink recalls them saying. I
realized this was going to be a learning
experience and a journey for me to
broaden my understanding.
When she returned to the United States,
her mentor and sponsor encouraged her
to work in diversity, and she made the transition. We
want people to be able to be who they are and bring that
to work, she says. I think thats why this intentional
practice of managing diversity and bringing this concept
of inclusion into the workplace has really
gotten traction here at Dell.
Global Diversity in IT
Sixty-ve percent of Dells workforce
is outside the United States. The meaning
and importance of diversityespecially
around culture and genderis important.
The information-technology industry
does have a group of job families that historically, and
still, attracts young, Caucasian males: software, gaming
storage, the cloud, Mink says. We do acknowledge
that the available talent on the market of global women
and people of color is less, which is why we have to be
intentional in making sure weve got goals and have
specic plans around that.
Dell also moved its University Relations & Diversity
Recruiting operations into the Global Diversity &
Inclusion function for the rst time,
Mink says, a decision that the companys
diversity council was deeply involved in
to place a focus on building a pipeline of
diverse talent. Its not just about grow-
ing high-level professionals into execu-
tive ranks, its how we build and attract
that pipeline from the very beginning,
she says.
The companys renewed efforts in
university relations led to the highest
number of summer interns its ever had:
nearly 170 students from 50 schools.
Dell did a lot of work on its
employee-resource groups, creating two
new global resource groupsthere are
now sevenand expanding the womens
network group to make it truly global.
The ERGs have more specic business
goals and the members function more
as thought leaders. One of Dells newest
ERGs, a generational-resource group
called GenNext, is testing products.
GenNext was featured in our ERG
best-practices article Do You Need
a Generational Employee-Resource
Group? For more on generational
ERGs, go to www.DiversityIncBestPractices.com/
ergs. [Expanding the ERGs] has been very powerful,
and its really reinvigorated the excitement around the
ERGs, Mink says.
DI

Dell
No. 30
in The 2011
DiversityInc
Top 50 Companies
for Diversity
I remember
helping people
understand
that this was
a human
being;
this is why
this person is
different;
this is how
you talk to
this person;
this is
how you
communicate.
LISA MINK
L
E
A
D
E
R
S
H
I
P
Donnie
Perkins
Chief Diversity
Ofcer of University
Hospitals, on
Managing Healthcare
Reform and an
Increasingly
Diverse Population
C
levelands University Hospitals,
No. 5 in The DiversityInc Top
5 Hospital Systems, has strong
commitment from CEO Thomas
Zenty III, a diversity council in
place to set an agenda for diver-
sity management, and a history of commitment
to providing culturally competent medical
care. But there are signicant challenges facing
the system, including nationwide healthcare
reform, recruiting and advancing talent from
traditionally underrepresented groups and,
most importantly, eliminating health dispari-
ties, says Donnie Perkins, vice president for
diversity and inclusion.
Perkins sees those challenges as
opportunities. Were trying to identify
best practices around a number of areas
including health disparities, access and
cultural competency to ensure that we
provide the best level of patient care
that we can, he says. Taking over the
My life has
been about
helping to make
a difference for
those that are
underrepresented
and underserved
and helping
them to
achieve equal
outcomes.
DONNIE PERKINS
BY JOY BUCHANAN
CBETTER HEALTHCARE THROUGH DIVERSITYC
166 DiversityInc
For more on diversity leadership, visit
www.DiversityInc.com/leadership
DiversityInc 167
systems diversity-management efforts earlier this year,
Perkins draws on his passion for education and his
experience in teaching and diversity management in
academia. Hes charged with identifying and
recruiting more Black, Latino and Asian
doctors out of medical school and creating
more diverse candidate slates for high-
level positions within the hospital system.
Higher Education
P
erkins personal denition of
diversity encompasses our
differences and similarities,
including characteristics that we see and dont see,
language, life experience, thoughts, ideas that make us
who we are, he says. The power is how we leverage
it to meet the goals of our respective organizations and
meet our own aspirations.
He came to that denition through his
formal and informal education. His family
moved to Connecticut from North Carolina
when he was young. He attended Danbury
High School, where he played basketball
and baseball and did well in his college-
preparatory courses. Perkins wanted to go
to college, but a white guidance counselor
suggested he become a mechanic. His par-
ents rejected the suggestion. They were
products of a racial society in the South. At
the time we left, there were still signs for
colored and white, Perkins says. They
encouraged me to continue, to go on to col-
lege. Thats what I wanted to do and thats
what they were there to help me do.
He attended Central State University, a
historically Black university in Wilberforce,
Ohio, and earned a bachelors degree in
education science. He taught science,
math and physical education and coached
in Connecticut public schools, primarily
to Black and Latino students with back-
grounds similar to his. He watched as some
of his most talented students missed out on
opportunities.
Students I saw were very talented and
really possessed the abilities to succeed but were not
given equal chances to succeed because of their socio-
economic standing and their race or gender, he says.
Diversity came along as a means to not only assist
those students but to assist society in general.
From Education to Healthcare
M
oving to healthcare from aca-
demia, he says, was a natural
progression. My life has been
about helping to make a difference for
those that are underrepresented and
underserved and helping them to achieve
equal outcomes, he says. So there
is a clear streama threadthat runs
through all of this and the work that I do.
At University Hospitals, Perkins stresses the
importance of observing and measuring outcomes
from diversity-management initiatives. Its not
enough, he says, to set strategies without following
through and measuring the results. What I learned
in my experiences in higher ed is that its
not enough to recruit and to retain. The
difference comes when you prepare stu-
dents for excellence both in the academic
arena and into their careers, he says.
That same lesson applies to
healthcare. Perkins is rst assessing
the hospital systems recruitment
strategies and recruitment outcomes,
looking at where Black, Latino and Asian
candidates are succeeding in the process
and where theyre not and discovering
the reasons why.
Another possibility, Perkins says, is
establishing relationships with medi-
cal schools to reach Black, Latino and
Asian medical students very early in
their careers. We want to provide qual-
ity, culturally competent patient care,
he says. A lot of the work we will do is
about building relationships that help us
recruit the talent that we need to provide
the level of excellent patient care that we
want to provide.
He also encourages others in his
organization to develop ownership and
become champions for diversity and
inclusion. There are no bystanders in diversity and
inclusion, he says. We all own and we all benet
from this.
DI

University
Hospitals
No. 5
in The DiversityInc
Top 5 Hospital
Systems
DONNIE J.
PERKINS
TITLE
Vice President for
Diversity and Inclusion
BIRTHPLACE
Bethel, N.C.
EDUCATION
Bachelors degree from
Central State University
in Wilberforce, Ohio;
masters degree from
Rensselaer at Hartford,
a branch of Rensselaer
Polytechnic Institute in
Hartford, Conn.
PHILANTHROPY
Serves on the board
of Cleveland School of
Science and Medicine,
a high school that
introduces students to
health and medical-
science professions
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For more on diversity management, go to
CINDY BRINKLEY was appoint-
ed vice president, global human
resources at General Motors,
reporting to Chairman and CEO
Dan Akerson and serving on the
companys executive operations
committee. Previously, Brinkley
was senior vice president, talent
development and chief diversity
ofcer of AT&T, No. 4 in The 2011
DiversityInc Top 50 Companies
for Diversity. Brinkley joined
AT&T in 1986 as an external-
affairs liaison to the Texas Public
Utility Commission and media
spokesperson for regulatory and
legislative activities relating to
the Texas Legislature. She later
became area vice president for
SBC California and then execu-
tive director of federal relations
for SBC Communications. She
holds a bachelors degree from the
University of Missouri-Columbia
and a bachelors degree from
Truman State University.
DEBBIE STOREY, formerly
senior vice president, centers
support, AT&T Services, suc-
CINDY BRINKLEY
LINDA JIMENEZ MARK KING
ceeded Brinkley as senior vice
president, talent development
and chief diversity ofcer, AT&T
Services. Previously, Storey was
vice president of Consumer Sales
SE/W Regions for AT&T and vice
president of merger integration
for BellSouth. Storey has a bach-
elors degree from the University
of Georgia. She earned her MBA
from the Terry College of Business
at the University of Georgia. Jamie
Butcher, formerly vice president of
customer sales and service, replac-
es Storey as senior vice president,
centers support, AT&T Services.
MARK KING was named senior
director and global head of diver-
sity and inclusion for Kellogg
Co., one of DiversityIncs 25
Noteworthy Companies. He suc-
ceeds Nathalie Davis, who is now
the senior director of continuous
improvement and HR business
partner. King joined the Ofce of
Diversity & Inclusion as a busi-
ness partner in June 2009. Prior
to his new position, he was senior
diversity and inclusion business
partner. He received a bachelors
degree from High Point University
in High Point, N.C.
LINDA JIMENEZ of WellPoint,
No. 36 in The DiversityInc Top 50
Companies for Diversity, has been
named a vice president. Jimenez,
who is WellPoints chief diver-
sity ofcer, is responsible for the
companys diversity-management
strategies and programs nation-
wide, including multicultural
marketing, diversity metrics, com-
munity relations and social respon-
sibility, and external branding.
Prior to joining WellPoint in
2007, Jimenez ran a consulting
rm and worked at Accor North
America and Abbott Labs/Ross
DEBBIE STOREY
168 DiversityInc
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MAE A. DOUGLAS JOELLE HAYES
JACY HAEFKE
Products Division (now Abbott
Nutrition, a division of Abbott, No.
24 in the DiversityInc Top 50).
She also practiced labor and
employment law for 20 years
before becoming a diversity
practitioner. Jimenez earned
a bachelors degree from the
University of Texas at Austin and
a Juris Doctor from the University
of Texas School of Law.
Eastman Kodak Co.s board of
directors elected AUGUSTIN
MELENDEZ as a vice president.
Melendez joined Kodak in 2000
and has been chief diversity and
community affairs ofcer and the
director of the Human Resources,
Graphic Communications Group
since January. Prior to Kodak,
Melendez held senior human-
resources roles at several com-
panies as well as the Rochester
City school district. He has two
bachelors degrees from Wagner
College and a masters degree from
St. John Fisher College.
The National Association
for Multi-Ethnicity in
Communications (NAMIC) named
MAE A. DOUGLAS, execu-
tive vice president and chief peo-
ple ofcer, Cox Communications,
as the recipient of the Friend
of NAMIC Award. Douglas has
served as vice chair of the NAMIC
board of directors and as a plan-
ning committee co-chair for the
annual NAMIC conference. Cox
Communications is No. 20 in the
JOELLE HAYES has been
promoted to vice president of
enterprise diversity and inclusion
for The Travelers Companies.
Hayes partners with business
leaders to implement Travelers
Diversity Business Networks,
voluntary employee-led groups
whose goal is to increase retention
and talent development. Hayes
joined Travelers in 2007 to lead
the companys diversity efforts.
She holds a bachelors degree from
Brown University and masters
degrees from Syracuse University
and Harvard Universitys Graduate
School of Education.
JACY HAEFKE has been
appointed director of diversity
and workforce effectiveness for
Rockwell Collins, No. 42 in the
DiversityInc Top 50. Haefke is
overseeing the Ofce of Diversity,
employee on-boarding, perfor-
mance management, succession
planning, employee engagement
and organizational culture. She
has worked at Rockwell Collins
for four years, serving in a number
of human-resources leadership
positions. Haefke has a bachelors
degree from Northeastern Illinois
University and is completing her
executive MBA at the University
of Tennessee.
AUGUSTIN MELENDEZ
170 DiversityInc

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JUAN CARLOS MORALES
will join State Street Corp. as
senior managing director and CFO
of State Street Global Advisors
(SSGA). He will lead a team with
locations in Boston, London,
Paris, Sydney and Hong Kong.
Prior, Morales served as chair-
man of the board of directors
and president of BNY Mellon
Mexico, NA. He is also a member
of PRIMER, a network of Latino
business and professional leaders
and a DiversityInc partner. Luke
Visconti, CEO of DiversityInc, is
also a member of PRIMER.
TERRI DAVIS has been named
Rutgers Business Schools
Scholars Training and Enrichment
Program (STEP)s executive direc-
tor. She came to the university
as New Jerseys rst state train-
ing coordinator for AmeriCorps.
Davis has served as the associate
director for the Rutgers MBA
Career Services Ofce as well as
the career-placement coordina-
tor for the graduate programs at
the School of Communication and
Information. She holds a bache-
lors degree from Spelman College
in Georgia and a masters degree
from Old Dominion University in
Virginia. She is also a candidate
for a doctorate in education from
Nova Southeastern University in
Florida.
SANDRA EVERS-MANLY,
vice president of corporate
responsibility at Northrop
Grumman Corp. and president
of the Northrop Grumman
Foundation, was honored by
the Anti-Defamation League
for her professional and
philanthropic dedication to the
Los Angeles community at its
17th annual Deborah Awards
Women of Achievement Dinner.
The organizations awards are
presented annually to women
whose leadership in their
professions and civic contributions
exemplies the qualities and ideals
of the Anti-Defamation League.
Northrop Grumman Corp. is No. 37
in the DiversityInc Top 50.
The Womens Business Enterprise
National Council (WBENC)
named PAMELA PRINCE-
EASON president and CEO.
Prince-Eason was chair of the
WBENC board of directors and
most recently was vice president
of worldwide procurement for
Pzer, one of DiversityIncs 25
Noteworthy Companies. Prince-
Eason has also represented Pzer
on the WBENC board as treasurer,
chair and vice chair of the nance
committee, as well as chair of the
technology and audit committees.
Prince-Eason holds a bachelors
degree from East Tennessee State
University. She graduated magna
cum laude from Johns Hopkins
University in Baltimore with a
masters degree.

SANDRA EVERS-MANLY JUAN CARLOS MORALES
172 DiversityInc
PAMELA PRINCE-EASON
TERRI DAVIS
August 24-26, 2011
Chicago, IL
Within the current competitive global
business environment, business success
is reached only by those who can plan,
place and manage their talent
and understand their potential all while
aligning them to the organization's goals.
Elisa Bannon
Vice-President Talent Development
Wireless Vision
Warren Lindley
Divisional Vice President, Organization
Design and Effectiveness
Walgreens
Jamillah Green-Davis
Director, Leadership Development
Cardinal Health
Marko Satarain
Director, Performance
and Engagement Recognition
GAP
Jaci Edgeworth
Director, People Potential
Lululemon Athletica
Meg Roman
Organizational Development Specialist
Kohler
Krysten Lytle
Organizational Development Manager
Kohler
Lisa Fitterer
Director, Talent Management,
Diversity & Inclusion
Navistar
Daniel Silberman
Director, Leadership Development
Quest Diagnostics
Dean Carter
Vice President, Talent Management
Sears Holdings Corporation
Bob Morris
Global Organization Development
and Effectiveness Group
Celgene Corporation
Greg Roche
Vice President, Human Resources
AIMCO
TBA
Senior Level Talent Management Leader
MTV
Richard Wacher
Vice President of Leadership Development
Danaher
Alejandro Morales
Talent Assessment Expert
Hewlett-Packard
TJ Hammond
Vice President, Talent Management
United States Strategic Command
Lori Muehling
Director, Organization Effectiveness
and Talent Management
Exelon Corporation
Fabio Sala
Director, Organization Development
EMC
Confirmed Speakers Include:
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June.2011 Ads.indd 37 7/8/11 9:33 AM
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JORGE BENITEZ has been
named managing director of North
America and chief executive of the
United States at Accenture. He will
succeed Robert Frerichs, who will
work with Accenture CEO Pierre
Nanterme on strategic initiatives.
Benitez has primary responsibility
for Accentures business and
operations in North America.
Benitez served as chief operating
ofcer of Accentures products
operating group, the largest of
the companys ve operating
groups. Accenture is No. 23 in the
DEBRA L. REED has been
elected Sempra Energys CEO and
a new member of the companys
board. She has been executive
vice president of Sempra Energy
since April 2010 and previously
was president and CEO of San
Diego Gas & Electric and Southern
California Gas Co., Sempra
Energys regulated California
utilities. Reed serves on the
boards of Halliburton Co., Avery
Dennison Corp. and the San Diego
Regional Economic Development
Corp., as well as on the advisory
councils of University of California
San Diegos Jacobs School of
Engineering and the Precourt
Energy Efciency Center at
Stanford University. She graduated
summa cum laude from the
University of Southern California
with a bachelors degree in civil
engineering.
PricewaterhouseCoopers LARRY
PATRICK has been named a
partner in the Advisory Health
Industries practice. He serves
clients locally and nationally,
providing expertise in strategy,
corporate nance and nancial
analysis to help clients execute
on large-scale transformation
projects. Patrick earned a
bachelors degree from Auburn
University and holds an MBA from
the University of Texas at Austin.
PricewaterhouseCoopers is No. 3
in the DiversityInc Top 50.
NEREIDA NEDDY PEREZ
has been named vice president
of diversity and inclusion for
Ingersoll Rand. She joined
Ingersoll Rand from National Grid,
a gas and electric utility company,
where she served as vice president
of inclusion and diversity and
was responsible for developing
and leading the companys
diversity strategy. Perez received
a masters degree from Nova
Southeastern University in Florida
and a bachelors degree from the
University of Florida.
Sodexo has appointed MOSTAFA
ABDELGUELIL diversity-relations
manager in the Ofce of Diversity.
He is responsible for advancing
Sodexos diversity and inclusion
strategy by providing direction and
strategic support to local, regional
and national community partners.

174 DiversityInc
JORGE BENITEZ
NEREIDA NEDDY PEREZ LARRY PATRICK
DEBRA L. REED
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MOSTAFA ABDELGUELIL
Abdelguelil served as corporate rela-
tions and communications manager
with Sodexos premier strategic
partner, the Hispanic Association on
Corporate Responsibility (HACR).
Sodexo is No. 2 in the DiversityInc
Top 50.
ALICIA ABELLA has been appoint-
ed to the Presidential Advisory
Commission on Educational
Excellence for Hispanics. She is
executive director of technical
research at AT&T Labs and works to
encourage Blacks, Latinos, American
Indians and women to pursue
careers in science, technology, engi-
neering and math. AT&T is No. 4 in
the DiversityInc Top 50.
ESPN has hired EDWIN GARCIA
as vice president of diversity and
work/life programs. Hes respon-
sible for developing and promoting
a global diversity strategy, part-
nering with ESPNs employee-
resource groups and corporate
diversity council, and enhancing
the companys wellness and work/
life programs and services. Garcia
is a member of the senior human-
resources leadership team and will
advise senior management on issues
of workforce diversity and change
management. He is also a member of
PRIMER. Garcia holds a bachelors
degree from the University of Puerto
Rico, Rio Piedras, as well as a mas-
ters degree, doctorate and an MBA,
all from the University of Texas.
KELLY GRAY has been promoted
to senior vice president of human
resources with FedEx Ground. She is
responsible for executing and over-
seeing compensation and benets for
a team of more than 70,000 members
nationwide. Gray also oversees HR
administration, employee informa-
tion systems and recruitment for the
company, and she provides leader-
ship for continued execution of the
corporate diversity strategy. She
holds a bachelors degree from the
University of Alabama.
GEORGE SCURLOCK has been
named director of diversity of the
Metropolitan District. He is respon-
sible for both internal diversity,
including employee demographics
and corporate culture, and exter-
nal diversity, primarily supplier
diversity. Scurlock was previously a
senior diversity consultant at Aetna,
No. 19 in the DiversityInc Top
50. Scurlock holds an MBA from
Harvard Business School.
DI

176 DiversityInc
GEORGE SCURLOCK EDWIN GARCIA
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178 DiversityInc
USBLN Corporate Disability
Employment Summit
WASHINGTON, D.C. DiversityInc CEO Luke Visconti
delivered the keynote address on Disability and Inclusion
Across the Enterprise at the US Business Leadership Network
(USBLN)s Corporate Disability Employment Summit on
April 12. Visconti also moderated the panel that followed,
which included Frances W. West, worldwide director, Human
Ability & Accessibility Center, IBM Corp., No. 7 on The 2011
DiversityInc Top 50 Companies for Diversity list, and Lori
Golden, AccessAbilities leader, Ernst & Young, No. 5 in the
GLSEN
Respect Awards
NEW YORK The Gay, Lesbian and Straight Education
Network (GLSEN) held its New York Respect Awards
on May 23, with signicant corporate attendance,
including Sodexo, American Express, KPMG,
Ernst & Young, Merck & Co., AT&T, Time Warner
and JCPenney (Nos. 2, 13, 29, 5, 15, 4, 28 and 35,
respectively, in the DiversityInc Top 50). DiversityInc
Senior Vice President and Executive Editor
Barbara Frankel was the co-chair of the event and
serves on GLSENs national board of directors.
JOIN DIVERSITYINC AT OUR NEXT EVENT
Building Value: How to Make Diversity Mission Critical
At DiversityIncs Nov. 910, 2011, event at the Ritz-Carlton in Washington, D.C., the focus will be on diversity management and what
makes it essential to companies successes. Youll hear from CEOs of leading companies about how they use diversity in the workplace
to drive marketplace goals. Theyll also discuss what they need and want in a chief diversity offcer. Our two-day program, which will
start on the afternoon of Nov. 9, will provide a mix of high-level speakers, interactive panels, and plenty of time for networking with your
peers. No consultants will be allowed during the day-long learning sessions.
Visit www.DiversityInc.com/events for the full agenda and to register.
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Wilson Cruz and
Barbara Frankel
co-chaired the GLSEN
Respect Awards in
New York City
Luke Visconti
speaks at the
USBLN Corporate
Disability
Employment
Summit in
Washington, D.C.
COMING UP
NOV. 910,
2011
WASHINGTON
D.C.
June_People&Events.indd 178 8/3/11 6:22 PM
DiversityInc 179
American
Association for
Afrmative
Action Summit
ATLANTIC CITY, N.J. The
American Association for
Afrmative Action (AAAA)
presented DiversityIncs Visconti
with the Champion of Diversity
Award on June 30. The AAAA
is a nonprot association of
professionals working in afrmative
action, equal opportunity and
diversity. The summit focused
on the future of civil-rights
enforcement activities. This years
summit was co-sponsored by the
New Jersey Afrmative Action
Ofcers Council.
Hispanic Association on
Corporate Responsibility
Symposium
WASHINGTON, D.C. Visconti was the lunch keynote speaker at
the Annual HACR Symposium: The Power of Hispanic Inclusion on
May 3. He conducted an interactive poll of the symposium audiences
Perceptions on Diversity in Corporate America. The symposium
focused on effective strategies for achieving greater inclusion and
participation of Latinos in the areas of employment, procurement,
philanthropy and governance.
Prudentials Exploring
the African American
Financial Experience
NEWARK, N.J. Prudentials Black Leadership Forum, an employee-
resource group that focuses on the companys business and
philanthropic outreach to Blacks, hosted an event for the release
of Prudentials research study The African American Financial
Experience on April 27. Prudential is No. 16 in the DiversityInc Top 50.
Joy Buchanan, managing
editor of DiversityInc
(left), with Alicia Rodgers
Alston, director of
global communications,
Prudential Financial
Luke Visconti
at the Annual HACR
Symposium
180 DiversityInc
ING Corporate
Responsibility and
Multicultural Affairs
Symposium
ATLANTA DiversityIncs Visconti, on
May 19, spoke about inclusiveness as a
business strategy at the annual Corporate
Responsibility and Multicultural Affairs
Symposium sponsored by ING, one of
DiversityIncs 25 Noteworthy Companies.
Visconti also talked about how companies can
make the DiversityInc Top 50. ING executive
leadership, the top 120 senior leaders at
ING and employee-resource-group leaders
attended the event.
Kraft Womens
Sales Council
CHICAGO DiversityIncs Frankel addressed
Kraft Foods employee group of women in
sales positions on May 17, discussing the best
practices of companies that promote and
retain women, especially women with families,
in revenue-generating positions. Kraft Foods is
No. 9 in the DiversityInc Top 50.
Members of PSEGs LGBT resource group, GaLA (left to right)
Lori Gray, Jeff Smith, Sally Nadler, Deb Spell, Wendy Kennedy and Karen Noe,
standing with former Army Lt. Dan Choi
Diversity Leadership
Council at Blue Cross and
Blue Shield of Michigan
DETROIT Visconti addressed the Diversity Leadership Council,
diversity champions and human-resource leaders and directors
of Blue Cross and Blue Shield of Michigan on April 7. Visconti was
introduced by Joseph H. Hohner, senior vice president, chief
of staff and chief information ofcer, Blue Cross and Blue
Shield of Michigan. President and CEO Daniel Loepp attended
the event. Blue Cross and Blue Shield of Michigan is No. 3 in The
DiversityInc Top 10 Regional Companies.
PSEG
Diversity and
Inclusion
Speaker Series
NEWARK, N.J. LGBT advocate
Lt. Dan Choi was the years
rst speaker in PSEGs annual
Diversity and Inclusion Speaker
Series. More than 100 PSEG
employees, including members
from seven of the companys
nine employee-resource groups,
attended. Formerly in the Army,
Choi was promptly discharged
under dont ask, dont tell in
2009 after he came out on The
Rachel Maddow Show. The
17-year-old law was repealed
late in 2010.
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Luke Visconti with
Equilla Wainwright,
vice president of
workforce diversity
and inclusion, BCBS
of Michigan
June.2011 Ads.indd 39 7/11/11 12:21 PM
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182 DiversityInc
A
AAA Northern California,
Nevada and Utah ........................................................100
Abbott ...................................... 11, 28, 64, 96, 112, 170
Accenture ............................................... 28, 64, 118, 174
Accor North America .............................................. 168
Aetna .................................................. 28, 60, 98, 111, 124
Allstate Insurance Co. .....................................28, 84
Altria Group ........................................................................... 92
Ameren ......................................................................................100
American Association for
Afrmative Action .....................................................179
American Association of
People with Disabilities ........................................ 62
American Civil Rights Institute ........................5
American
Express Co. .... 28, 54, 96, 103, 112, 124, 178
American Foundation
for the Blind .........................................................................80
American Indian College Fund ...................... 52
American Indian
Scholarship Fund ..........................................................84
Ameriprise Financial ................................................ 118
Archer Daniels Midland ....................................... 113
ASCENT .........................................................................................5
Asian and Pacic Islander American
Scholarship Fund ..........................................................84
ASPIRA Association .......................................... 56, 62
AT&T ......................... 28, 38, 94, 119, 139, 168, 178
Automatic Data
Processing ................................... 28, 59, 78, 96, 103
Avon ............................................................................................... 112
AXA Equitable
Life Insurance Co. ..............................................28, 88
B
Bank of
America .............................. 28, 52, 91, 94, 118, 124
BASF Corp. ........................................................ 35, 92, 118
Bennett College for Women ............................ 171
BJs Wholesale Club .................................................. 112
Blue Cross and Blue Shield
of Florida ..............................................................................100
Blue Cross and Blue Shield
of Michigan ......................................................... 100, 180
BlueCross BlueShield
of North Carolina .......................................................100
Blue Cross Blue Shield
of Rhode Island ............................................................100
Boehringer Ingelheim ................................... 92, 118
Booz Allen Hamilton ............................... 28, 57, 72
Boys & Girls Clubs .....................................56, 60, 72
Brigham and Womens Hospital ................100
Brown-Forman Corp. ................................................. 92
C
Campbell Soup Co. ...................................................... 113
Capital One.................................................................. 92, 118
Career Opportunities
for Students with Disabilities ...........56, 108
Cerebral Palsy of North Jersey ....................... 62
Childrens Defense Fund........................................ 56
Chrysler Group ....................................................... 28, 90
Citigroup .................................................................................. 112
Cleveland Clinic .............................................................100
CNN ...............................................................................................123
Colgate-Palmolive Co. ............. 28, 50, 96, 140
College for Every Student .....................................50
Comcast Corp. ......................................................... 92, 119
Comerica .................................................................................... 92
Congressional Black Caucus ...................66, 86
Congressional Hispanic Caucus ................... 86
Consolidated Edison Co.
of New York ......................................................................100
Cox Communications .............. 28, 60, 94, 170
CSX Corp........................................ 28, 39, 58, 94, 103
Cummins .............................................................. 28, 58, 118
D
Darden ........................................................................................ 112
Dartmouth College ............................................................5
Dell ..............................................................................28, 70, 118
Deloitte .............................................. 28, 46, 53, 96, 112
DesertArc ..................................................................................80
Dress for Success ............................................................. 88
DuPont ........................................................................................ 113
E
Eastman Kodak Co. ...................85, 113, 118, 170
Eli Lilly and Co. ...........................................28, 80, 118
eMarketer .............................................................................. 124
Emma Bowen Foundation .................................... 86
Employment Horizons ............................................. 62
Equal Employment Opportunity
Commission .............................................................................5
Ernst &
Young ..........28, 40, 61, 94, 118, 124, 140, 178
ESPN .............................................................................................176
Express Scripts ................................................................. 113
F
FedEx Ground ...................................................................176
Ford Motor Co. .........................................................28, 88
G
GameStop ................................................................................ 113
Gay and Lesbian Alliance
Against Defamation .........................................62, 80
General Electric ................................................................ 93
General Mills ..............................................................28, 68
General Motors ................................................... 118, 168
Georgetown University
Law Center ........................................................................ 158
GLSEN (Gay, Lesbian and Straight
Education Network) .................56, 71, 80, 178
Graduate Engineering and Science
Fellowships for Minorities ................................ 82
Great Minds in STEM ............................................... 78
H
Harris Interactive ........................................................ 125
Health Care Service Corp. ...... 28, 66, 73, 111
Henry Ford Health System ...............................100
Hispanic Association on Corporate
Responsibility ........................................................ 97, 179
Hispanic College Fund ............................................. 72
Hispanic Heritage Foundation
Education Scholarship ...........................................84
Hispanic Scholarship
Fund ........................ 52, 62, 66, 74, 82, 84, 86, 88
Horizon Blue Cross Blue Shield
of New Jersey .................................................................100
Houston Chronicle ...................................................... 177
Howard University ......................................................143
HP .......................................................................................................94
HSBC North America ........................................... 92
Human Rights Campaign ............. 60, 119, 123
Hyatt Corp. .............................................................................. 92
Hyundai Motor America ........................................ 95
I
IBM
Corp. .......... 28, 44, 96, 103, 112, 118, 124, 178
Independence Blue Cross ..................................100
Ingersoll Rand ...................................................................174
ING North America ...............................63, 92, 180
INROADS ............................................................................... 169
Insight St. Louis ................................................................ 82
J
Jackie Robinson Foundation .................78, 175
Jackson Lewis LLP .............................................. 5, 158
JCPenney .................................................. 28, 76, 96, 178
Johnson & Johnson ..................... 28, 42, 94, 112
K
Kaiser Permanente
................................. 14, 28, 32, 45, 94, 103, 112, 118
Kellogg Co. .........................................................79, 92, 168
KeyCorp .............................................................. 92, 113, 118
KPMG ........... 28, 49, 70, 98, 103, 118, 124, 178
Kraft Foods ........... 28, 37, 48, 96, 113, 139, 180
June_Index.indd 182 8/5/11 2:26 PM
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L
LatPro.com ............................................................................ 181
Leadership Education for
Asian Pacics .................................................................. 112
League of United Latin
American Citizens ....................................................... 66
M
Macys ............................................................................................ 92
Madrinas ................................................................................. 159
Management Leadership
Tomorrow ..............................................................................84
Marcus Evans Group ................................................173
Marriott International ............... 28, 54, 65, 94
Martin Luther King
Memorial Project ................................................ 52, 78
Massachusetts General Hospital ..............100
MassMutual ........................................................................... 92
MasterCard Worldwide .............. 9, 28, 72, 112
McDonalds .............................................................................94
Merck & Co.
.............................. 28, 56, 83, 94, 112, 118, 124, 178
MetLife ......................................................................................... 92
Metropolitan District ...............................................176
MGM Resorts International .............................. 92
Minority University Pledge ................................50
Missouri Business
Leadership Network ................................................. 82
Monsanto Co...............................................................28, 82
Motorola ................................................................................... 112
N
NAACP.......................................................................................... 38
National Academy Foundation ....................... 54
National Alliance for
Hispanic Health.............................................................. 56
National Association of Multi-Ethnicity
in Communications .......................................60, 170
National Black MBA Association ................ 54
National Business
Disability Council ......................................................... 74
National Council
of La Raza ................................................ 52, 60, 66, 86
National Gay and Lesbian Chamber
of Commerce ............................................................ 62, 74
National Gay and
Lesbian Task Force .....................................................80
National Hispanic
Corporate Achievers .................................................50
National Minority Supplier
Development Council.............................................. 54
National Security Agency ....................................101
National Society of
Black Engineers .............................................................. 82
National Society of
Hispanic MBAs ................................................................84
National Urban League ..................................52, 60
N (continued)
New Jersey City University ..............................157
New York City Hispanic Chamber
of Commerce ......................................................................50
NextGen Network .......................................................... 54
Northrop
Grumman Corp. ............................. 28, 78, 94, 172
Novartis
Pharmaceuticals Corp. ............. 28, 47, 62, 94
O
OfceMax ............................................................................... 112
Omnicom Group ............................................................ 158
Organization of
Chinese Americans ........................................... 74, 88
P
Packaged Facts ................................................................. 124
Pathways to Independence ................................. 62
PepsiCo ......................................................................... 112, 158
Pzer ................................................................................... 92, 118
PG&E Corp..............................................................................94
Presidential Advisory Commission
on Educational Excellence
for Hispanics ....................................................................176
(PwC) ..........28, 36, 43, 94, 112, 124, 140, 174
PRIMER ...................................................................... 172, 176
Procter & Gamble .............. 28, 66, 94, 112, 140
Prudential Financial ................ 28, 56, 103, 179
PSEG ............................................................................................ 180
Push for Excellence ...................................................... 86
Q
Quest Diagnostics ......................................................... 112
R
Robert Half International ..................................... 89
Rockwell Collins...............................12, 28, 82, 170
Rutgers
University ......................... 134, 150151, 160, 172
S
Salesforce.com.........................................................................5
San-Antonio Express News ..............................147
SC Johnson .................................................................... 28, 74
Scripps Networks ............................................................ 92
Seattle Times ......................................................................123
Sempra Energy ................................................... 100, 174
Society of Women Engineers............................ 82
Sodexo ....................... 28, 34, 51, 94, 124, 174, 178
Southern California Edison .............................100
Southern Company ................................ 55, 92, 103
Special Olympics .............................................................. 52
Staples ........................................................................................... 92
StarTribune ........................................................................... 121
S (continued)
Starwood Hotels &
Resorts Worldwide ............ 28, 74, 77, 96, 112
State Street Corp. ...........................................................172
St. Louis University ...................................................... 82
Sunoco ......................................................................................... 113
Symantec .................................................................................. 113
Synnex ......................................................................................... 112
T
Target Corp. ........................................................28, 69, 84
The Chubb Corp................................................... 92, 118
The Coca-Cola Co. .........................28, 52, 94, 118
The Dow Chemical Co. ............................................ 92
The PhD Project .............................56, 82, 114115
The Walt Disney Co. .................................................... 92
The Williams Institute .......................................... 125
Thurgood Marshall College Fund ........... 122
Time Warner ...................28, 68, 78, 81, 118, 178
Time Warner Cable ............................................28, 86
TJX .................................................................................................. 113
Toyota Motor North America ...... 28, 41, 86
Travelers ......................................................................... 13, 170
Tyco International ......................................................... 92
U
UNCF.............50, 56, 66, 72, 76, 82, 84, 86, 88
Union Bank ..........................................................................100
United Services
Automobile Association ...................................... 113
University Hospitals ....................................100, 166
US Business Leadership
Network (USBLN) ...........................................99, 178
U.S. Census Bureau .........................................119, 125
V
Verizon Communications ................. 28, 62, 67
Virginian-Pilot Media Companies ........... 131
W
Walmart .............................................................. 33, 129, 145
Walter Kaitz Foundation ....................................... 86
WellPoint ..........8, 28, 76, 87, 111, 113, 118, 168
Wells Fargo
& Co. ....... 8, 28, 75, 80, 96, 112, 118, 124, 135
Whirlpool Corp. ..........................................28, 90, 118
Witeck-Combs Communications ............. 124
Womens Business Enterprise
National Council ..........................................................172
World Institute on Disability ............................ 62
Wounded Warrior Project .................................... 58
Wyndham Worldwide ............................................... 92
X
Xerox ............................................................................................ 112
Y
Yahoo ............................................................................................ 113
June_Index.indd 183 8/5/11 4:21 PM
Can a White Man Speak With
Authority on Diversity?
Q
Upon returning to my ofce, re-energized by the DiversityInc event in March, I shared
the information you addressed during your talk [when you] spoke about DiversityInc
and mentioned your Ask the White Guy feature. When mentioning your feature to a
group of white female colleagues, one responded by saying, what does he (a white guy) have to
do with diversity; how does he create something like DiversityInc and how could he possibly
speak with authority about diversity?
A
I created DiversityInc as a conse-
quence of having my consciousness
raised by a friend, Tony Catoat
the time, a fellow Naval Aviator. He helped
me start the thought process that led me to
where I am today. He didnt have an agenda;
we were simply swapping stories as we
worked together, a consequence of
his volunteering to help me
when I was assigned to be
the Minority Ofcer
Recruiter in Naval
Recruiting District
New Jersey. Tony is
not a go-along-to-get-
along guy; hes tough,
disciplined and very
smart. He told me
stories of being denied
fair treatment because
hes Black. It took me
awhile to understand how
profound those stories are, but it
did sink in eventually. I learned to share his
indignation at poor treatment meted out as
a result of discriminationand the damage
it does to our country.
White men are a part of diversity and
there is a great deal of diversity among
white men. I recently spoke to a group of
900 police and re chiefs in Oregon97 per-
cent white men. I made the point that they
might not think they have diversity as they
sit around the re house or police station
and see nothing but white menbut some
of those white men grew up in single-parent
households, some grew up in large fami-
lies, some went to college on athletic
scholarships, some worked
their way through, and some
didnt go at all. Some have
a gay brother, some are
gay themselves (and
perhaps closeted). I
told the chiefs that
they could utilize the
diversity they already
have to gain new per-
spective on problems
and in doing so would
better fulll their missions:
to save lives. My point is that it
is not skin color, gender or orien-
tation that makes one good at managing
diversity; it is mindset.
This mindset for majority-culture people
requires an epiphany or an evolution in think-
ing that brings one to understand the extent
of the discrimination around all of us that is
perpetrated mostly by the majority culture.
184 DiversityInc
It is not skin
color, gender or
orientation that
makes one good
at managing
diversity; it is
mindset.
Guy
Ask the
Luke Visconti is CEO of DiversityInc
group
do wit
speak
the tim
me sta
where
we we
worke
his vo
when
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Recru
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184 DiversityInc
June_ATWG.indd 184 8/5/11 3:00 PM
Historic Perspective
Anyone can become authoritative about
diversity. Nobody comes to the table that
way. How you get there, in my opinion, starts
with understanding history. Ive gained a lot
of perspective by reading books like Beverly
Tatums Why Are All the Black Kids Sitting
Together in the Cafeteria? as well as Iris
Changs The Chinese in America, Isabel
Wilkersons The Warmth of Other Suns,
Douglas Blackmons Slavery By Another
Name, Ira Katznelsons When Afrmative
Action Was White and Taylor Branchs tril-
ogy on the civil-rights era.
History is important, but what Ive found
transformative is personal involvement in
organizations that do not serve you directly
(by you, I mean loosely you as dened by
gender, race, orientation, etc.). For example,
Im a trustee of Bennett College for Women,
a historically Black college, and Im on the
foundation board of NJCU, a Hispanic-
serving institution. At Rutgers University
(where I am also a trustee), I co-chair the
fundraising committee for Rutgers Future
Scholars. We have raised $2 million in the
past three years. I donate all of my speaking
fees through the DiversityInc Foundation,
which has distributed more than $500,000
since 2006. The life experience Ive gained by
serving these institutions has been invaluable.
Any executive can take the
same steps to broaden their
experience and cultural
competence. We see how people work so
hard to complete advanced degreesand they
are importantbut life experience is how an
executive does not become a Hosni Mubarak
as our country and world change dramatically.
This change is not just visual; it is about the
rising power of liberated people to destroy the
concept of melting pot as they gain the eco-
nomic ability to command respectas they are.
Different Like You
I will note that people who are not in the
majority culture must deal with the major-
ity culture as they try to retain their own
identity, but those in the majority culture do
not really have to deal with anything BUT
the majority culture (doesnt make it right,
but this is the reality). In this country, the
majority culture is dened as white, male,
heterosexual, Christian and not having an
ADA-dened disability. But just because
a person in the majority culture starts out
with a much wider blind spot than people
not in the majority culture doesnt mean its
impossible for white men to become open
advocates for diversity and inclusion. It
also doesnt mean that a Black woman (for
example) comes with an automatic Ph.D. in
diversity management (its just a lot easier for
the Black woman to see the problem in the
rst place). We must all come to the realiza-
tion that, as a reader put it nicely, I am not
different than you, I am different like you.

DI
What a great way to start
your day! I am just blown
away by this article. I hadnt read
something so powerful and inspiring
about diversity for a long time. Thank you
so much for writing this. Everything you
said validated my feelings, thoughts and
experiences. Im also considered a white
woman, but Im an immigrant from the
Middle East and was a minority there.
Im a diversity manager and have had to
tolerate many critical looks and attitudes
from Black and other ethnic-looking
coworkers who are wondering how I could
be possibly qualifed to do the work,
even though I have a graduate degree in
intercultural education. Again, thank you for
this thought-provoking and inspiring article.
Luke, youve done it again! Thank you. Your
insight is valuable. I agree that a white
person can talk about and teach diversity.
First of all, white is a race. And just because
someone is not a minority doesnt mean they
cant understand diversity or have not been
discriminated against. I receive questions,
as a Black woman, about why I hired a white
male as my assistant director. It was the best
thing I could have done. Hes compassionate,
educated about the laws and diversity issues,
and works extremely hard for those he feels
have been treated unfairly. Keep up the good
insights.
I agree. Ive received this question to me
over the years as a white male conducting
training in EEO and diversity. Its what each
person brings to the table based on their
life experiences, skills and ones willingness
to step out of his or her comfort zone to
learn about bias. It all starts with me.
Thanks.
This column
generated
many reader
comments.
Here are a few
examples:
Have a
question
for Luke?
EMAIL HIM AT
askthewhiteguy@
DiversityInc.com
READ MORE
Ask the White
Guy articles
at www.DiversityInc.
com/atwg
?
DiversityInc 185
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BUILDING EQUALITY
By What
Measurement
Can We Abolish
the Diversity
Department?
Q
How will we know that democratizing efforts have been
successful? Once success has been achieved (that is, when it is
the norm that opportunity is truly equal), does the need for a
diversity-management department go away?
A
This is an easy question to answer: If you believe all people
are created equally, then well know were done with needing
a diversity department to help with equitable access and
talent development by measuring the results. Just a few examples
regarding gender:

Half (50 percent) of the CEOs of Fortune 500 companies will
be women. Right now 12 of 500 company CEOs are women2.4
percent. Practically speaking, half of Americas college-educated
workforce is women, and women have been earning more than half
of all bachelors degrees since 1980.

Half (50 percent) of board seats in Fortune 500 companies will be
held by women. Right now only 14 percent are.

Half of Congress will be women. Currently there are 14 women in
the House of Representatives, less than 3 percent. Interestingly, 17
percent of U.S. senators are women.
Aside from gender, I can give you endless examples of disproportion-
ate representation of white men in positions of power in this country
to the detriment of anyone not Christian, heterosexual, non-white (or
white Hispanic), or people with ADA-dened disabilities, etc.
186 DiversityInc
Corporations will always need diversity
departments. Why? To continually
encourage innovation and growth.
50
%
of the CEOs
of Fortune 500 companies
will be women.
of board seats
in Fortune 500 companies
will be held by women.
of Congress will
be women.
Our society cannot
achieve maximum
innovation if broad
sectors of its population
are sidelined.
C
O
N
T
R
O
V
E
R
S
I
A
L
Q
&
A
CONTINUED
LUKE VISCONTI
By the way, the United States leads the
world in human and civil rights; were the
best when you look at the entire picture.
When you get outside of this country, the
discrimination increases and you can see
this by measuring the representation of
the majority culture in positions of power in
every other region I can think of (for exam-
ple, how many non-Han Chinese people are
in positions of power in China? Id imagine
there may be a few, but Ive never seen one).
Even in the distant future when
companies are equitably recruited, talent
development is equally effective and
positions of power are equitably staffed,
there will still be a need for a diversity
department. Managing the relationships
between all the constituent groups is a
prot center; you can reduce workforce
costs by enhancing employee satisfaction
and engagement, increase the quality of
your revenue stream by building better
relationships with your customers, and
increase innovation by being able to utilize/
consider diverse approaches to solving
problems and accessing opportunities.
On a national basis, whether you are a
Keynesian or Supply-Side economist, the one
constant that grows economies is innova-
tion. Our society cannot achieve maximum
innovation if broad sectors of its population
are sidelined. We shortchange our own GDP
by being discriminatory.
Unless you have some secret that I dont
know about, I am quite sure nobody alive
today will live to see equity, even in work-
force measuresbut we can take deep
satisfaction in continuing that work and see-
ing our incremental growth as a society.
DI

I think that until
we in America
resolve our
problems
with race and
gender, there
will always
have to be some
mechanism for ensuring
affrmative employment and
INCLUSION in our society. While
it should be logical that more
women and people of color will
have to be included/grown/
recruited into our corporate
and other structures, if we are
to remain or become again
competitive, the legitimacy of
this rationale is continuously
bombarded by ignorance and
stupidity on the parts of those
who do not understand, or care
to understand, the dynamics
of maximizing productivity and
effectiveness.
My agency measurements in our
mission-critical job series meet or
exceed the relevant civilian labor
force for gender. We have pipeline
issues to work on and a cultural
diversity hill to climb. Our focus
is the maintenance of these high
levels of achievement, the security
of a diverse pool of employment
candidates, and the inclusion of
people with disabilities. I for one
would be happy to fnd a new
job if we fulflled our diversity
mission. Our focus on diversity is
to have the access to the unique
perspectives that come with a
diverse workforce to solve our
increasingly complex problems.
Beyond the compliance categories
of diversity, there are many other
diversity dimensions such as
geographic, speech, education,
etc. Even in a room full of white
men, there is great diversity.
There will always be a need for
a diversity department because
there are continuously new
underrepresented groups on the
horizon.
The reality is that we will always
be able to fnd examples of
disproportionate representation,
even in the far-off world of equality
that Luke alludes to. This is due
to statistical random fuctuations
that occur in the world. Rarely
in this perfect world would
any given offce, occupational
series, or GS level have exact
proportionate representation.
Having a statistician come in and
talk about statistical signifcance
wont solve this problem because
there will always be fuke-y data
that produces bizarre outcomes
for no underlying reason other
than rare but existent random
fuctuations. This is a defciency
of the current system; we feel like
we have to explain each and every
deviation from our perfect world.
No Wall Street analyst would try to
explain precisely each and every
bounce the price of a stock took
throughout a trading day, but that
is basically what the premise of
this question assumes.
One of the best explanations I
have ever heard was from one
of our executive team members
when he was welcoming the
newly minted inclusion council
and giving them the reason
the executive team established
their group. He ended with, And
when we get there, we may fnd
that there has moved. Truth is,
there will always be insiders and
outsiders, and someone will need
to mediate between the two. Its
human nature.
Have a question
for Luke?
EMAIL HIM AT
askthewhiteguy@DiversityInc.com
READ MORE
Ask the White Guy articles at
www.DiversityInc.com/atwg
?
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