Diversity Executive - September 2008 - (Page 39)

Alan Mulally Ford Motor Co. An appreciation of diversity and inclusion was woven into the very fabric of Ford Motor Co. when Henry Ford founded it in 1903. The automaker ﬁrst offered in 1913 to pay workers $5 a day, or about twice the industry average, which attracted thousands of immigrants and African-Americans and ultimately helped to establish a multicultural American middle class. Five years later, Ford hired race-relations experts to help create a culture of inclusion, long before the concept was a widespread notion. A year later, the company began to hire disabled World War I veterans, making it one of the ﬁrst enterprises not only to employ but to fully accommodate disabled workers. Today, with 246,000 employees and revenue of about $174 billion, Ford’s commitment to diversity and inclusion has only become stronger. The company boasts 10 active employee resource groups that include thousands of workers nationwide, and in the past four decades, Ford has purchased more than $35 billion in goods and services from women- and minority-owned businesses. “Global companies that speak directly to the perspectives of their diverse customer base are going to have a better chance for success,” said CEO Alan Mulally. “We probably have the most diverse set of customers of any company. Our performance will be determined by the breadth and the depth of our inclusion of everyone.” Though these values are ingrained in Ford’s very makeup, the company has implemented a multifaceted strategy to ensure progress continues. First, it has mandated that all diversity initiatives align with at least one of ﬁve key areas: its Leading the Way concept, workforce diversity, a respectful and inclusive work environment, work-life integration and external partnerships. Second, the organization works to promote ﬂexibility and inclusion through its work-life balance initiatives that include part-time arrangements, job sharing and ﬂexible schedules. “Our employees represent different points of view, perspectives, backgrounds, races, genders, faiths — on and on,” Mulally said. “The more inclusion of diverse perspectives we can embrace within Ford, the more effectively we will deliver innovative products that satisfy our customers’ wants, needs and desires. That is the mark of a successful company.” Ford also works to promote diversity outside the company, as well. Through its minority-dealer assistance initiative, it is expanding its minority-dealership base. In addition, to support new dealers hoping to break into an industry dominated by third- and fourth-generation owners, Ford established the Dealer Development Program that funds up to 90 percent of the $2 million or more in investment capital needed to start a dealership. Ford also is working with a third-party vendor to create an interactive online reporting system that will enable the company to track diverse-supplier spending at all levels and help its suppliers establish reporting programs. “We are a global business and have many talented people working together,” Mulally said. “Inclusion is the only business case.” It’s also only the beginning. Mulally said he hopes to take Ford’s diversity and inclusion practices even further in the future. “We must include everyone more deeply, thoughtfully and broadly in the business,” he said. “And I expect managers to lead by example. We cannot afford to leave anyone out of the discussion. It is diversity with a big ‘D’ — be aware, be sensitive and be inclusive.” – Agatha Gilmore William Marino Horizon Blue Cross Blue Shield of New Jersey For William Marino, who has served as CEO of Horizon Blue Cross Blue Shield of New Jersey (Horizon BCBSNJ) for 14 years, diversity is a way of life. He is a member of the leadership council for the Tanenbaum Center for Interreligious Understanding, a secular, nonproﬁt organization providing education and tools to resolve religious tensions in schools, at work and in war zones. Marino also is a recipient of the 1997 Ellis Island Medal of Honor, an award that recognizes outstanding citizens of the United States who represent various ancestries. In his role as head of Horizon BCBSNJ, Marino fosters a culture of diversity among the company’s 5,200 employees. The organization embraces and values differences of culture, education, experience, physical ability and unique perspectives, and recognizes it’s not only the right thing to do, but is a sound recruitment, retention and workforce performance strategy. “Our commitment to managing diversity goes beyond traditional afﬁrmative action programs and activities to encourage awareness and respect for diversity in an environment that values differences,” Marino said. “At Horizon, managing diversity is about creating and fostering a culture September/October 2008 | www.diversity-executive.com | Diversity Executive 39 http://www.diversity-executive.com

Table of Contents Feed for the Digital Edition of Diversity Executive - September 2008

Diversity Executive - September 2008 Editor's Letter Contents Leadership Connections Guest Editorial Diversity Executive Online 2042: A New Business Era Begins The Rules of Attraction Where to Look for Diverse Talent Like Minds Think Great Culture Teams Target Business Opportunities at Luxottica Retail Special Section Rebalancing Gender At ING Americas, the Color of Diversity Is Orange Profile Business Intelligence Case Study Strategies Advertisers' Index Editorial Resources

Diversity Executive - September 2008

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