Cummins Inc. 2007 Sustainability Report

The words of two Cummins chairmen – spoken
years apart – demonstrate that Cummins’
commitment to diversity has not wavered with
the passage of time or a change in leadership.
At Cummins — which does business around the
world — the message is powerful:
From a business perspective, the Company believes
that successfully managing diversity strengthens
relationships with an increasingly diverse customer
base. Beyond that, a diverse work force – in terms
of race, ethnicity, age, gender, sexual orientation
and educational background – ensures a variety
of perspectives to best address the Company’s
business needs. Cummins’ diversity initiatives
include the following:
• All employees complete a comprehensive
diversity training program designed exclusively for
Cummins. Second generation (advanced diversity
management topics) training is a mandatory part
of career development for leaders.
• In all, 48 Local Diversity Councils (LDCs) have
been created to address diversity issues in
the communities in which Cummins does
business. In addition, the LDCs focus on
recruiting, retention and cultural differences in the
workplace. Affinity groups, or employee resource
groups, have been instrumental in Cummins’
diversity journey. Currently, we have affinity
groups for African and African- Americans,
Asians, Chinese, Latino, new hires and lesbian,
gay, bisexual and transgender employees.
• Cummins’ long-standing commitment to use
qualified minority-owned suppliers has yielded
good results in recent years. In 2006, Cummins
spent $298.8 million with small business and
minority-owned suppliers. In 2007, Cummins
spent $453.8 million with small business and
minority-owned suppliers.
Diversity
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