The 2013 DiversityInc Special Awards


This year, DiversityInc honors seven companies for unique achievements that go beyond the scope of normal diversity-management best practices. The companies and their top leaders will receive the awards at our Oct.16 event in New York, Talent Development: Diversity-Strategies Event & Special Awards Dinner.

Top Company for Talent Development: Time Warner

Accepting Award: Jeff Bewkes, Chairman and CEO

Reasons for Honor:

  • Accountability: To ensure an effective pipeline of talent from underrepresented groups, the company has Diversity Performance Goals for each division, with divisional CEOs signing off. Thirty percent of executive compensation is dependent on D&I factors, primarily human capital.
  • Visibility: Continuous communication of diversity strategy/efforts to all employees.
  • Engagement: Percentage of employees reporting high levels of engagement and enablement has risen substantially.
  • Cross-Cultural Mentoring: Fifty percent of managers across the company participate, including the top levels of the organization. Mentoring is a major driver in talent development of high-potentials who are Black, Latino, Asian, female, LGBT and people with disabilities.

Top Company for Supplier Diversity: AT&T

Accepting Award: Tim Harden, President, Supply Chain and Fleet Operations

Reasons for Honor:

  • 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.
  • The company holds numerous learning and networking events for suppliers, focusing on strategic growth areas such as cloud services, digital home, application development, and wireless and mobile data.
  • The Prime Supplier Program, in existence since 1989, helps suppliers create their own supplier-diversity chain, including an annual plan. In 2011, AT&T’s Tier II (subcontractor) spend increased 31 percent over the previous year.
  • The AT&T Business Development Program features education and business-development workshops for suppliers and executive-level scholarships.

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 America.
  • Thirty percent of its senior executives (first two levels) sit on the boards of multicultural nonprofits.
  • Cox is a founding member of Cable in the Classroom to foster use of cable content and technology to help children nationwide. The company also partners with local Boys & Girls Clubs of America to bring free or discounted high-speed Internet and TV service to low-income families.

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 to evaluate success.
  • Managers are required to have mentoring relationships, and sponsorship is now also being required.
  • Online tools are used to identify mentors, with cross-cultural, geographic and functional factors utilized. Anyone who doesn’t have a mentee must explain why as part of his or her talent review.

    • Mentoring programs are intensified in areas where there is need, such as the distribution center and the technology area. Pairs usually last 12 months and relationships are reevaluated.

Top Company for Employee Engagement: Toyota Motor North America

Accepting Award: George Borst, former President and CEO, Toyota Financial Services

Reasons for Honor:

  • Toyota has used diversity-management best practices to enhance engagement of all its U.S. employees this year.
  • Its mentoring program doubled in size with more than 1,000 employees being mentored by 600 mentors.
  • Membership in resource groups has been rising dramatically and almost doubled this year.
  • The company recognizes that its employees value community service and Toyota’s philanthropythe amount donated to multicultural nonprofits rose by 24 percent to 42.5 percent of donations despite a reduction in gross annual revenue.
  • The resource groups, known as Business Partnering Groups, pilot D&I training and cultural-competency initiatives, sponsor speakers, and conduct workshops for new trainees and associates.

Top Company for Global Cultural Competence: Monsanto

Accepting Award: Steven Mizell, Executive Vice President, Human Resources

Reasons for Honor:

  • Strong history of global corporate social responsibility. Company focuses on helping farmers create sustainable agricultural systems, including strong partnerships with The Nature Conservancy to protect ecological lands globally, the Global Harvest Initiative, and The Sustainability Consortium for quantitative measurements for evaluating products globally.
  • Commitment to creating inclusive workplaces in all countries. Fifty percent of its workforce is outside of the United States, and Monsanto has global resource groups for women, Asians, Hispanics[BF1] and young professionals.
  • Harassment and antidiscrimination training is offered globally, as well as formal mentoring, often cross-cultural.
  • Significant initiative under way for global talent acquisition, including talent-mapping efforts that led to first critical hires in Egypt and more than doubled female hires in India.

Top Company for Diversity-Management Progress: BASF

Accepting Award: Juan Carlos Ordoez, Senior Vice President, Coating Solutions, North America

Reasons for Honor:

  • Launched an Executive Diversity Council that has set goals and milestones, and is holding managers accountable for resultsleading to increases in diversity of human-capital demographics.
  • Company now ties executive compensation to diversity results and requires diverse slates for executive openings.
  • Effective dashboard used to assess demographics and all measures of D&I.
  • Formal, cross-cultural mentoring program has been successfully piloted and now is being expanded throughout the company.
  • Role of resource groups was significantly expanded to focus on talent development and community outreach. Employees are polled on the value of the groups.

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