Oliver Turman (AT&T), Michael Byron (Walmart) and Keith Hines (PwC) lead supplier diversity initiatives at their companies.
Mark Weinberger is the Global Chairman and CEO of EY, a leading global professional services organization that provides assurance, tax, transaction and advisory services. With 175,000 people in more than 150 countries, EY is one of the largest professional services organizations in the world.
Mike Ullman returned as Chief Executive Officer of JCPenney in 2013 to lead a turnaround after an unsuccessful strategy to move the retailer upmarket.
The 2014 DiversityInc Top 50 list was unveiled on April 22, 2014 at Cipriani Wall Street in New York City. There were 794 people from 302 companies at the dinner. Dr. Freeman Hrabowski, President of the University of Maryland–Baltimore County and expert on educational inequalities, delivered the keynote address. The event was covered by CNBC …
Juan Carlos Ordonez, Senior Vice President, Coating Solutions, North America accepts the 2013 DiversityInc Top Company for Diversity-Management Progress award on behalf of BASF.
Executive Vice President, Human Resources Steven Mizell accepts the 2013 DiversityInc Top Company for Global Cultural Competence award on behalf on Monsanto.
Former Toyota Financial Services President & CEO George Borst accepts the 2013 DiversityInc Top Company for Employee Engagement award on behalf of Toyota Motor North America.
Top Company for Community Philanthropy: Cox Communications Accepting Award: Pat Esser, President Reasons for Honor: Company spends 12 percent of its gross revenue on philanthropy and of its charitable donations, 49 percent go to multicultural nonprofits. Strong partnerships include the Human Rights Campaign, the National Association for Multi-Ethnicity in Communications and 100 Black Men of …
Top Company for Mentoring: Target Accepting Award: Beth Jacob, Executive Vice President, Target Technology Services and Chief Information Officer Reasons for Honor: Although Target is a major retailer with operations across the country, almost all of its employees participate in its formal mentoring program. The senior levels of the organization are mentors. Metrics are used …
Time Warner CEO Jeff Bewkes accepts DiversityInc's 2013 award as Top Company for Talent Development.
AT&T is a longtime supplier-diversity leader with high Tier 1 (prime) percentages: 15 percent with Minority Business Enterprises, 5 percent with Women-Owned Business Enterprises, 1.5 percent with Service Disabled Veteran Business Enterprises.
How can branding, sponsorship and market-facing activities refresh resource groups? How can groups communicate effectively online and via social media? Why do social-media networks matter?
Wyndham Worldwide Chairman and CEO Stephen P. Holmes explains why his company understood the value of corporate social responsibility.
How do you get funding and support for resource groups? Which groups should you start with? What type of charter/structure works best?
How have their relationships evolved? What have been the greatest benefits? Hear personal experiences and success stories from sponsors/people being sponsored and mentors/mentees.
What’s the business case for starting a mentoring program? How do you get widespread usage? How involved should senior executives be? How do you measure success?
How do you determine which people from underrepresented groups should be fast-tracked? How do you give them the tools to stay and succeed?
Can you translate your U.S. groups to other countries? Which ones work well? How can they communicate with each other? What metrics should be used to assess their success?
ADP President and CEO Carlos Rodriguez discusses how ADP uses diverse teams to improve customer relationships.
Cox Communications President Pat Esser offers four tips to get your CEO to be a diversity leader.
Do you need both a mentoring and a sponsorship program? How do you get sponsors to work with people from underrepresented groups? Can sponsorship be formalized?
How do you keep women and others from underrepresented groups from leaving before they get to the top? How important is having a flexible workplace and an inclusive culture?
How do you move people from underrepresented groups into the highest level? What happens if no one at the top is leaving?