2010 Sustainability Report - Cummins.com

Cummins workforce
Here’s a quick look at Cummins’ workforce.
High-tech: Cummins depends on
an increasingly high-tech workforce.
Of its nearly 36,000 employees:
Almost 6,000 are engineers.
Approximately 1,000 additional employees
are working in technical/scientific roles.
About another 800 employees work in
Information Technology (IT) jobs.
Location: About 60 percent of our employees
are located outside the United States.
Unions: About 38 percent of our employees are
represented by various unions under collective
bargaining agreements that expire between 2010
and 2014.
Future: As economies recover from the global
recession, Cummins expects its workforce to
increase by as much as 30 percent over the
next three years.
Newly hired salaried employees in the United States
and China receive a standard weeklong orientation
into the Company, followed by common work site
activities throughout their first 90 days on the job. The
program includes an introduction to Cummins’ history,
Vision, Mission and Values, training on the Company’s
Code of Conduct and other employee policies, and a
welcome from Cummins leaders, all designed to allow
new employees to hit the ground running.
Cummins plans to expand the OnBoarding program to
its operations in India, Middle East and Mexico in 2010
and eventually implement the program globally.
Building a culture of leadership
A company is not truly sustainable without an
effective process to identify and develop leaders.
Ask Tim Solso to name his most important
responsibility in his role as Cummins Chairman
and CEO and the answer you will get is “developing
leaders across the Company.”
Cummins believes it’s especially important for a global
company because of the complexities inherent in
leading a corporation with employees in different
countries, living in different time zones, with different
customs, often speaking different languages.
The Leadership Culture Series was created in 2009
to strengthen the Company’s commitment to providing
the skills necessary to build successful leaders across
Cummins. The program, designed for the Company’s
top 300 leaders, focuses on five specific leadership
skills considered to be critical to Cummins’ future
success. They are:
Coaching and development
Fostering open communications
Managing Diversity
Talent management
Thinking strategically
A top executive at Cummins takes ownership of
each individual skill area, leading discussions and
serving as both a role model and a champion for
that particular skill. Participants are expected to
incorporate lessons from the sessions into their
work plans and day-to-day interactions with staff
members, colleagues, customers and
other stakeholders.
Employee Relations
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