Newell Rubbermaid created an inclusion and diversity program to build an inclusive culture that leverages differences. In 2007, over 2,200 managers received training on inclusion and diversity. Newell Rubbermaid also measured workforce demographics, formed two employee resource groups for women and Hispanics, and aimed to increase supplier diversity and community relations. The company's goals for 2008 were to continue these efforts to create a more diverse and inclusive workplace.
The D&I Value Proposition: How do Outstanding Diversity and Inclusion leaders create the right brand and image?
As leaders in diversity, we are challenged to educate, energize, and excite our organization around diversity initiatives. These initiatives build the foundation of creativity, innovation, and transformative results. Diversity and Inclusion leaders are key players on the executive leadership team with the specific responsibility for ensuring that human resources are honored, embraced, and ready to contribute great value. Diversity and Inclusion leaders are trusted advisors that fundamentally create strategies that result in corporate cultural transformations to effectively support the mission and vision of the organization. To continue to be successful and safeguard the great work and efforts of those before you, you must create a brand and image that reflects high integrity and strong leadership capacity. This workshop will arm you with the skills you need to change your leadership image and effectively function as a vital part of the leadership vision.
Learning Outcomes: This seminar is designed to explore career and professional development opportunities in diversity and inclusion
At the end of this seminar, participants will be able to:
a) Explore strategies for building the right brand and image
b) Examine what it means to transform organizational culture
c) Create a personal plan for excellence in diversity and inclusion leadership
d) Explore business challenges that impact diversity and inclusion leaders
North America Diversity & Inclusion ReportCapgemini
Capgemini’s inaugural North American Diversity & Inclusion (D&I) Annual Report chronicles its three-year journey to more formally weave diversity and inclusion into its culture. D&I has been a part of Capgemini’s core values since our inception.
In North America, strengthening our diversity and promoting a more inclusive culture is a top business priority, as we recognize its ability to move us forward in a competitive, increasingly culturally and globally diverse market.
Promoting diversity is not just morally correct, it enhances our business activities. An inclusive culture is what ensures our teams not only thrive collaboratively, but push new boundaries with bold, creative thinking.
Diversity and Inclusion - By Dr. Christine Mc Carthy | TEC Leadership InstituteTEC Leadership Institute
There are four various age cohorts in the workplace. These groups share some traditional work values but differ on such important ones as what community means, what participation means, the role of management, employer / employee loyalty, telecommuting, technical competence, and what constitutes a good day’s work. You will learn more on diversity and inclusion at business in this presentation. For a better understanding on same, please visit TEC Leadership Institute website.
Diversity 2.0 - The Diversity and Inclusion Social Media RevolutionDavid Thompson
With the inexorable growth of social media technologies, the global lexicon across cultures, generations, and professional industries has changed—permanently. In this webinar, Tanya Odom and David Thompson described core elements of social media, and how diversity and inclusion (d&i) practitioners can use these tools to complement their d&I activities. This was presented at a Linkage, Inc. webinar, March 16th 2012
The D&I Value Proposition: How do Outstanding Diversity and Inclusion leaders create the right brand and image?
As leaders in diversity, we are challenged to educate, energize, and excite our organization around diversity initiatives. These initiatives build the foundation of creativity, innovation, and transformative results. Diversity and Inclusion leaders are key players on the executive leadership team with the specific responsibility for ensuring that human resources are honored, embraced, and ready to contribute great value. Diversity and Inclusion leaders are trusted advisors that fundamentally create strategies that result in corporate cultural transformations to effectively support the mission and vision of the organization. To continue to be successful and safeguard the great work and efforts of those before you, you must create a brand and image that reflects high integrity and strong leadership capacity. This workshop will arm you with the skills you need to change your leadership image and effectively function as a vital part of the leadership vision.
Learning Outcomes: This seminar is designed to explore career and professional development opportunities in diversity and inclusion
At the end of this seminar, participants will be able to:
a) Explore strategies for building the right brand and image
b) Examine what it means to transform organizational culture
c) Create a personal plan for excellence in diversity and inclusion leadership
d) Explore business challenges that impact diversity and inclusion leaders
North America Diversity & Inclusion ReportCapgemini
Capgemini’s inaugural North American Diversity & Inclusion (D&I) Annual Report chronicles its three-year journey to more formally weave diversity and inclusion into its culture. D&I has been a part of Capgemini’s core values since our inception.
In North America, strengthening our diversity and promoting a more inclusive culture is a top business priority, as we recognize its ability to move us forward in a competitive, increasingly culturally and globally diverse market.
Promoting diversity is not just morally correct, it enhances our business activities. An inclusive culture is what ensures our teams not only thrive collaboratively, but push new boundaries with bold, creative thinking.
Diversity and Inclusion - By Dr. Christine Mc Carthy | TEC Leadership InstituteTEC Leadership Institute
There are four various age cohorts in the workplace. These groups share some traditional work values but differ on such important ones as what community means, what participation means, the role of management, employer / employee loyalty, telecommuting, technical competence, and what constitutes a good day’s work. You will learn more on diversity and inclusion at business in this presentation. For a better understanding on same, please visit TEC Leadership Institute website.
Diversity 2.0 - The Diversity and Inclusion Social Media RevolutionDavid Thompson
With the inexorable growth of social media technologies, the global lexicon across cultures, generations, and professional industries has changed—permanently. In this webinar, Tanya Odom and David Thompson described core elements of social media, and how diversity and inclusion (d&i) practitioners can use these tools to complement their d&I activities. This was presented at a Linkage, Inc. webinar, March 16th 2012
Managing diversity in the workplace requires understanding and relating to coworkers who are different than you. The success of an organization is becoming increasingly dependent on the ability of employees and managers to deal with differentiation along diverse . We Specialize in Team Building in Egypt, Maximum Impact Business Games, DISC assessments, and Management Courses, High rope Courses, Hr Consulting, Team Building Activities and Creating Creative Team Building Ideas- 360 Experiential Solutions is one of the MEA region leaders in training & team building events . Kindly Call us for More information tel: +2 01223575508 - Email: info@360solutionsegypt.com - website : http://www.360experientialsolutions.com
How can you or your PRSSA chapter help support a stronger public relations profession? As future public relations leaders, you “set the tone for diversity and inclusion.” It’s up to you and your members to be “involved, accountable, and focused on creating an inclusive culture.”
The Plank Center for Leadership in Public Relations is co-hosting a webinar with PRSSA titled, “Promoting Diversity & Inclusion Excellence.” Diversity and inclusion is an important topic across many industries, especially public relations.
From examining previous research to understanding how top organizations are moving the D&I dial, this webinar will equip you and your chapter with key takeaways that can be implemented today to serve tomorrow’s public relations leaders.
The webinar featured experts who discussed their diversity and inclusion research, observations, and experience. The experts were:
- Keith Burton, principal, Grayson Emmett Partners
- Andrew Cook, VP of Advocacy, PRSSA 2016-2017
- Pat Ford, worldwide vice chair, chief client officer, Burson-Marsteller
- Dr. Nilanjana Bardhan, professor, Southern Illinois University at Carbondale
The benefits of diversity for the workforce in Canada.
Canadian employers are making significant strides in
inclusive hiring and improving accessibility across an
increasingly broad range of industries.
Even without a diversity hiring strategy, it’s likely your workforce already reflects a variety of cultures and
capabilities.
Read more to find out how Canada is changing and how to facilitate workforce diversity
You company culture is a powerful competitive advantage. Learn from Stanford professor, Charles O'Reilly, and Pomello co-founder, Catherine Spence, how to create a culture strategy, and use technology to manage culture effectively.
Attracting and Recruiting Talent: Diverse Teams are Innovative Powerhouses
Learning objective: Discuss strategies for successful recruiting strategies
Diversity is not just about colorful teams; it’s about colorful solutions. Organizations that successfully design and implement strong diversity strategies spark greater performance, motivation, and success. Differences capture broad thinking and enhance human performance and motivation. Most organizations understand the need for diversity and create plans, yet, there is something missing. In this seminar, understand how to recruit and attract diverse talent and transform your organization into an innovative powerhouse.
At the end of this seminar participants will be able to:
a. Identify what diverse talent pools look for in an organization
b. Explore elements of successful diversity strategies
c. Discover strategies to attract and retain top talent
d. Explore innovative recruitment resources
Managing diversity in the workplace requires understanding and relating to coworkers who are different than you. The success of an organization is becoming increasingly dependent on the ability of employees and managers to deal with differentiation along diverse . We Specialize in Team Building in Egypt, Maximum Impact Business Games, DISC assessments, and Management Courses, High rope Courses, Hr Consulting, Team Building Activities and Creating Creative Team Building Ideas- 360 Experiential Solutions is one of the MEA region leaders in training & team building events . Kindly Call us for More information tel: +2 01223575508 - Email: info@360solutionsegypt.com - website : http://www.360experientialsolutions.com
How can you or your PRSSA chapter help support a stronger public relations profession? As future public relations leaders, you “set the tone for diversity and inclusion.” It’s up to you and your members to be “involved, accountable, and focused on creating an inclusive culture.”
The Plank Center for Leadership in Public Relations is co-hosting a webinar with PRSSA titled, “Promoting Diversity & Inclusion Excellence.” Diversity and inclusion is an important topic across many industries, especially public relations.
From examining previous research to understanding how top organizations are moving the D&I dial, this webinar will equip you and your chapter with key takeaways that can be implemented today to serve tomorrow’s public relations leaders.
The webinar featured experts who discussed their diversity and inclusion research, observations, and experience. The experts were:
- Keith Burton, principal, Grayson Emmett Partners
- Andrew Cook, VP of Advocacy, PRSSA 2016-2017
- Pat Ford, worldwide vice chair, chief client officer, Burson-Marsteller
- Dr. Nilanjana Bardhan, professor, Southern Illinois University at Carbondale
The benefits of diversity for the workforce in Canada.
Canadian employers are making significant strides in
inclusive hiring and improving accessibility across an
increasingly broad range of industries.
Even without a diversity hiring strategy, it’s likely your workforce already reflects a variety of cultures and
capabilities.
Read more to find out how Canada is changing and how to facilitate workforce diversity
You company culture is a powerful competitive advantage. Learn from Stanford professor, Charles O'Reilly, and Pomello co-founder, Catherine Spence, how to create a culture strategy, and use technology to manage culture effectively.
Attracting and Recruiting Talent: Diverse Teams are Innovative Powerhouses
Learning objective: Discuss strategies for successful recruiting strategies
Diversity is not just about colorful teams; it’s about colorful solutions. Organizations that successfully design and implement strong diversity strategies spark greater performance, motivation, and success. Differences capture broad thinking and enhance human performance and motivation. Most organizations understand the need for diversity and create plans, yet, there is something missing. In this seminar, understand how to recruit and attract diverse talent and transform your organization into an innovative powerhouse.
At the end of this seminar participants will be able to:
a. Identify what diverse talent pools look for in an organization
b. Explore elements of successful diversity strategies
c. Discover strategies to attract and retain top talent
d. Explore innovative recruitment resources
Smartphones keep getting larger and tablets are getting smaller, beginning to totally blur what was just a few years ago considered a group of distinct form factors. The platforms that power these blocks of glass, plastic, and silicon have also seen improvements, with iOS7 appearing to be able to keep the iPhone growth alive and Android utterly dominating countries such as China in its path to 1 billion activations. New operating systems such as Firefox are in the wild as companies such as Microsoft frantically try to right the ship and save their platforms and devices from obscurity.
Across Europe 4G LTE is beginning to see deployments that will allow its users to see the speed and latency benefits that those in parts of Asia, the US, and others have over the past years. This in turn will begin to accelerate mobile data consumption and creation across a greater global footprint. Live and high quality video from mobile devices will become amazingly commonplace.
Today we are also seeing new products from Google, Samsung and even possibly Apple that are serious entrants to the wearable technology arena – and all of them are running mobile operating systems. Apple has thrown down the gauntlet against NFC technology with its new iBeacon service which means that all parties involved are taking mobile payments and other types of direct interactions over secure mobile channels very seriously.
Organizations who are late to the mobile game are hurrying to catch up. Many who have focused more on the consumer aspect of mobility are starting to put serious efforts into B2E mobile initiatives. Those who are already mobilizing their workforce are looking for ways to improve, standardize, and focus their efforts.
Also, the Web isn’t going anywhere….
So what does this all mean to you?
Increase organizational agility with intuitive workforce planning solutions for designing your future organization with Metrics and KPIs that transform HR data into actionable information for management.
We Go is a one of a kind app for travelers with disabilities featuring interactive guides, maps and tips. Currently in the start up phase, We Go has prepared its diversity and inclusion plan with the help of IDylls Consulting to stay true to its values as the company grows.
We Go is a unique app for travelers with disabilities featuring interactive guides, maps and tips. Currently in the start up phase, We Go has prepared its diversity and inclusion plan with the help of IDylls Consulting to stay true to its values as the company grows.
Oliver James Associates - Diversity & Inclusion John Williamson
At Oliver James Associates, our aim is to create an environment that is both open and inclusive, encouraging and valuing a diverse perspective within our workforce and recruitment policy. We aim to draw upon the widest possible range of views and experiences in order to meet the changing needs of our employees, clients and candidates alike.
2. 2 Message from Leadership
3 Definitions and Dimensions of Diversity
4 Strategy
5 Training and Education Program Results
6 Workforce Demographic Metrics
7 Employee Resource Groups
8 Supplier Diversity
8 Community Relations
9 2007 Award
10 2008 and Beyond
Our2007Journey
Our Vision: A global company of Brands That MatterTM
and great
people, known for best-in-class results.
Our Values are condensed into five key areas — our people and our brands,
how we work together, the results we expect to get and the integrity
with which we’ll operate. Each is followed by a simple defining belief:
Our People:• The success of our company starts with our people
Our Brands:• Growing brands that matter to consumers is at the
heart of who we are
How We Work Together:• We work as a team and foster an
environment of global collaboration
Results:• We relentlessly strive to achieve best-in-class results
Integrity:• Acting with utmost integrity is the foundation upon
which we grow
Our products and brands are organized into four global segments:
Office Products
As the global leader in writing instruments, labeling solutions,
and office organization, we offer a powerful brand lineup led by the
Sharpie, Parker, DYMO, uni-ball, Paper Mate, EXPO, and Waterman
brands, among others.
Cleaning, Organization Décor
We bring innovative commercial cleaning solutions, home organization
systems, and window fashions to consumers through two of the most
recognized names in the world – Rubbermaid and Levolor.
Tools Hardware
Through an expansive offering of hand tools, power tool accessories,
propane torches, manual paint applicators and cabinet and window
hardware, IRWIN, Lenox, Amerock, Shur-Line, BernzOmatic and our
other brands help the professional trade and weekend warrior get the
job done right with greater safety, speed and productivity.
Home Family
Among the most trusted names among consumers, Calphalon, Graco,
and Goody offer premium kitchenware, infant and juvenile products
and hair care accessories.
InclusionandDiversity: 2007 Annual Report
3. Our journey is much
more important than the
destination. We are building
an inclusive culture that
leverages our differences
and our similarities.
“We need to drive culture change through
collaboration and teamwork, best practices, valuing
diversity and development, and striving for excellence.
Inclusion and diversity are business imperatives. We
are intent on creating a more diverse and inclusive
working environment at Newell Rubbermaid,
empowering our employees to contribute to
their fullest potential.”
Mark Ketchum
President and Chief Executive Officer
“Our business success is a reflection of the quality
and skills of our people. Newell Rubbermaid is
committed to attracting and retaining the finest talent
to ensure top business growth and performance.
Diversity management benefits individuals, teams,
and our company as a whole — as well as our
customers and our consumers.”
Jackie Parker
Vice President, Inclusion and Diversity
Message From Leadership
2
4. Our Commitment to Inclusion and Diversity
Our vision is to create a fair and equitable culture in which every member of Newell Rubbermaid’s
global team can contribute to his or her full potential while delivering products that appeal to a
widely diverse marketplace.
Our mission is to contribute to Newell Rubbermaid’s success by fostering an inclusive workplace
that mirrors the diversity of our marketplace, reflects positively on the company externally and
engages the entire organization.InclusionandDiversity
What Does Inclusion and Diversity Mean to Newell Rubbermaid?
As a company, we view diversity as a collection of people, functions, teams, processes and qualities
that are characterized by both differences and similarities. It involves not only outreach and recruiting,
but also ensuring that the talents and perspectives of diverse employees, at every level, are pursued and
valued. An inclusive and diverse work environment makes the most of our differences and similarities,
ensuring that every individual has an opportunity to fully participate in driving business success.
Differences That
Make a Difference
Diversity is a collection of people, functions,
teams, processes and qualities characterized
by both differences and similarities.
3
5. Inclusion and Diversity
Our Strategic Focus
Workforce Diversity
Recruit, develop and
retain an inclusive and
diverse workforce that
mirrors our consumers
Workplace Inclusion
Create and implement
workplace policies and
management practices
that maximize our talent
and productivity for
overall organizational
effectiveness
How We’ll Get There
In 2008, we’ll continue to reach our goals through:
Strategy
Guiding Inclusion and Diversity
1. The Executive Steering Team
The executive steering team is comprised of our president
and CEO, Mark Ketchum, and his leadership team. This group
provides oversight, direction and approvals for the strategic
inclusion management plan.
2. The Office of Inclusion and Diversity
The Office of Inclusion and Diversity is responsible for
developing and executing the strategic inclusion management
plan, coordinating company-wide diversity management efforts,
and serving as subject matter experts on Inclusion and Diversity
topics. Led by the vice president of Inclusion and Diversity,
the office is guided by the executive steering team and works
closely with the Inclusion Leadership Team.
3. The Inclusion Leadership Team
Creating a diverse and inclusive culture requires
collaboration across our global organization. The team
provides recommendations for actions to create a more
inclusive workplace, promotes workforce diversity, and
helps improve the understanding and valuing of employee
differences in alignment with Newell Rubbermaid’s business
objectives. Led by Lori Prokes, VP, Asst. General Counsel and
Anthony Williams, director, Global Talent Acquisition, The
Inclusion Leadership Team exists to foster a diverse and
inclusive culture and champion initiatives to ensure that all
employees, candidates, suppliers and customers are treated
equitably and with respect, dignity and cultural sensitivity.
4
Focused Recruitment•
Talent Development•
Education and Training•
A Culture of Inclusion•
Communication•
Community Relations•
Marketplace Diversity
Leverage inclusion and
diversity to improve customer
loyalty and satisfaction in
a diverse marketplace and
expand market share
Community Relations
Connect the company with
the communities in which
we live and work, and
create opportunities for
minority- and women-owned
businesses
Inclusion Leadership Team members
Anthony Williams and Jessica Fernandez
6. InclusionandDiversity
Our Training and Education Results
Our Inclusion and Diversity management training sessions started on September 18, 2006.
Since then over 2,200 managers have attended “Managing Inclusion: Tools of Engagement
for Managers.”
Year Goal Actual Trained Completion Rate
2006 Top 200 Senior Leaders* 194 97%
2007 1,800 U.S. Managers 2,016 112%
2007 Scorecard Results: After completing the managing
inclusion training, managers were
asked to rate the training on a scale
of 1 to 6 for:
satisfaction with the overall training•
environment and delivery
learning new skills and tools•
application to their jobs•
job performance improvement•
career development potential and•
advantage to the employer
The average rating of the training
was 5.04 out of 6.0.
2008 Goal:
5.50out of 6.0
Feedback
from Our
Employees:
I feel much better prepared
to take on a leadership role
within the company.
I plan to educate people
around me and be a
positive role model.
In the past if I overheard
something coming from
a position of exclusion or
ignorance, I did not act to
correct the situation. Now
I have the tools to do so.
I will be more conscious of
the opportunity to move people
higher on the “appreciation scale,”
and more conscious of the
cost of not doing so.
* The remaining top 200 leaders received training in 2007
5
8. Mission
To engage employees in making Newell Rubbermaid an employer
of choice and building Brands That Matter for women throughout
the world
Objectives
Improve retention and development of women in Newell Rubbermaid
by leveraging the women’s resource group to gain consumer
insights, grow leaders, and increase employee engagement and
external activism
WIN*WIN (L-R): DailyGist,LaurelHurd,LisaDulski,KristaDiBerardino,
Kellie Iannone, Jennifer Conti, Vicki Slomka, Jackie Parker
ERG: WIN*WIN
Employee Resource Groups
In 2007, Newell Rubbermaid formed two employee resource groups (ERGs): Hispanic Organization for Latinos (HOLA) and Women
in Newell Rubbermaid – Working, Inspiring, Networking (WIN*WIN). Our ERGs are self-initiated, grassroots-driven associations of
employees, formed around a shared set of interests, experiences and perspectives, such as diversity characteristics that address race,
gender, age, sexual orientation, or parental status. ERGs support employees by providing a powerful means to enhance professional
development, such as mentoring, training and networking opportunities through formal group meetings and event-based activities.
In alignment with our core value “Our Success Starts with Our People,” these two groups will help strengthen that commitment.
ERG: HOLA
7
Mission
To create a Hispanic employee resource group that will support growth
and business initiatives that promote the richness of our culture
Objectives
To identify areas for improvement in the attraction, retention and
engagement of Hispanic employees, and to assist Newell Rubbermaid in
our quest to more effectively market our brands to the Hispanic consumer
(HOLA) Steering Committee – Top Row (L-R): Carlos Vazquez, Miguel
Ortiz 2nd Row (L-R): Paola Moncivais, Mauricio Briceno 3rd Row
(L-R): Rafael Martinez, Jessica Fernandez, LeRon McKendrick, Ben
Harvey, Maria Rodriquez
9. InclusionandDiversity
Events Sponsored in 2007:
The National Black Arts Festival
Mom Corps
Georgia Women’s Executive Network (GWEN)
Women Looking Ahead
The National Association of Asian American Professionals
(NAAAP-Atlanta)
The National Black MBA Association (NBMBAA)
The National Society of Hispanic MBAs (NSHMBA)
100 Black Men Atlanta
Who’s Who in Black Atlanta
American Cancer Society
North Springs High School Future Black Leaders of America
Dallas Austin Foundation for Music Education
Linkage Summit on Leading Diversity
Human Rights Campaign Foundation (HRCF) Annual Dinner/
Awards for GLBTS
Out and Equal
Catalyst Organization for Women
Community Relations
The National Black MBA Association (NBMBAA) The National Association of Asian AmericanProfessionals (NAAAP-Atlanta)
The National Society of Hispanic MBAs (NSHMBA)
Out and Equal
InclusionandDiversity
8
Supplier
Diversity
2007: A journey of growth
Newell Rubbermaid is committed•
to forming and nurturing partnerships with
minority- and women-owned businesses.
Newell Rubbermaid provides equal access•
to potential business opportunities for all
diverse suppliers to participate as partners
and suppliers of goods and services within
our corporate supply chain.
Newell Rubbermaid defines diverse suppliers•
as U.S.-based, for-profit enterprises (public or
private) that are certified (by a third-party) as a
small business, small disadvantaged business,
woman-owned small business, veteran-owned
small business, historically underutilized
business zone, minority business enterprise
and/or woman business enterprise.
Investing in Diversity is Good Business.
10. Human Rights Campaign Corporate
Equality Index Score: Up from 15 to 100!
Business Ranking, Fortune 1000
Criteria satisfied to achieve 100% score:
Has a written non-discrimination policy covering sexual orientation in its•
employee handbook or manual
Has a written non-discrimination policy covering gender identity in its employee•
handbook or manual (2006)
Offers health insurance coverage to employees’ domestic partners•
This score is reflected in the 2008 HRC Buying for Equality: A Guide to Products,
Companies and Services that support Gay, Lesbian, Bisexual and Transgender Equality.
Fifty-eight percent of gay and lesbian adults are more likely to purchase household
products and services from companies listed in this guide.
What a difference a year makes!
2007Award
9
15
55
100
May 2006 June 2006
Newell Rubbermaid’s improvement in HRC Corporate Equality Index score from May 2006 – July 2007
July 2007
11. InclusionandDiversity
Overall representation•
Targeted hiring metrics•
Development programs•
Succession planning•
2008 and beyond
Employee resource groups•
Ongoing communications•
Internet and intranet•
Ongoing training•
GBU integration•
Supplier diversity •
Employee engagement•
Employer of choice •
Preferred by consumers•
Awards and recognition•
Leveraging inclusion•
and diversity to
develop and expand
opportunities in the
marketplace
Three Top Priorities:
1 2 3Talent Pipeline Management Culture of Inclusion Brand Eminence in the Marketplace
2008
2006
Begin foundation activities focused on creating
vision and strategy, identifying a change
process, and defining teams and charters
Foundation
2007
Increase awareness by communicating
the vision, defining behaviors, and forming
partnerships for integration
Awareness
Foundation
2008
Integrate best prectices in the workforce
pipeline, competencies, training and
development, communications, scorecards,
and surveys
GBU/Integration
Awareness
Foundation
2009 and Beyond
Introduce breakthrough activities to focus
on evaluating progress via integrated
employee surveys, scorecards,
and competencies
Breakthrough
GBU/Integration
Awareness
Foundation
Journey of Inclusion and Diversity
Increased Communication and Awareness
InclusionandDiversity
10
12. Newell Rubbermaid
10B Glenlake Parkway, Suite 300
Atlanta, GA 30328
T +1 (770) 407-3800
www.newellrubbermaid.com
Great People
Our success begins with