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Rehrig Pacific is a world-leading manufacturer of reusable

plastic pallets and crates for handling and transporting

commercial products, manufactured goods, produce, food

and beverage products, and more. We help thousands of

businesses move their products more efficiently through

the supply chain. An international company with licensees

worldwide, Rehrig Pacific offers an ever-expanding line

of transport packaging products, such as our new export

pallet, and logistical services for industry.

In addition, Rehrig Pacific also manufactures a full line of

roll-out carts and recycle bins for the curbside collection

of household waste and recyclables, and commercial

containers and litter bins for automated refuse and

recylables collection. Private haulers and municipalities

alike enjoy the many advantages of using Rehrig Pacific

collection containers and distribution services.

To learn more about us or to explore careers

with Rehrig Pacific, visit us online.

www.rehrigpacific.com

An Equal Oppprtunity Employer Committed to Diversity

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Publication:

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Acct. Rep:

BLACK PERSPECTIVE MAGAZINE 12/31/2006152296-BO23834LIBMUT3.625” x 9.75”Holly Mitton v.1

AT LIBERTY MUTUAL, we help people livesafer, more secure lives. You can see it in ourresponsible and motivated team - whereemployees treat our clients and each other withdignity and respect. You can feel it in thechallenging work that’s part of our growing anddynamic company. Expect to be challenged.Expect superior efforts to be recognized.Expect your hard work and determination tocreate real opportunities. Still find it hard tobelieve? Just ask any one of us.

You deserve to be recognized – so introduceyourself to us. For more information visitwww.libertymutual.com/careers.

Inclusion is the answer. Liberty Mutual is anequal opportunity employer.

Believe it.

libertymutual.com/careers

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CAREER/EMPLOYMENT NEWSRECORD DONATION AIMS TO TURN TIDE ON NURSE SHORTAGE

Critical Nursing Shortage in the Region Better Thanks to

an $11 Million Donation to Miami Dade College from the

Mitchell Wolfson Sr. Foundation

In what is one of the largest single gifts ever made

to Miami Dade College (MDC), the Mitchell Wolfson

Sr. Foundation has donated nearly $11 million to

MDC to address the region’s nursing shortage. The

donation, which includes matching funds, is aimed,

in large part, at increasing the number of nurses

who are trained at the college and placed into the

local workforce. A press conference announcing this

historic donation was made today at Miami Dade

College’s Medical Center Campus.

The unprecedented donation will establish student

scholarships and help with instructional costs and

faculty salary incentives. In addition, the donation

provides for technology initiatives to increase student

retention and success. It also helps with licensure

exam preparation to assist students with passing

their required boards.

“This historic donation is a cause for celebration for

the entire community,” said Dr. Eduardo J. Padrón,

president of Miami Dade College. “On behalf of

current and prospective students, I thank the Mitchell

Wolfson Sr. Foundation for this transformational gift,

which will have benefits for generations to come as it

will provide for greater healthcare in our region.”

”Our community is in desperate need of qualified

nurses,” added Louis Wolfson III, a trustee of the

Mitchell Wolfson Sr. Foundation and a member

of the Miami Dade College Foundation Board of

Directors. “It is our goal, indeed our wish, to train

local residents for these positions, so that employers

do not have to recruit outside the region. By doing

this, we will help resolve a crisis and open these great

paying jobs to people who call Miami-Dade County

their home.”

Arthur Hertz, an original trustee of the Mitchell

Wolfson Sr. Foundation, commented, “This gift

remains true to Colonel Wolfson’s vision for what

philanthropy can accomplish. Providing a solid

education will release people from the cycle of

poverty. The donation to Miami Dade College will

not only benefit hundreds of students, but will help

relieve a critical nursing shortage in our community.”

Over the years, the Mitchell Wolfson Sr. Foundation

has donated nearly $90 million to the college, all

for scholarships and program support. More than

145,000 scholarships have been awarded as a result

of these gifts. This amounts to what is one of the

largest collective gifts in higher education in the

nation. The latest donation will help produce nearly

600 new nurses in the next four years, and will have

a positive impact on the delivery of healthcare in the

area for decades to come.

AUDITOR SALARIES ON THE RISE

Forecast Partly Sunny for Internal Auditor Compensation,

Despite Gloomy Economy

Internal auditors in the United States and Canada

appear to be holding their own during these

challenging times, says a recent compensation study

conducted by Harrington & Associates Inc. on behalf

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of The Institute of Internal Auditors (IIA) and its

Global Audit Information Network (GAIN). The

study found that 91 percent of employers surveyed

indicated they are likely to increase internal auditor

salaries next year. In fact, a full 69 percent are

planning to provide increases to 100 percent of their

audit staff in the next 12 months, versus 34 percent

for their entire workforce.

The GAIN study, conducted in May, also found that

although the majority of employers will continue to

increase internal auditor salaries in the coming year,

the average percentage of increase is beginning to

wane. Audit staff increases for the next year will

be 0.5 percent lower, with increases averaging 3.8

percent, rather than the 4.3 percent average granted

to audit employee during the past 12 months.

“The frenzied period spawned by the reporting and

compliance requirements of the U.S. Sarbanes-Oxley

Act of 2002 – when many employers felt compelled

to pay whatever the market would bear for internal

audit skills – is waning and being overshadowed by

the current economic uncertainty,” said Harrington &

Associations Principal Consultant Judith Harrington,

CCP. “Now that the legislation is a fact of life and

they have aligned systems and staffing to ensure

their ability to comply, it appears that those in the

internal audit profession are no longer being singled

out as the target of recruiters as they once were.”

Employers did indicate that various factors positively

affect compensation levels. Size does matter. Internal

auditors who work for employers with annual

revenues of more than US $1 million have median

salaries that are nearly $12,000 more than those

who work for smaller organizations. Qualifications

count, too. Employers view internal auditors with an

educational background that has specifically prepared

them to work in the audit profession as being worth

more in terms of median salary. Similarly, internal

audit professionals with certifications are paid more

than those who are less credentialed. For example,

internal auditors holding The IIA’s Certified Internal

Auditor (CIA) designation, are paid approximately

$7,800 more than someone holding no certification

at all.

The study also indicated that certain positions and

sectors within the internal audit profession are seeing

larger than average compensation. Information

technology audit directors, for example, had a higher

median salary than chief audit executives, which may

reflect the growing demand for audit professionals

with technology expertise. Public accounting firms

reported some of the highest increases during the

past 12 months, with raises averaging 6 percent. The

consulting sector posted similar rates of increases

for internal auditors for the last year at 6.3 percent

– nearly double what other employees in that sector

received. And internal auditors working in the

advertising industry are expected to enjoy average

increases of 7 percent next year.

“Although the flurry of growth internal auditing has

enjoyed over the past few years might be slowing

some, the fact that we still are receiving higher

average salary adjustments compared to other

employees in the organization is a sign that this

is a stable and valued profession,” said IIA Global

President David Richards, CIA.

CAREER/EMPLOYMENT NEWS

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IDEAL EMPLOYER 3 YEARS IN A ROW

Department of State Ranks High as Ideal Employer for All

Undergraduates in 2008

For the third year in a row, the Department of State

has placed in the top five ideal employers in an annual

poll of undergraduates reported by BusinessWeek.

Philadelphia-based Universum Communications

announced its 2008 Most Ideal Undergraduate

Employer survey results that are based on the

responses of over 40,000 undergraduates in the Class

of 2008. The Department of State is the highest-

ranking Federal agency, listed under first-ranked

Google, second-ranked Walt Disney, and third-ranked

Apple.

The Universum ranking of ideal employers is based

on undergraduates’ selection of their top five picks

from the top 100 companies and agencies that were

frequently mentioned by students in the previous

annual survey.

It is worth noting that out of hundreds of employers,

including write-ins, the Department of State

ranked first as ideal employer for Liberal Arts

undergraduates.

To view all the rankings, visit BusinessWeek’s website

for the Ideal Undergraduate Employers 2008 list.

HISPANIC PARTICIPATION IN TECHNOLOGY CAREERS

Four New Reports Released to Spur Latinos into Science,

Mathematics, Technology, Engineering and Mathematics

(STEM) Fields

The Tomás Rivera Policy Institute , in partnership

with IBM released four studies at a summit meeting

entitled America’s Competitiveness: Hispanic

Participation in Technology Careers addressing

the serious shortage of Latino professionals

in the Science, Technology, Engineering and

Mathematics (STEM) disciplines. Over 130 leaders

in education, business, government and not-for-

profit organizations from around the United States

participated in this important summit meeting,

meant to create a path to success for Latinos in these

advanced professions. The summit was sponsored by

IBM with co-sponsors Univision, ExxonMobil, and

Lockheed Martin.

The Four Reports cover the following subjects:

1. A Review of Literature: STEM Professions:

Opportunities and Challenges for Latinos in Science,

Technology, Engineering and Mathematics - A

Review of Literature; Opportunities waiting for

Latinos in STEM professions: Trends in Degree

Attainment, Levels of Employment, and Latino

Women in the STEM Workforce; Challenges Faced by

Latinos in Pursuing STEM Degrees: Student Behavior

Characteristics, School/Institution Factors, Family

Characteristics; Recommendations on Addressing

Challenges and Taking Hold of Opportunities

2. Quantitative Study: Computer Use, Parental

Expectations & Latino Academic Achievement;

Academic Disparities Explained by Factors other

than Race/Ethnicity; Effects of Computer Use on

Academic Achievement; Mother’s Education and

Parental Expectations Contributing to Positive

Effects on Test Scores; Policy Implications of Findings

3. Stakeholder Interviews: Latinos in STEM

Professions: Understanding Challenges and

Opportunities for Next Steps - A Qualitative Study

Using Stakeholder Interviews; Barriers Faced by

CAREER/EMPLOYMENT NEWS

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Latinos in STEM Careers; Opportunities for Latino

Professionals in STEM Fields; Ways to Prepare

and Motivate Latino Students to Enter STEM

Fields; Current Opportunities for Latinos in STEM;

Interventions, Next Steps and Areas for Collaboration

among the Federal Government, School Districts,

Schools and the Private Sector

4. Directory: Science, Technology, Engineering &

Mathematics Directory of Schools, Programs &

Scholarships; Directory of Schools with a STEM

Focus, Including Objectives, Enrollment Information,

and Awards and Recognitions; Directory of STEM

Programs, Including Descriptions, Objectives and

Requirements; Directory of STEM Scholarships,

Including Citizenship and other Eligibility

Requirements and Contact Information

A Fifth Component: The last deliverable

is a conference report from the America’s

Competitiveness Conference by IBM. The report

highlights themes, problems associated with

entering the STEM professions, next steps and policy

recommendations derived from the conference.

“IBM has to be commended for addressing such

an important issue to the future of America’s

workforce,” said Harry P. Pachon, Ph.D., Professor

President of TRPI.

The reports were funded by IBM and prepared by

Maria Teresa V. Taningco, Ph.D., Harry P. Pachon,

Ph.D., Ann Bessie Mathew, MPH and David Estrada,

MPP Candidate ‘09

The full reports are available in the Education section

of their website: www.TRPI.org. HT

CAREER/EMPLOYMENT NEWS

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Work Here. Fly Anywhere.www.skywest.com/careers

the journey begins here

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When stock prices tumble and credit markets shrink

or disappear altogether, what separates the winners from the losers? People… no doubt the most valuable asset to any company searching for success in today’s perilous financial environment. Empowering people to be the very best they can be and to contribute the most they can to an organization is the key. But how does one go about creating an environment where people are the driving force behind business success?

MGM MIRAGE appears to have found the answers… foster the development of a culturally diverse workforce and empower that workforce to be a major contributor to the company’s success. But don’t stop there. Reach beyond the offices and boardroom and partner with Minority, Women and Disadvantaged-Owned Business Enterprises ( MWDBEs ) to fulfill the company’s need for outside services and contractors – and do so in a transparent and accountable manner, one where you “walk the walk” not merely “talk the talk”.

Since 2000, MGM MIRAGE has reported its diversity performance to demonstrate transparency and accountability. “The deepest value -- and the deepest impact -- that our

Diversity Initiative may have on our business lies in the role it is playing in fostering a work culture of peak performance, teamwork and innovation,” said MGM MIRAGE Chairman and CEO Terry Lanni.

MGM MIRAGE has made significant strides in leveraging diversity to drive business results. The company reported significant increases in important metrics such as purchasing and construction spend associated with diversity vendors. Specifically, in purchasing the company experienced a more than 65% increase in spending with MWDBEs. In construction, due to progress of its $9.2 billion CityCenter project, the company reported a double-digit percentage increase in spending with MWDBEs. “Diversity is a significant driver of business success and enhances the ability of our company to compete in today’s global economy,” said Lanni. “The data we present today show that, once again, we have achieved sizeable gains in the metrics we monitor to assess progress in those areas.”

In 2007, MGM MIRAGE was recognized locally and nationally for its efforts in diversity, including being awarded the “Supplier Diversity Program of the Year Award” by the Nevada Minority Business Council, named one of the “Top 50 Companies for Hispanics” by Hispanic Business Magazine, recognized as one of the “40 Best Companies for Diversity” by Black Enterprise Magazine, and being named among the “Top 50 Companies for Diversity” by DiversityInc Magazine. More than 1,500 employees, suppliers, contractors and community and business leaders from throughout the U.S. gathered in Las Vegas to learn about the company’s 2007 diversity results at the Annual Diversity Report & Presentation. In this article, we’ll take a look at some of the programs MGM MIRAGE has instituted that position the company as a leader in workforce diversity and community involvement.

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THE GAMING INDUSTRY’S FIRST VOLUNTARY DIVERSITY INITIATIVE

MGM MIRAGE rose above the rest of the highly-competitive gaming industry powerhouses by becoming the first to develop a Diversity Initiative – a set of guiding principles aimed at developing a work force that mirrors the global marketplace and the cultural diversity that marketplace embodies. Punam Mathur, Senior Vice President of Corporate Diversity and Community Affairs stated, “Given our tremendous growth, we have the opportunity to change ourselves from within faster than other industries that have been around for much longer.” Ms. Mathur also goes on to say, “The gaming industry showed up on the American landscape literally out of nowhere over the last quarter century, and for us the future is now. More than 50 percent of our employees were minorities when we first started focusing on diversity in 2000, during the merger between MGM Grand and Mirage Resorts. Since then, we have been extremely aggressive in our approach to diversity. We realize that we can use our diversity to our advantage.”

An example of their aggressive approach to diversity – and to being the top dog in the gaming industry – can easily be seen by the growth in their employment ranks since the merger of MGM GRAND and MIRAGE RESORTS nearly ten years ago. The MGM Grand Hotel employed 7,000 people back then. Now, MGM MIRAGE has grown to consist of 27 properties with over 70,000 employees. More than fifty percent of their workforce was a minority in 2000 and that number grew to over sixty percent in 2007. Women comprise just over half of the employees with Hispanics representing nearly thirty percent of the total workforce. “I am proud to report that on its seventh anniversary, our Diversity Initiative is robust, dynamic and growing in impact -- both within our company and beyond,” said CEO Terry

Lanni. “In our report for 2007, every empirical benchmark by which we evaluate our diversity gains showed upward momentum. But more than that, a hallmark of diversity is the opportunity it creates for success that transforms lives – of our employees, our suppliers, our business partners and our communities.”

In addition to the internal increases in diversity, MGM MIRAGE has also set the bar higher in regards to working with minority-owned businesses as vendors and service providers. MGM MIRAGE reports success in broadening the base of MWDBEs with which it works. In 2007, the number of registered MWDBEs in the MGM MIRAGE Supplier Diversity program expanded significantly.

Punam Muthar, Senior Vice President of Corporate Diversity and Community Affairs, MGM MIRAGE.

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For purchasing in 2007, the company spent $1.7 billion in biddable goods and services. Of this amount, a total of $254 million in biddable goods and services was spent with minority enterprises. This reflects an increase of $104 million and 69.3 percent from $150 million in 2006.

Spending was distributed as follows with respect to the ethnicity of minority-owned enterprises: 30.6 percent was spent with African American enterprises; 27.8 percent was spent with Asian enterprises; 26.9 percent was spent with Hispanic-owned enterprises; and 14.8 percent was spent with Native American enterprises.

MGM MIRAGE Chairman and CEO Terry Lanni addresses

the audience at the Diversity Best Practices Diversity and

Inclusion Leadership Gala where he accepted the organization’s

“2007 CEO Diversity Leadership Award.” During his speech,

Lanni cited MGM MIRAGE’s Diversity Champion training as the backbone of the company’s

cultural transformation. The program has been a catalyst for directing the focus of company

management and employees into building high-powered teams

that are transforming the way the company does business.

(PRNewsFoto/MGM MIRAGE)

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The company also reports its spend In 2007, a total of $101 million in biddable goods and services was spent with women- owned companies. This reflects an increase of $67 million from $34 million in 2006.

MGM MIRAGE’s outreach spans the nation to ensure that MWDBEs have opportunity to contract with its myriad of development and capital improvement projects. As a result, in 2006, the total construction expenditures totaled $1.3 billion, of which $276 million was spent with MWDBEs and of that amount $71 million was spent with women-owned businesses.

By ethnicity of minority-owned businesses the totals equaled: 69 percent was spent with African American businesses; 24 percent was spent with Hispanic-owned firms; 3 percent was expended with Native American-owned firms; and 3 percent was spent with Asian-owned companies.

THE NUMBERS ARE IMPRESSIVE, BUT HOW DID THEY GET THERE? We’ve heard it before… that in order to achieve results, and ultimately success, in fostering a diverse culture and workforce, it must start at the top. MGM MIRAGE Chairman and CEO TerryLanni does just that. His staunch position to pursue excellence in diversity in all areas of business was the driving force behind the development of two key components of MGM MIRAGE’s diversity initiative; MGM MIRAGE’s Diversity Champions training program, and their Diversity Councils – evolving leadership councils comprised of employees from all levels of the company including Presidents and top executives. Add to the mix a Diversity Committee – headed up by former U.S. Secretary of Labor Alexis Herman – whose purpose is to assist the Board of Directors in guiding the diversity initiative as a strategic business imperative, and you have the core foundation of MGM MIRAGE’s diversity success.

The Honorable Alexis M. Herman, Chair, Diversity Committee, MGM MIRAGE Board of Directors, and former U.S. Secretary of Labor, applauds the company’s leadership for being an agent of change in consistently setting the industry standard in driving diversity initiatives that have had a profound impact on the company’s culture, business partners and communities.

(PRNewsFoto/MGM MIRAGE)

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”As important as system improvements and utilization statistics are, building deep commitment to diversity at the core of our company culture is really the cornerstone of our mission”, says Herman. Herman goes on to say, “Our inspirational diversity training has tapped a powerhouse of energy that has enormous potential to stimulate higher individual motivation and creativity, igniting higher-impact team synergy. This in turn multiplies higher collective achievement for our company. The evidence we have seen thus far of the force of positive empowerment - epitomized by our growing corps of Diversity Champions and our Diversity Councils - underscores that we are on the right course.”

Alexis Herman’s words echo those of CEO Lanni. “Excellence is the hallmark of our Company, and we pursue excellence in diversity as we do in all areas of our business. Our experience also shows that excellence in diversity can be a powerful tool for leveraging exponentially our culture of excellence. Each year fortifies the merit of our vision and the immense value that diversity well-practiced can bring to our Company’s competitive advantage in today’s global economy”, says Lanni. “We are students of best diversity practices, seeking to enhance our ability to maximize our business goals. We are constantly adapting our critical thinking and strategies to derive better diversity results. Every year we challenge ourselves to outpace the year before.”

MGM MIRAGE DIVERSITY CHAMPIONS

Since commencement of the first workshop in July of 2002, over 7,000 employees have gone through an intensive Diversity Training Program, an industry-training first, that fuses leadership, diversity and professional development during

three days of intense classroom instruction to become “Diversity Champions” and another 4,500 are expected to complete the training in 2008. The workshop focuses on several key objectives: • The value, importance, and impact on business of effectively managing a diverse workforce. • Teaching employees to recognize the impact of their own reactions to diversity situations and the learning behaviors that are critical to successfully managing diversity at MGM MIRAGE. • Practicing behaviors that encourage inclusion in the workplace which promotes teamwork, innovation, creativity, and productivity.• Recognizing challenges to valuing diversity at MGM MIRAGE and implement prevention and intervention measures that address these situations.

The Diversity Champion Workshop has created an environment to learn and benefit from the many disciplines, life experiences, and wisdom of the many thousands of employees of MGM MIRAGE and its hotels and casinos. The basic principles of universal respect for people, inclusion, and appreciation of the contribution of every individual are not only bedrock moral precepts, but are the key to unlocking each employees individual and collective potential to improve and excel.

According to CEO Terry Lanni, “To excel in the future, it is essential that we continually develop our company culture to harness the potential of every single employee, no matter what his or her position or level in our company. Diversity is key to tapping maximum motivation and maximum performance from our teams at every level, top to bottom; in all of our disciplines; across all of our properties and businesses. Our premise is simple: an organization that values

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the contributions of all people will derive the contributions of its entire workforce.”

The end result of this type of training is a more cohesive workforce that shares common goals in regards to furthering their careers while also furthering the success of MGM MIRAGE. When participants of the program are asked to comment statements like “I feel like part of a family” or “My co-workers encourage me to do my best”, “I definitely feel inspired” and “I have learned a great deal about motivation, engagement, and leadership but mostly about humility and the beauty of the human spirit. This class is designed to bring us all closer to each other” are some of the feelings that are revealed. No, these weren’t paid endorsements… they

are in fact genuine comments from current MGM MIRAGE employees who have attended the course. The positive impact of injecting this kind of enthusiasm and cooperation into any company workforce by thousands of participants is something that would be difficult to measure using traditional statistical modalities, but nonetheless, there is no doubt that the energy created generates immeasurable benefits to the company itself.

Hispanic Today had the opportunity to pose a few direct questions to Mr. Reggie Burton, Director of Communications for Corporate Diversity and Community Affairs at MGM Mirage, and here’s what he had to say.

Kenyatta Lewis, Director Supplier Diversity; Bobby Baldwin, President and CEO City Center; Terry Lanni, Chairman and CEO, MGM MIRAGE and Irene Bustamante, Director Construction Diversity cut the ribbon to herald the bi-annual diversity business expo which attracted more than 1,500 attendees.

(PRNewsFoto/MGM MIRAGE)

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HT - MGM’s Annual Diversity Report demonstrates the Company’s commitment to hiring and retaining a diverse workforce. Has their workforce diversity contributed to the financial success of the Company? If so, how?

A: MGM MIRAGE is one of the world’s largest and most respected development companies. Based in Las Vegas, our company operates resorts and casinos throughout the world and has revenues of $7.6 billion. More than 100 nations are represented in our customer base. At minimum, more than 70 nations are represented in our workforce. Why is this important? Because, diversity is a significant driver of business success and enhances the ability of our Company to compete in today’s global economy. MGM MIRAGE has made significant strides in leveraging diversity to drive business results. The Company’s momentum is fueled by the integration of diversity values into our workforce. Refined business systems are not enough because people are the engine of our business. In 2007, our Company’s minority employee representation totaled 60.8 percent, which is more than half of the workforce. Of this total, Hispanics comprise the largest group of employees at 29.3 percent and account for the most minority employees holding the title of manager or above at 11.8 percent.

HT - CEO Terry Lanni has stated that “The deepest value – and the deepest impact – that our Diversity Initiative may have on our business lies in the role it is playing in fostering a work culture of peak performance, teamwork and innovation.” How does MGM’s management go about fostering such a work culture? A: Our premise is simple: We value the contributions of all people, at every level, top to bottom; in all of our disciplines; across all of our

properties and businesses. To demonstrate the highest level of commitment, MGM MIRAGE’s Board of Directors created a standing committee, the Diversity Committee, on which Roland Hernandez is a member, serves to develop diversity policy and oversee its implementation. The Diversity Committee is a gaming industry first; as is our Diversity Department that has direct reporting authority to our Executive Vice President and General Counsel, and to our Chairman and Chief Executive Officer. We focus on employee initiatives that identify and develop programs and practices key to creating and sustaining a culture that values diversity. And our expectation is that those associated with our Company — employees, suppliers, and contractors — meaningfully embrace our diversity objectives.

HT - Are specific training or team-building programs in place and what are they? A: In order to institutionalize diversity as a core value at MGM MIRAGE, we implemented a comprehensive management-training program and employee awareness campaign throughout our Company. Also, the award winning MGM MIRAGE University offers a myriad of programs for on-boarding and developing employees at all levels. MGM MIRAGE makes further investment in the professional growth of our employees through training programs such as the Leadership Institute, REACH, MAP (Management Associate Program), and Manager On-Boarding.

HT - The Diversity Champion Training program… how does it work and what is the goal of that training program? A: Launched in 2002, Diversity Champions is an intensive three-day workshop that combines principles of diversity, leadership and personal accountability. The goal of our Diversity

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Champions training is to drive a culture of high performance by initiating numerous diversity-related programs and activities at each of the Company’s properties. An outgrowth of our Diversity Champions is the increased leadership of our initiative by our operating resorts and units through active sponsorship of Diversity Councils throughout most of the Company. These Councils have become springboards for channeling the vast energy and ingenuity of our employees into more skillful integration of the Diversity Initiative into the pulse of their operating units. Today there are over 7,000 Certified Diversity Champions.

HT - What methods are used by MGM to attract, hire and retain diverse candidates?A: At MGM MIRAGE, we’re committed to hiring the best people in every area of our organization. And we’re just as determined to make sure that they have everything they need to achieve their personal best. We’re proud to provide comprehensive capabilities for the ongoing training and professional development of our employees. Our interactive Website is dedicated exclusively to career opportunities for access by our staff and prospective employees. MGM MIRAGE University plays a key role in researching, benchmarking, developing,

The Bellagio Hotel in Las Vegas is one of 27 properties that currently make up the collection of hotel and casino properties owned by MGM MIRAGE.

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implementing, and evaluating learning programs that maximize the potential of our entire workforce, including diverse candidates. MGM MIRAGE University offers free computer classes, English-as-a-Second Language (ESL), Life Skills Training, GED certification, online leadership courses, tuition reimbursement, career coaching and internship programs.

HT - Is there an active presence at colleges and university career centers or recruitment events?A: Craig Campbell, our Director of Strategic Staffing and College Relations, is charged with recruiting premier talent for corporate and property positions and maintains key relationships with organizations that offer staffing-related value, coordinates career opportunities for graduates of the company’s

upward mobility programs and expands recruitment outreach to all business disciplines. We maintain a corporate college recruitment Web page with a list of participating colleges and a network portal to help student stay in the loop and receive updates on changes to the program or new opportunities.

HT - MGM’s outreach to minority, women and disabled suppliers has dramatically increased the level of contracts awarded to such firms. What does MGM credit this rise to? - How does MGM connect with these firms? A: Qualified minority, women and disadvantaged-owned business enterprises (MWDBEs) have an opportunity to interact with MGM MIRAGE decision-makers at the biannual Diversity Business Expos held in Las Vegas and

The ambitious CityCenter project in Las Vegas is the largest construction project in MGM MIRAGE’s history – also the largest project in Las Vegas history – with a current budget that tops $9+ billion. CityCenter is set to open in phases with the final piece of the CityCenter puzzle, the 61 story, 4,004 room casino resort named Aria, opening in December, 2009.

(image courtesy of: MGM MIRAGE)

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other property cities such as Detroit and Biloxi. This program provides a platform for MGM MIRAGE to identify and expand its database of vendors for its construction and procurement projects. Also, the expos feature workshops with construction and procurement experts.

So there you have it. If you wish to be a leader in diversity and inclusion you need to start at the top and communicate the need for and benefits of a diverse and inclusive business environment not only to your employees, but also to your customer base and the communities in which you do business. Simple enough to talk about, not so simple to implement, however, it is within reach of any organization that believes it to be paramount to success. MGM MIRAGE has been doing it for nearly a decade and the results speak for themselves. HT

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L et’s face it… skin color and ethnicity should not be considerations when it comes to making hiring and firing

decisions in the workplace. Ability, knowledge, performance and vision and the like should be the predominant factors assessed whenever a company or individual responsible for hiring candidates is called upon to make those types of decisions. Alas, that’s not necessarily the way it works in the real world. It’s nowhere near a perfect world and consequently, fairness in hiring and firing is not the rule although it may be the intent. But is the ‘glass ceiling” minorities often encounter self-constructed? Are minorities in fact, their own worst enemy? Do they limit themselves in “woe is me” handcuffs? Perhaps, to some extent, the answer is yes but one particular voice that is well connected and well versed on the subject of diversity and minority hiring practices says that it need not be that way.

Kenneth Arroyo Roldan, CEO of a leading headhunting firm specializing in matching minorities with fast-track jobs, offers up advice that can help anyone who is searching for ways to upgrade their current positions or those actively searching for a position with the potential for long-term employment. Roldan, the first Hispanic to be named CEO of a high-ranking executive recruitment firm in the U.S., knows from experience that it is not a level playing field. Top-notch performance, leadership and ability simply are not enough to weather the storm nor is it enough to assure advancement within a given corporate structure. In his book, Minority Rules, he tells us that minorities are often not prepared for corporate careers. The cultural differences that minorities bring to the table should, by all rights, be viewed as assets to any corporation especially those that rely heavily on the global marketplace. However, the politics of corporate work environments often turn what should be

Kenneth Arroyo Roldan, Author and CEO

considered an asset into an obstacle.

In his book Roldan tells us some hard truths about diversity in corporate America. ”Despite every major company’s having a diversity program, the percentage of people of color who become middle managers is miniscule, and the percentage of multicultural candidates who become senior managers is well below that,” he writes. “In fact, the majority of blacks, Latinos and ethnics who join corporate America leave after five to seven years. Corporate America loves to roll out statistics about the number of blacks, Latinos and women hired, but it hides the fact that most depart faster than you can say “glass ceiling”. Roldan goes on to tell us that it doesn’t have to be this way. “Minority members don’t have to

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face a dead-end crisis, a paralyzed career, a forced exit out of corporations due to frustration and stagnation,” he says. In his experienced view, “minorities provided with a career road map, skills, and an inside look at how corporate executives operate” can and should start planning on rising up the ladder from the moment they are hired. Enter Roldan’s six-step plan – an easy to understand methodology designed to help minorities climb beyond middle management. Those steps are: (1) creating a strategic blueprint early in your career, (2) building a career step-by-step, (3) choosing a mentor, (4) developing one’s own network, (5) mastering corporate politics, and (6) turning your ethnicity into a strength.

Roldan offers up this six-step plan on how to overcome obstacles, learn how to play “corporate hardball” and attain a level of success in one’s career regardless of whether they are part of the minority community or the majority. Part of his advice may come as a shock to some minorities. Roldan tells us to forget about affirmative action and discrimination lawsuits as a means to level the playing field. Instead, he advocates that the only real way to succeed is to truly know the game and how best to master the rules of the game and come out on top. “Corporations try to prevent you from unlocking their unwritten code. They don’t want you to know that with few exceptions, people of color have been kept out of the power corridors of most corporations. And many CEO’s view hiring minority managers the way many homeowners view a neighbor’s selling a house to a person of color,” Roldan writes. He

”Despite every major company’s having a diversity program, the percentage of people of color who become middle managers is miniscule, and the percentage of multicultural candidates who become senior managers is well below that,” he writes. “In fact, the majority of blacks, Latinos and ethnics who join corporate America leave after five to seven years.”

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cites the old adage “There goes the neighborhood” but brings it into the corporate world with “There goes the corporate suite.” The book’s stance on how white executives view the hiring of minorities is based on the fact that many top-level white executives retain somewhat prejudiced mindsets – having been raised in segregated communities and then continuing that isolation from cultural diversity by taking up residence in suburban communities where people of color are conspicuously absent. Add that many are blind to the fact that including alternative views and voices – one’s that could be provided by minority representation in executive and Board positions – will in fact increase revenues and customer base by mirroring the reality that a culturally diverse domestic and international marketplace is the landscape in which they do business. ”Hence, minority candidates have to identify the few companies that are trailblazers, appreciate diversity of thought, and want to shake up and diversify their corporate offices,” says Roldan. Once hired, the real work begins and often times, that’s when the ball is dropped by the minority hire. Human nature tends to make us try to “fit-in” and not rock the boat. As a minority, that often translates in hiding our cultural identity. According to Roldan, “Too often, they (minorities) feel that if they shared their culture or ethnicity, they would be perceived as diluted talent or an affirmative-action hire.” So, in essence, minorities often become their own worst enemy by handcuffing themselves with the thought that “since I’m a minority, it would be best for me to not make waves, it would be best to be just like the majority.” With Roldan’s insider views of what really goes on in corporate America, perhaps minorities can break free from their own shackles and realize their full potential.

Minority Rules reads somewhat like a playbook. It scripts out a course of action that starts with how to go about finding the right company to apply to and takes the reader through the steps needed to go from square one, the hire, to how to go about moving laterally and upward in the corporate structure. But he does emphasize early on that choosing the right company is critical – and critical decisions need to be based on research. When researching a company, what the company says and how it truly operates are often not the same and are often in direct conflict. Due diligence on the minority candidate is paramount. Pose questions to yourself and diligently go about finding the answers. Questions you should be asking include:

Will there be opportunity at X Company?1) Are the barriers that held back minorities at 2) X Company falling?Does the division I’m considering 3) encourage minority candidates to advance?What achievements has X Company made 4) in regards to diversity?Does X Company recruit at Historically 5) Black Colleges and Universities and Hispanic-Serving Institutions?Has X Company participated in INROADS, 6) the non-profit organization that promotes minority internships?Has X Company been sued for 7) discrimination and if so, what were the terms of settlement and has X Company been in compliance since?Who are the people of color at the top, 8) how did they attain their positions and how long have they been with X Company? (Remember the 5-7 year time period)

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In Roldan’s view it is of critical importance that you understand the culture of the organization you’re joining and the greater the amount and depth of information you gather about what makes them tick and what qualities senior managers are looking for and what skills the organization respects and needs, the greater the rate of success you’ll realize.

A BIT MORE ABOUT KENNETH ROLDANRoldan has spent the majority of his life and professional career assisting minority professionals and women advance in the workplace, fight for the rights, and create a corporate landscape where candidates can rise to their highest potential and position, the only acceptable limitation being their own natural abilities. Roldan leads one of the nation’s most

respected executive search firms dedicated to the recruitment, retention and advancement of minorities and has become one of the country’s leading experts on diversity and the role it plays in the career path. Mr. Roldan works with top corporations such as Microsoft, Northrop Grumman, Wachovia, HP, AstraZeneca, Cox Communications, and Meijer to create formal strategies to bring talented minority professionals into the company. Moreover, he works with companies to ensure that minority professionals embark on a career path, are mentored, and fit into the company’s overall culture. After graduating from Cornell University and obtaining a law degree, Kenneth was appointed to the Civil Rights Bureau of the New York

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State Attorney General’s Office where he was instrumental in shaping and enforcing EEO legislation. As a pioneer in diversity management recruiting for over three decades, Roldan’s innovative strategies for diversity staffing, succession planning and retention have made a difference in the ethnic, gender and cultural diversity in America’s corporate structure. He was selected as Wesley, Brown and Bartle’s new Chief Executive Officer – becoming the first Hispanic CEO of a national search firm. WB&B has advised The White House and the Conference Board as the nation’s leading diversity search firm with the highest record of diversity management placement amongst the Fortune 500. Considered an expert in minority hiring, Mr. Roldan has been interviewed by Fortune, The Wall Street Journal, Crain’s New York Business, and Hispanic magazine. In 2002, Kenneth was nominated to serve on Cornell University’s prestigious Trustee Council.

Roldan is a sought after speaker and is well known for his ability to communicate on a variety of career-based topics including “How Minority Professionals Can Take Control of Their Career and Succeed,” “Four Keys to Rising in the Corporation: Mentoring, Networking, Performance, and Learning to Master Corporate Politics,” “How HR Departments Can Level the Playing Field,” “Keys to Strengthening Performance,” and “Overcoming the Old Boys’ Network.” He is currently pursuing the assemblage of an advisory council of notable Hispanic corporate executives with an underlying mission of increasing the representation of Hispanics on corporate Boards.

TODAY’S CURRENT JOB CLIMATE I recently had the opportunity to ask Kenneth some questions that relate directly to the current

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economic conditions we all face and how these forces can and will affect minority job seekers and employees. HT - With the major downturn in the financial and credit markets, how do you see these factors changing the landscape for minorities seeking upper level management positions in Fortune 500 companies?

KR - With the major downturn in the financial and credit markets, the career landscape for minorities seeking upper level management positions in Fortune 500 companies has taken a back seat while for some organizations it has proven to be a prime opportunity to attract high performers who wouldn’t otherwise respond to corporate or executive search outreach. The key is for the Latino to discern which organizations are proactive versus reactive in diversity recruitment. HT - What advice can you give minority jobseekers to help cope with what appears to be a long-term reduction in upper management career opportunities?

KR - Stay the course and weather the storm. Take on more responsibilities at work and be “noticed.” Explore other opportunities while you are still employed. HT - Are there specific fields or specialties that you see are or will be in high demand due to the financial downturn?

KR - With respect to specific fields or specialties in high demand due to the financial downturn, they include: Sales, Marketing and Information Technology and Information Systems. HT - With many announcements of

layoffs and cutbacks at many Fortune 500 companies, what advice can you give those that have been or will soon be let go from the current positions? KR - Start refreshing your resume. Commence aggressive networking with your friends, alumni, etc and let them know of your situation. Target companies both private, non-profit and peruse their job boards for key opportunities. Reach out to headhunters who control the hidden job market. HT - What could an out of work upper level management candidate expect should they seek out your services and how does one go about doing so?

KR - An out of work upper level management candidate should seek the services of an executive search firm. This candidate can either peruse the Kennedy Guide to Executive Search Firms or they can reach out to the Association of Executive Search Firm Consultants (AESC) for advice and counsel. Depending on the candidate, their level of expertise, industry experience, and the search firm they target there should be a robust discussion. Just be mindful that many of the retained search firms still perpetuate the myths to their corporate clients that: (1) People of color do not exist, (2) If they do exist, they cannot compete with their majority counterparts, (3) They are culturally incompatible, and, (4) They are hard to manage and hard to terminate.

Learn more about Kenneth Roldan’s views and advice on how to navigate the corporate world and achieve career success and professional growth by reading his book, Minority Rules. For more information about his company and how they can be of help when searching for the next great job, visit Wesley Brown & Bartle online. HT

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SMALL BUSINESSES LOOK TO THE HOME DEPOT FOR EASY ACCESS TO AFFORDABLE

BUSINESS SERVICES More Than 12,000 Registered and Saving Money

With Business ToolBox Every Day

Small business owner Henry Perry used to spend 10

hours per week handling payroll for Cal Oak Flooring

in Livermore, Calif. With help from The Home Depot’s

Business ToolBox program, he is down to just one

hour, saving him valuable time he can now spend with

current and prospective clients.

Joining Mr. Perry are more than 12,000 other small

business owners who have registered for the Business

ToolBox since it launched in January 2006. The Home

Depot®, the world’s largest home improvement

retailer, says this is one of the only programs for small

businesses available anywhere that offers one-stop

shopping for a comprehensive collection of exclusive

discount business services and products.

The Home Depot Business ToolBox is designed to meet

the needs of not only their pro customers’ building

supply needs, but also their day-to-day business needs

like leading healthcare benefits and insurance in all 50

states, payroll processing, business insurance, wireless

telecommunication and more. This program helps The

Home Depot continue to develop and strengthen their

relationships with their pro customer base, drive new

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HISPANIC TODAY

pro customer business and demonstrate that The Home

Depot is committed to providing resources to support

their businesses.

“Small businesses from a variety of industries, not

just contractors and remodelers, are finding that

the Business ToolBox has the services they need at

a discount,” said Ron Jarvis, senior vice president of

pro and tool rental at The Home Depot. “We have

floor installers using it for payroll and CPAs using it to

purchase office equipment. It’s a program that can save

any small business time and money.”

Small businesses typically pay up to 20 percent

more than large businesses for the same services.

Business ToolBox allows them to take advantage of

cost savings and discounts on services such as payroll

processing, business insurance, credit card processing,

wireless telecommunications, uniforms and logowear,

computers, shipping, office supplies and more,

comparable to cost savings and discounts available to

large companies.

Some other business service programs require members

to utilize and remember multiple phone numbers or

pass codes. The Home Depot Business ToolBox provides

its customers with a single point of contact for all

of their needs. Customers can choose to contact the

Business ToolBox partners through either a dedicated

Web site or through a single toll-free telephone number.

This one-stop shopping approach saves even more time.

According to a National Federation of Independent

Business survey, health benefit costs are the number

one problem small businesses face today. To address this

concern, The Home Depot Business ToolBox offers an

industry-leading insurance solution. Whether an owner

needs insurance or simply wants to offer insurance

options to his or her employees, the Business ToolBox

health insurance and benefits platform gives owners

a one-stop shop for all health benefit needs. Benefit

options are available in all 50 states with customized

solutions in individual and group coverage for major

and limited medical, dental, vision and discount

programs. Customers who are employed by small

businesses, including part-time employees, enjoy the

option of purchasing insurance and benefits with the

assistance of a live telephone counselor, even if their

employer does not offer an insurance option.

In addition to the above benefits, The Home

Depot is also looking for additional ways to help

Hispanic business owners make connections in their

communities and build stronger businesses through

strategic programs, including:

• Hosting more than 50 small business workshops and

safety fairs for Hispanic business owners across the

country

• Establishing regional pro sales manager positions

specifically focused on assisting Hispanic customers

• Making bi-lingual hiring a priority in the pro sales

department in stores across the country; currently 38

percent of all pro desk associates are fluent Spanish

speakers

• Offering a dedicated Spanish-language magazine

for Hispanic customers focusing on safety, training

and business improvement; Constru-gia al Dia will be

distributed in more than 600 The Home Depot stores

in 2008 and 2009

• Sponsoring the Mexican National Team and creating

interactive, community-focused programs to bring

together our Hispanic customers, associates and

Mexican National Team members

• Recognizing the great work of Hispanic construction

workers via a national, annual “Hispanic Contract of

the Year” award

The Home Depot Business ToolBox resources and

services can be accessed through the Business ToolBox

call center at 1-866-333-3099 or online at www.

hdbusinesstoolbox.com. Additional information can be

found by visiting the Contractor Services Desk at any

The Home Depot store in the United States.

HT

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DIVERSITY/EXECUTIVE NEWSLATINOS IN INFORMATION SCIENCES AND TECHNOLOGY ASSOCIATION TO HONOR MACY’S SENIOR VICE PRESIDENT EFRAIN IRIzARRY AS THE CTO OF THE YEAR FOR 2008Efrain Irizarry, Senior Vice President, Customer Relationship Management Systems, Macy’s Systems and Technology, will be named LISTA Chief Technology Officer (“CTO”) of the Year 2008. The National Latino Technology Achiever Awards Gala honors top Latino Industry Executives from across the country on their commitment to excellence in Corporate America. The award will be presented to Efrain Irizarry at The National Latino Technology Achiever Awards Gala on October 30th 2008, at 6:00PM at the Hyatt Regency Hotel in Miami, Florida.

Efrain Irizarry was selected via a comprehensive LISTA member survey from a group of his peers in Information Technology.

This award is made possible by the support of LISTA sponsors to include but not limited to the following: Nielsen, Microsoft, State Farm, Aetna, American Airlines, Pinnacle, HITN, Staples, and several others.“It is an honor to be able to recognize Efrain for his accomplishments and tenure in an industry where Latinos are few and Efrain continues to set the bar. He is truly a Latino Achiever, and we are proud to honor his 37 years of excellence with Macy’s,” said Jose Marquez-Leon, National President/CEO of LISTA. “Throughout his career he has shown a level of perseverance and insight that serves as a fine example to his peers, up and coming Latino Technology Professionals, as well as the youth and our community. It is our emphatic opinion that he

is a true leader of our community and should be commended as such,”

“It is through socially minded corporations such as Macy’s, that our mission can be strategically accomplished,” said Jose Vasconcellos, President of LISTA South Florida Technology Council. “LISTA is committed to its mission of empowering the Latino community with technology for a better tomorrow. LISTA is committed to bringing all Technology professionals under one central hub to facilitate services to our community, and support our members and partners by leveraging knowledge transfer and education. Through this network we will help provide the tools to succeed in a highly advanced, technologically driven society, thus not leaving anyone behind,” he added.

“I am excited to be recognized for this award from Latinos in Information Sciences and Technology Association and to represent Latino professionals in the technology industry. I am honored and humbled to accept this award,” said Efrain Irizarry. PITNEY BOWES EARNS FOUR DIVERSITY LEADERSHIP AWARDSPitney Bowes Inc., the world’s leading mailstream technology company, has been named to the 2008 Best Diversity Companies list by Diversity/Careers in Engineering and Information Technology. The readers’ choice award is based on Pitney Bowes’ support of minorities and women, its attention to work/life balance and its commitment to supplier diversity. Pitney Bowes was also featured in the July issue of Black Enterprise as one of the top 40 companies for diversity and received two awards

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earlier this year from Hispanic Enterprise and DiversityMBA Magazine for its leadership in this area. “I am very pleased that we have been recognized by others for our longstanding commitment to diversity and a culture of inclusion,” said Murray Martin, President and CEO of Pitney Bowes. “For us, leveraging diversity is a business imperative that makes Pitney Bowes more responsive to the global markets in which we compete, better able to serve our customers, and more attractive to the best and brightest in the workplace.” Black Enterprise’s “40 Best Companies for Diversity” list includes companies that outperform their peers on the percentage of African Americans and minorities represented in four key areas: procurement, senior management, Board of Directors and overall employee base. Pitney Bowes was recognized by the magazine for its creation of Diversity Leadership Councils and employee groups at every level from administrative and support staff to senior management. Pitney Bowes was awarded Hispanic Enterprise’s “Top 50 Corporations for Supplier Diversity” in February. All the companies on the list dedicate substantial resources to their diversity supplier programs, providing small business vendors effective communication channels with the corporation as well as tools and resources to improve the supplier-customer relationship. Pitney Bowes was cited by Hispanic Enterprise as actively seeking Hispanic suppliers through national, regional and local participation and sponsorships

in Hispanic organization outreach events and conferences. In April 2008, Pitney Bowes was named to DiversityMBA Magazine’s “Top 50 Companies for Diverse Managers to Work”. This prestigious list includes companies that implement accountable strategies to ensure diversity at all levels with the organization and the pipeline development of emerging leaders. Pitney Bowes’ efforts to build diversity into staffing and recruitment are lead by the company’s Strategic Talent Management division. In addition, Jennifer Bonilla, Vice President, Midwest region, Pitney Bowes was named to DiversityMBA Magazine’s summer 2008 edition of “Top 100 Under 50” diverse executive leaders. BASKIN-ROBBINS NAMES NEW HEAD OF U.S. HISPANIC MARKETINGBaskin-Robbins has announced the appointment of Carlos Nunez as head of the company’s U.S. Hispanic Marketing effort, a newly expanded role. Nunez, a Peruvian-born U.S. citizen, is currently Baskin-Robbins Director of Marketing (Americas, Europe & Middle East) & Consumer Insights. He will remain in this role while adding the responsibility of developing all Hispanic marketing efforts in the U.S. Nunez reports directly to Scott Colwell, Brand Marketing Officer for Baskin-Robbins Worldwide.

“Baskin-Robbins is the world’s leading ice cream shop with operations in more than 30 countries,” Colwell said. “In his expanded role, Carlos Nunez will be able to combine his broad expertise and our international experience to strengthen our marketing initiatives toward the fast growing and highly

DIVERSITY/EXECUTIVE NEWS

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influential Hispanic population in the United States.”Nunez said of his new responsibility, “Being both a US citizen and a Hispanic immigrant myself, I am in awe of the incredible variety of cultures that have assimilated thoroughly into one beautiful melting pot that is America. Since Baskin-Robbins is ‘America’s favorite neighborhood ice cream shop,’ it means a lot to me to have this new assignment where I will have the opportunity to grow the brand in the country where it was founded andwhere its roots were established.”

Nunez has 27 years experience in consumer goods marketing, with 17 of those served in the QSR industry. Prior to joining Baskin-Robbins in January 2008, Nunez worked for the Burger King Corporation, where he was Director of Marketing for the Latin America/Caribbean Region. Before his tenure with Burger King, Nunez served in a number of leadership marketing positions at The Holland, Inc./Burgerville, YUM Brands/Tricon Global Restaurants, PepsiCo. Restaurants International, PepsiCo. Inc., and Procter & Gamble.

Nunez received an MBA in International Business from Southeastern University in Washington, D.C. and a BS in Business Administration from the University of Maryland, College Park, Md. AMERICAN AIRLINES NAMED ONE OF TOP 60 COMPANIES FOR HISPANICS BY HISPANIC BUSINESS MAGAzINE FOR THIRD CONSECUTIVE YEAR American Airlines is one of the Top 60 Companies for Hispanics, according to Hispanic Business magazine, for its diversity initiatives and its

DIVERSITY/EXECUTIVE NEWS

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DIVERSITY/EXECUTIVE NEWSdedication to the Hispanic community.

American Airlines was ranked 32nd by Hispanic Business, which uses several variables that measure U.S. companies’ commitment to Hispanic hiring, promotion, marketing, philanthropy, and supplier diversity. American was the highest ranked airline and among just two airlines in the Top 60 Diversity Elite Directory.

At American Airlines our strong dedication to diversity is far more than a commitment statement; it’s woven into the fabric of the business and our every day practices

“At American Airlines our strong dedication to diversity is far more than a commitment statement; it’s woven into the fabric of the business and our every day practices,” said Denise Lynn, American’s Vice President - Diversity and Leadership Strategies. “American’s progressive policies and programs continue to lead the airline industry, frequently setting the standard for other companies, and have earned American top distinctions and awards from the Hispanic community.”

American was recognized for programs such as the Supplier Diversity Program, which assures the inclusion of minority, women and LGBT-owned companies in procurement and construction opportunities, and the Diversity Leadership Strategy, which focuses on establishing best practices in employment and advancement, inclusive work practices, diverse segment marketing, and diversity education.

The Hispanic Latino Employee Resource Group (HLERG), founded in March 1997, is another example of American’s commitment to the U.S. Hispanic market. Its mission is to promote an environment that facilitates the hiring, professional development, and promotional opportunities of Hispanic employees, while enhancing American’s global competitiveness and its image.

American Airlines has a long history of involvement with and support for the Hispanic community across the U.S. and also partners with pillar Hispanic community organizations at both the local and national level. Since 1941, when service was launched to Mexico, American has focused on the U.S. Hispanic market -- a market that has been a driving and thriving opportunity for the company. When the airline industry dramatically cut back its spending because of the economic downturn post-2001, American Airlines maintained its support of Hispanic nonprofit causes and outreach. KRAFT FOODS NAMED A TOP COMPANY FOR LATINASCOMPANY RECOGNIzED FOR DIVERSITY PRACTICES AND CAREER OPPORTUNITIES FOR HISPANIC WOMEN LATINA Style magazine has named Kraft Foods one of the top 50 companies for professional Hispanic women in the United States. The award recognizes companies that excel in Latina representation in senior positions, leadership and mentoring programs for Hispanics and progressive employee benefits. “Diversity and inclusion are part of our growth strategy,” said Irene Rosenfeld, Chairman and Chief Executive Officer. “Our consumers are diverse,

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DIVERSITY/EXECUTIVE NEWS

JACOBS is creating the world of tomorrow as one of the largest providers of architecture, engineering, construction, and other professional technical services. Jacobs Technology, a wholly-owned subsidiary of Jacobs Engineering, is a worldwide leader in providing advanced engineering and technical services for government and industry.

www.jacobstechnology.com

so having a diverse perspective enables us to see first-hand how we can better meet their needs with innovative, high-quality products.”

“We’re honored to be among the top 50 companies for Latinas,” said Anne Alonzo, Vice President, Corporate Affairs. “We recognize the growing influence of Latinas and applaud their significant accomplishments and successes.” Earlier this month, Latina Style featured Kraft at its National LATINA Symposium in Washington, D.C., where Alonzo joined other prominent Latinas at a workshop focused on “Achieving Your Potential.”

Building a Culture Where the Best Want to Work Kraft’s commitment to maintain a diverse workforce and attract the talent needed to fuel the company’s growth goes beyond brochures and seminars. As part of its ongoing efforts to build a culture where the best talent wants to work, Kraft has expanded diversity training and developed innovative programs to help women advance. A great example is the company’s Efficacy for Women program, where participants identify their own career goals and develop the specific steps to achieve them.

In addition, Kraft’s employee councils have been re-energized. To help these groups grow, each member of the company’s executive team sponsors one of the ten councils in the United States, Canada and Latin America. For example, Kraft’s Hispanic Employee Council and the Kraft Latin America Women’s Council develop strategies to meet their members’ development needs and support their advancement in the organization. Also, these groups advise management on how to leverage a diverse workforce to meet business goals.

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A WORLD OF OPPORTUNITYWe are the world’s largest ASME Authorized Inspection Agency. Although we are best known for our services as an AIA, we’ve leveraged experience gained over more than 136 years of operation to become an industry leader in a variety of engineering services fields.

Job opportunities are currently available at HSB Global Standards. Please visit our website for more information on current openings.

www.hsbglobalstandards.com

An Equal Opportunity Employer

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DIVERSITY/EXECUTIVE NEWS COMERICA BANK RECEIVES A TOP RANKING FOR DIVERSITY EFFORTS BY HISPANIC BUSINESS MAGAzINE Hispanic Business Magazine has ranked Comerica Bank No. 3 in its annual “2008 Diversity Elite” Scoreboard. Comerica was the top financial services company on the list. In addition, Comerica recently received an honorable mention by LATINA Style Magazine for setting the standard and providing the best career opportunities for Latinas in the United States.

According to the September issue of Hispanic Business Magazine, consideration for the “2008 Diversity Elite” involves the review of more than 30 diversity related variables that measure a company’s commitment to hiring, promotion, marketing, philanthropy and supplier diversity.

“Diversity is an integral part of our business practice and serves as a guiding principle in every effort we initiate,” said Linda Forte, senior vice president of business affairs and chief diversity officer for Comerica Bank. “It is for this reason that our employees, consultants and suppliers proudly reflect the communities we serve. It is an honor we can all take pride in as we continue to uphold our commitment to workplace diversity as a company core value.”

For nearly 160 years, Comerica Bank is committed to being an integral part of the communities we serve and in which we work and do business. Most recently, Comerica Bank takes pride in proactively supporting the Hispanic community by:

• Demonstrating the strength of its commitment to the Hispanic market by launching a Spanish language-based Web site later this year.

• Accepting the Matricula Consular card to open bank accounts. Issued by Mexican consulates in the United States, this form of identification proves Mexican citizenship.

• Co-sponsoring with La Opinión (the largest Spanish newspaper in the United States) the entrepreneurial education program “Exito Empresarial,” which assists small business owners with technical assistance and necessary resources to grow their businesses. • Establishing various Hispanic segmentation teams comprised of senior managers throughout Comerica to cultivate business and conduct outreach and community involvement.

• Implementing a strong supplier diversity program that seeks minority and women-owned business enterprises, including bank-wide purchasing and contracting opportunities, that increase the amount of business conducted with those vendors.

“We are honored to be recognized by Hispanic Business Magazine for our diversity efforts. Our goal is to value the similarities and differences in people to create a broad, rich work environment that encourages creative thinking and solutions. We recognize the benefits realized from a broad range of ideas, viewpoints and backgrounds produce superior products and services for a diverse marketplace,” said Monica Martinez, vice president of National Hispanic business affairs for Comerica Bank. HT

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Corina Alvarez, described in a USA Today article

as the face of the new American workforce, is

Multicultural Director at NEF/Miami. Alvarez

comes with 15 years of integrated marketing

experience including public relations and

advertising. Prior to joining NEF, she was Director

of Integrated Marketing at Grupouno and served

Foster Care Review from 2005 to 2007 as their

Marketing Director.

Corina was an entrepreneur who founded her own

marketing firm, Coral Communications in 2005.

She serviced international clients by developing

integrated marketing strategies and implementing

them for both nonprofits and businesses. She

earned a B.A. in International Relations, and a M.S.

in Integrated Communications Advertising & Public

Relations from FIU. Currently she volunteers for

Big Brothers Big Sisters.

NEW HISPANIC APPOINTMENTS New eNglaNd FiNaNcial appoiNts coriNa alvarez to positioN oF ageNcy Multicultural director New England Financial, a MetLife company, recently announced the appointment of Corina Alvarez to the newly created position of Agency Multicultural Director. In her role, Ms. Alvarez will be dedicated to the recruitment, retention and marketing of Hispanic financial services representatives, and will continue to strengthen the company’s ties to Miami’s multicultural community. Ms. Alvarez is a marketing professional with extensive experience in marketing and public relations. She has been described by USA Today as the face of the new American workforce. Before joining New England Financial, Ms. Alvarez was an entrepreneur, who founded the marketing firm, Coral Communications. She serviced international clients by developing integrated marketing strategies and implementing them for both non-profit and for-profit businesses. She earned a B.A. in International Relations from George Mason University, and a M.S. in Integrated Communications Advertising & Public Relations from Florida International University. Currently, she volunteers for Big Brothers Big Sisters.

I believe that we have an obligation to get out into the community and educate Hispanics about how they can achieve their goals and plan for their children’s future

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“We are particularly pleased to have Corina on board as we commemorate Hispanic Heritage Month,” said Carlos Suarez, managing partner of New England Financial. “This new position continues to build on our efforts to attract financial services representatives who reflect the ethnic and cultural diversity found in communities like Miami. Corina’s breadth of knowledge and experience certainly positions her well for this role.”

New England Financial recognizes the culture, contributions and heritage of Hispanics, the largest and fastest growing ethnic group in America. Based in South Florida for more than 50 years, the firm understands that many local Hispanics come from countries with different financial cultures, and is committed to educating families about the financial systems available to help them build and protect their wealth.

“I believe that we have an obligation to get out into the community and educate Hispanics about how they can achieve their goals and plan for their children’s future,” continues Suarez. “That’s why, with Corina’s help, we are expanding our efforts to recruit new representatives who understand the Hispanic community and can provide solid, culturally relevant financial advice.”

Locally, New England Financial supports Friends of the Orphans, a charitable organization that helps abandoned children throughout Latin America and the Caribbean. The firm is also a member of the Doral Business Council and a Trustee member of the Coral Gables Chamber of Commerce, two organizations impacting the Miami Hispanic community. HT

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HISPANIC TODAY

ADVERTISER INDEX

Acushnet 29

Alcoa 23

Amalgamated 9

American Buildinigs Co 37

American Pacific 23

Arbitron 37

Auburn University 30

Benjamin Moore 19

CareerBuilder 3, 44

City of Hollywood 39

Covance 24

CR Bard 14

E & J Gallo 37

Frontier 23

Golden Coral 39

HSB 40

Jacobs Technologies 39

Johnson Wales 9

LAPD / FD 32

Liberty Mutual 3

Louisiana PD 9

Pacific Steel 30

Qualis 30

Ransome 40

Rehrig Pacific 2

Rio Tinto 37

Sky West 10

Thermo Fisher Scientific 46

Tower Properties 39

UPMC 23

VHB 40

2 Rehrig Pacific

3, 44 CareerBuilder

3 Liberty Mutual

9 Amalgamated

9 Johnson Wales

9 Louisiana PD

10 Sky West

14 CR Bard

19 Benjamin Moore

23 Alcoa

23 American Pacific

23 Frontier

23 UPMC

24 Covance

29 Acushnet

30 Auburn University

30 Pacific Steel

30 Qualis

32 LAPD/FD

37 American Buildinigs Co

37 Arbitron

37 E & J Gallo

37 Rio Tinto

39 City of Hollywood

39 Golden Coral

39 Jacobs Technologies

39 Tower Properties

40 HSB

40 Ransome

40 VHB

46 Thermo Fisher

PAGE NUMBER LISTINGALPHABETICAL LISTING

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HISPANIC TODAY