ABOUT THIS REPORT The information in this report is ... - Cummins

strengthen the impact of affinity groups
The project has been delivered in
Most recently, the project launched in
and Local Diversity Councils, and explore
Columbus, Ind.; India and China in recent
Australia with the goal of re-energizing
ways to manage and work more effectively
years. During the past 12 months, the
two employee resource groups: a
in diverse teams while also experiencing
initiative kicked off in Brazil and Australia.
Women’s Affinity Group and a Local
role modeling and championing from
Cummins leaders.
In Brazil, more than 300 employees at all
levels attended the sessions, which were
Diversity Council, and launching
an affinity group for apprentices.
The final part is a full-day session
conducted with simultaneous translation to
“Everyone has a role to play in creating a
designed specifically to help managers
ensure understanding. Four new employee
great work environment,” said Gino Butera,
and supervisors in managing their diverse
resource groups were launched, including
Executive Managing Director, Asia Pacific.
EMPLOYEE RELATIONS
Managers in Perth, Australia
participate in an Affirmative
Development Project workshop
where they learn how to
manage people from different
backgrounds and cultures.
The workshop is called
“Embracing Diversity: Your Role
in Creating a Winning Team.”
teams. Through facilitated discussion
and group exercises, managers develop
action plans to assist them in connecting
more productively with employees whose
backgrounds and experiences are different
than theirs. A key challenge is to move
their skills from good to great.
Participants are surveyed before the
workshops and 90 and 120 days after
the sessions to gauge the short- and
long-term effects of the training.
affinity groups for women, Generation Y,
Afro-Brazilian and Special Needs.
“Our workshops in Brazil helped us as
leaders to see opportunities to include
perspectives that we may not have
previously thought about,” said Luis
Pasquotto, Vice President – South America
Area Business Organization. “It’s important
to capture the voices of employees at all
levels. This workshop helped us rediscover
the tremendous advantage our diversity
gives us. Now we have more than a
forum where those voices can be heard
on a regular basis.”
“We saw how passionate employees are
about creating an inclusive environment
where everyone can realize their potential.
This workshop allowed us to see how
vested employees are in our success,
and now we are working to ensure that we
continually look for ways to empower these
employees to share their perspectives.”
Employees give high praise for these
sessions. Managers believe they are
better equipped to handle difficult situations
as a result of the workshops, and nearly
every employee would recommend the
workshops to colleagues.
OTHER DIVERSITY DEVELOPMENTS
The Unleashing the Collective Power of
Groups and Individuals project was one of
several important developments for diversity
at Cummins in 2011-2012. Others include:
»»
The Chairman’s Diversity Council,
comprised of Chairman and CEO
Tom Linebarger’s leadership team,
met quarterly and discussed topics such
as emotions and power and influence in
the workplace. The council discusses
and implements decisions related to
diversity strategies, confirming diversity
as a key Cummins’ value.
»»
Cummins added several more employee
resource groups and now has more than
100 affinity groups and Local Diversity
Councils, spanning 10 countries across
six continents.
»»
Cummins was honored by several
groups for its commitment to diversity
including DiversityInc, which again named
Cummins to its list of the top companies
for diversity; and the Human Rights
Campaign, the largest advocacy group
for gay, lesbian, bisexual and transgender
employees (page 12).
Chairman and Chief Executive
Officer Tom Linebarger shares
his feelings about the
importance of diversity in
the Company’s growth plans
during a town hall meeting
sponsored by the CBS and
Corporate Local Diversity
Council in Columbus, Ind.
in April 2012.
EMPLOYEE RELATIONS
84 SUSTAINABILITY REPORT 2011–2012 SUSTAINABILITY REPORT 2011–2012 85