2000 CEO Diversity Roundtable.

It was the buzzword of the 90s. Advertisers and marketers realized its formidable impact in the 80s, and the diverse populations and culture that it affected rallied around it in the 70s and 60s. It's diversity management and it has become the most important initiatives in corporate, private and non-profit America.

Top-flight companies know that to maintain a competitive edge today they need to give priority status to their human capital requirements, particularly the need to have a diverse workforce to match the increasingly diversified marketplace. And the time couldn't be better for companies to assess, measure, identify and track diversity in the field with so company budgets allotted and corporate goals focused on this initiative.

It's even gotten the attention of those in the White House.

Last April President Clinton addressed an assembly of top executives, pressing them to diversify their executive and employee ranks. Twenty-five companies, the likes of AOL, American Express, GE, DuPont, AT&T and Lucent agreed to contribute $10 million each to support women and minorities in high-tech careers. Not alone, they are just a few of the nation's leading companies reaching into their coffers in response to President Clinton's One America Initiative.

Sound diversity management also strengthens a corporation's reputation. For example, a recent survey by Environics International, a Toronto, Canada- based global research group, found that 40 percent of consumers responded negatively to corporate actions perceived as socially irresponsible. One in five also reported avoiding a company's product or services due to the perceived infraction - a response that can clearly have detrimental implications for the bottom line.

Another new survey, conducted by the Reputation Institute and Harris Interactive, supports the idea that a visible commitment to communities and employees will pay dividends in consumer loyalty and the public's general opinion. Overall the study found that contrary to popular belief, consumers place more value on a company's emotional appeal and workplace environment that its financial performance, products or services.

Consumers are also putting their money where their mouths are. In 1999, African American spending power hovered around $480 billion, Hispanics' topped $420 billion and Asian Americans wielded $229 billion in financial influence and impact. Include other diverse groups such as gay and lesbian, physically challenged and other groups and you have trillions of spending dollars companies can no longer ignore.

However, despite the diversity management on the inside, diversity sensitivity must also be evident and communicated to those on the outside. One way to do this, is through advertising. Most companies are remembered for their advertising and consumers look to advertising to educate them about the social goals a company is pursuing. Today, less than 2% of the more than $200 billion in media spending targeted the multicultural market - a fraction of what it should be considering the size of America's multicultural population. By narrowing the gap between mainstream and ethnic marketing, advertisers can make great strides in building their businesses.

Indeed, today's robust economic climate has helped to contribute to advances in diversity management as corporate budgets swell. Throughout the workplace and marketplace companies are committed to creating a challenging, satisfying and equitable environment in which employees and vendors alike can reach their full potential and maximize their contributions to the companies goals and objectives. The question remains that if and when the "irrational exuberance" of Wall Street fades, will the corporate focus and attention fade as well? A real commitment to diversity must continue successfully extend to and support the customers, business partners and the communities the firms reach regardless of the good or bad times.

Diversity At The Mony Group

THE MONY GROUP

The MONY Group embraces diversity, not because it is politically correct, but because we genuinely believe that a diverse workforce benefits everyone--customers, employees and the company. We realize that to accomplish our mission of meeting the lifelong financial planning needs of our clients, it is vital that our employment base reflect the communities in which we work and live.

The MONY Group is a financial services company with a 157-year history and a progressive attitude. A trailblazing company, we sold this nation's first mutual life insurance policy in 1842. Then, as now, we believe that our people make the difference. Our company thrives because we are not interested in just selling asset accumulation and financial protection products. Rather, we establish relationships with customers and provide financial advice that helps to guide them through life.

The MONY Group's client base consists of high-income professionals, pre-retirees, retirees, family builders and small business owners--a group that is quickly growing to include more Asians, African Americans and Hispanics. Noticing that trend, we turned our attentions to catering to their needs and ensuring that we had a diverse enough workforce to do so.

In the early 1990s, The MONY Group focused on the African-American community--one that has seen marked increases in incomes, business ownership and purchasing power in the past few decades. We made a concerted effort to recruit, hire and retain highly-skilled African-American financial professionals, while establishing stronger ties to and growing our presence in the African-American community.

That commitment to the African-American community continues. Today, The MONY Group recruits at historically black colleges, and conferences, career fairs and workshops aimed at minorities. We have strong ties with a number of national groups, including the Urban League, The College Fund/UNCF and The National Black MBA Association, Inc. The company offers internships, supports several community groups and community service projects, and now has more than 35 MONY offices located in the top states with the largest African American populations.

The MONY Group's imperative for diversity comes straight from the top, as senior management supports the organization's diversity programs. For example, a group of our most senior corporate officers make up our Diversity Round Table. We also have a corporate officer devoted exclusively to diversity issues and fostering an environment that values them. Finally, we have an active chapter of Minority Interchange, a non-profit nationwide group devoted to the advancement of minorities in the corporate sector.

The MONY Group is a financial services company that understands the value of personal relationships and that a commitment to diversity is our best investment. For more information on the company, please visit us at www.mony.com.

American Home Products

American Home Products Corporation (AHP) is one of the world's largest research-based pharmaceutical and health care products companies. AHP is a leader in the discovery, development manufacturing and marketing of prescription drugs, over-the-counter medications and animal health care products. AHP has three business units, Wyeth-Ayerst Pharmaceuticals, Whitehall-Robins Healthcare and Fort Dodge Animal Health, with 49,500 employees in locations all over the world.

Millions of people benefit from AHP's broad and diverse lines of pharmaceutical products in the areas of women's health care, cardiovascular therapies, central nervous system drugs, anti-inflammatory agents, infectious disease, hemophilia, oncology, vaccines, and generic pharmaceuticals.

AHP recently introduced -in a remarkably short time frame - Sonata, Rapamune, Meningitec, ReFacto and Prevnar. These innovative pharmaceutical and vaccine products target some of the world's most debilitating diseases and challenging health problems. Their introduction underscores the depth and productivity of AHP's pharmaceutical pipeline.

AHP recognizes that a diverse workforce is critical to the success of our business, and that our achievements are only possible through the extraordinary creativity and efforts of our employees.

In support of this philosophy, AHP is also involved with the organizations including Catalyst, INROADS, The College Fund/UNCF and Temple Minority Access to Research Careers.

As we continue to explore new ways to maintain a diverse culture, we look to other companies for ideas and successes to help us continue to learn.

For more information about AHP, visit our website at www.ahp.com.

Mercedes Benz 

"Diversity is not an end unto itself. It is a dynamic foundation, a springboard that offers unlimited possibilities for innovation and growth." Paul Halata, president & CEO, Mercedes-Benz USA

For Mercedes-Benz USA (MBUSA), diversity provides a foundation that furthers the company's competitive position in the marketplace and fosters an environment whereby employees can achieve their full potential. To support this premise, the company has adopted an Integrated Plan for Corporate Diversity that impacts the entire organization and embraces both its internal and external customers.

The integrated plan supports the company's business objectives, said Debra Nelson, manager of corporate diversity. It has four critical platforms: to further diversity in the workforce; to increase utilization of minority and women-owned vendors and suppliers; to expose the brand to new customers; and to diversify the retail network.

According to Nelson, the company has experienced success in its diversity initiatives, including the launch of corporate-wide diversity training for all employees. Additionally, the company is participating in events such as the US Black Engineers Conference, the National Black MBA Conference and the National Society of Hispanic MBAs. "Our continued success will be impacted by the diversity of ideas and talent available to us," said Halata, "Partnerships with these organizations and others enable us to build upon our workforce of capable, motivated achievers."

To assist college students aspiring for careers in the automotive industry, MBUSA recently contributed $50,000 to the Ed Davis Education Fund, which honors the life and legacy of the first African American dealer in the U.S.

MBUSA recently launched an aggressive effort to recruit individuals for training as service technicians. "There is a critical need to identify individuals who can provide technical expertise in these competitive positions," said Nelson. For information about career opportunities at MBUSA, log onto www.mercedes-benzcareers.com.

American Express

In order to win in the marketplace it is essential for us to attract and retain the most talented individuals we can, and to create an environment in which they can achieve their full potential. This is the fundamental premise behind all our actions.

Over the past several years, American Express has undertaken a number of initiatives to increase the level of diversity.

* A senior executive Diversity Council supports and integrates a company-wide diversity strategy. Diversity awareness education has been rolled out to employees throughout the company and senior leaders have received training to help capitalize on the diversity of backgrounds and thought within the teams they manage.

* Employee diversity teams help ensure that the differences employees bring to the workplace are recognized and valued. Additionally, the company supports employee networks to promote diversity.

* The company's commitment to diversity extends to the annual goal-setting and review process, which includes measurement of how well managers embrace diversity. American Express' annual employee satisfaction survey now includes questions that help measure and track any differences in survey results for various groups.

* Through our Diverse Business Partnership Group, we offer a broad range of products and services to meet the needs of diverse markets by partnering with major national organizations and professional and business associations.

* Finally, through the Supplier Diversity Program, American Express supports small businesses and firms owned and operated by minorities, women and the disabled. Suppliers who do business with the company are expected to demonstrate their commitment to diversity as well.

While we have accomplished a great deal, much more remains to be done. We believe the results of our work have been substantial and the benefits we see now will continue to grow.

Ernst & Young

At Ernst & Young, we strive to create an environment that is inclusive of all cultures and backgrounds, one that promotes firm pride, teamwork and support. And utilizing the diversity of our people and their talents is a critical part of the firm's business strategy. In order to sustain the firm's growth, the hiring and retention of talented people is essential.

It is impossible to be a global organization in today's economy without having a diverse workforce. The globalization of our clients and potential clients requires that we provide them with highly functional teams who are capable of working in their environments. Additionally, we've come to understand that it takes a rich mix of talents, viewpoints and experiences to deliver the kind of high-impact solutions that our clients want.

Ernst & Young's own Office of Minority Recruitment and Retention (OMRR), which was created in 1994 to give heightened priority to diversity in the workplace, has successfully brought about constructive changes within Ernst & Young that have helped earn its reputation as "a great place to work."

The African American community is a very important target for Ernst & Young -- both from a recruiting and retention perspective. The firm has very strong ties with organizations such as the National MBA Association, the National Association of Black Accountants (NABA) and the National Society of Black Engineers.

In addition, Ernst & Young has had a long-standing relationship with many of the nation's historically black colleges and universities (HBCUs) and has outreach programs to the schools' administrations, faculties and students. The firm also helps students prepare for future careers in accounting through a program called Your Master Plan. Through this effort, non-accounting college students enroll in a master's program in accounting - fully subsidized by Ernst & Young - while they work full-time at the firm. Many of these hires hail from HBCUs.

In the end, talented, driven people are Ernst & Young's main source of competitive advantage. Attracting and retaining these people, and supporting the educational paths that may lead to the professional services field, are goals we aim to pursue for years to come.

Freddie Mac: Opening Doors to Opportunity

Freddie Mac brings the benefits of the world's finest housing system to as many American families as possible every day. At the heart of this business is a drive to keep money for housing available and affordable in communities across the nation. By being an innovator in housing finance, Freddie Mac has significantly reduced housing costs and increased homeownership opportunities while maintaining an unbroken record of profitability. Yet, that's just part of the story.

Freddie Mac also reaches beyond the mortgage business to enhance the lives of individuals, families and communities. Giving back, helping others, and leading the way is part of the company's culture and success. Through its philanthropic work, it has given more than $80 million to charitable organizations that brighten the future for at-risk children and families and strengthen communities, such as the Black Child Development Institute, NAACP, and the Children's Defense Fund.

The company acknowledges that employees are the key to its unparalleled success. Within its own doors, the company works to sustain a progressive work environment that encourages innovation and rewards success. A key focus of the business culture is sustaining an organizational environment that values and respects the multitude of similarities and differences in all people. This is a diverse environment that promotes professional development while being supportive and caring so employees can achieve their highest potential at work, at home and in the community.

By engaging its resources, energy, and enthusiasm, Freddie Mac provides products and services that make housing more accessible and affordable. It also brightens the future of our country's children and families. And by cultivating the best the human spirit has to offer, the company provides a rich environment for employees to contribute solutions, enrich their professional growth and be recognized for success. These are strategies that will guarantee the corporation's success in the new millennium.

To learn about employment opportunities, visit the company's web site at www.freddiemac.com, and add Job Code: BE0700A on all correspondence.

Hewlett Packard

Corporate America's success in the New Economy is strongly dependent upon the implementation of diversity initiatives as a business imperative. Workforces and supplier chains must mirror the markets they serve. As this New Economy is driven by technology, this is particularly true for the companies in this industry. Hewlett Packard has taken a very definitive position on this issue. The execution of this position starts in the executive suite.

Hewlett Packard's CEO, Carly Firorina has made diversity the centerpiece to her goal of reinventing the company. "Diversity inspires creativity and inventiveness, and those are the core issues of the New Economy", she says. "In other sectors of American life, diversity is a source of innovation and strength. The world of business needs to harness this energy as well."

Firorina recently participated on a star-studded panel of high tech executives who had been brought together in San Jose by the Rev. Jesse Jackson's Rainbow/Push coalition. Her position on the importance and value of diversity as a business imperative was very emphatically delivered. With a direct and stern demeanor on the podium Firorina laid the responsibility for diversifying the workforce at the doorstep of her company. Firorina offered a three-step plan for the technology industry.

"We need to stop the rhetoric, recognize the value in diversity and change through `e-inclusion, she said referring to her coined phrase for embracing diversity and training the disadvantage with the skills to participate in the New Economy.

Firorina holds her management team firmly to these very high standards. The success in implementing these initiatives will determine the success of the company. Firorina closed with this comment; "We need to value differences, not just in entertainment, sports and style. We need to value difference in the world of finance, the world of technology, the world of corporate management."

United States Secret Service A Profile of Professional Excellence

The very mention of the name "Secret Service" encourages a level of intrigue about the distinct nature of the agency's clandestine operations. Despite the secrecy, it is not uncommon to witness the team of special agents as they execute their duties of providing protection for the President of the United States.

The challenge of pursuing a job with this elite organization is exactly what motivated one of its veteran professionals, Larry L. Cockell, to apply for the special agent position. A native of St. Louis, Mr. Cockell attended St. Louis University where he earned a bachelor's degree in urban affairs.

Prior to joining the Secret Service, Mr. Cockell was an officer with the St. Louis Metropolitan Police Department. He had a diverse background in criminal investigations through his experience as an undercover officer. After two years in the Homicide Division, Mr. Cockell decided to explore alternative career opportunities. "The Secret Service offered flexibility, an opportunity to travel, and an exposure to both protection and investigations," said Cockell.

In 1981, he was appointed a special agent with the St. Louis Field Office. In the 134-year history of the Secret Service, he is the first African American to serve in the position of Special Agent in Charge of the Presidential Protective Division. As the 24th person to ever hold this esteemed post, he was primarily responsible for managing the security issues for the daily activities of the President and First Family. Today, Mr. Cockell serves as the Assistant Director for the agency's Office of Training.

To those interested in pursuing a career in law enforcement, the Secret Service offers a unique opportunity to embark on an exciting career. Assistant Director Larry Cockell's career with the Secret Service is a clear indication that you can achieve marked success.

Andersen Consulting 

Regarding diversity, Andersen Consulting's mission is to create an environment which acknowledges each individual's uniqueness, one that values skills and contributions and one that promotes respect, personal achievement and stewardship within and outside of the firm.

The firm's United States Diversity Committee, led by Andersen Consulting partner Andrew Jackson, comprises a diverse group of partners and associate partners. This committee develops and oversees the firm's strategies and initiatives that foster diversity and focus on recruiting, retention and diversity awareness. Some of their initiatives include:

* Student internships which are arranged through the National Action Council for Minorities in Engineering (NACME), INROADS and the Andersen Consulting On-Campus Internship program. Last year, more than 55 interns from INROADS and NACME programs were placed in permanent full-time positions.

* Various training programs and workshops to foster diversity awareness, such as: Men and Women as Colleagues, Diversity Awareness Training and Valuing Diversity.

* Career development programs including the Mentoring Program for Women, Minority Mentoring Program and the Experienced Hire Integration Program.

Additionally, Andersen Consulting nurtures strong alliances with predominant African American and Hispanic colleges and universities. Andersen Consulting also serves on the Board of Directors for organizations such as the National Society of Black Engineers (NSBE), the Society of Hispanic Professional Engineers (SHPE), NACME and INROADS, and is a strong supporter and participant of national conferences held by the National Black MBA Association and the National Society of Hispanic MBAs. Andersen Consulting's strong position as a minority employer has been recognized in the 1999 NSBE Top 50 Employers Survey where we ranked #2 among top employers.

"The people of Andersen Consulting have made our organization what it is today," says Joe W. Forehand, managing partner & CEO. "Our people come from diverse backgrounds, races and cultures. Their individual experiences promote creativity and innovation as well as contribute to the success of our organization. In return, Andersen Consulting offers opportunities to learn, grow and succeed."

A Business Strategy at US West

On May 18, 2000, US WEST received the ever prestigious Ron Brown Award for Corporate Leadership from President Bill Clinton, for their Commitment to Diversity. U S WEST was ranked 14th in Fortune magazine's annual survey of the nation's Fifty Best Companies for Asian Americans, Blacks and Hispanics.

"Not too shabby" says Solomon D. Trujillo, Chairman, President & CEO of U S WEST, "especially when you consider that in 1974, when I joined Mountain Bell-which later became part of U S WEST, I was one of the first Hispanics who didn't start as a janitor." AT&T was under a court order to undertake Affirmative Action.

"Today, I am proud to report that our company's commitment to diversity is a core value, and our on going success is due in large part to the senior management's commitment to attracting and retaining a diverse workforce, and serving diverse customers and communities."

The diversity commitment is integrated into workforce diversity, market diversity, supplier diversity and philanthropic initiatives. In 1999, total spending with minority and women business grew 35% to a total of $513 million. The U S WEST Foundation gives more than $22 million a year to projects in communities, promoting technology that bridge the digital divide and deliver promise of the electronic revolution to everyone.

Mr. Trujillo championed the model of diversity with the implementation of the "Accountability Tool," an in-house developed quantitative and qualitative measurement model of diversity. The tool has been incorporated in his yearly operation reviews and his senior leadership team's performance reviews.

With an upcoming merger with Qwest Communications International, Inc.

US WEST recognizes that diversity also brings with it a special cultural sensitivity. This will become even more important as we move into the international markets.

Trujillo truly believes, that it all boils down to this - "the resources we commit to promote diversity are returned many times over in a more effective work force, more satisfied customers and a more healthier prosperous community. It's simply good business for us, our employees, our customers and our communities."

For more information please our Website HTTP//www.uswest.com.

Amtrak--Charting a Course for Diversity Success

Beginning later this year, Amtrak will introduce high-speed passenger rail to the United States. Along with bullet trains, Amtrak has begun to chart a course for diversity success.

To demonstrate the seriousness of its commitment to diversity, all management bonuses and incentives are tied to successful adherence to the Company's diversity initiatives and goals. As well, Amtrak has included diversity as a mandatory component of its annual management appraisal process. Later this summer, the company will begin implementation of diversity mentoring and employee development programs.

And Amtrak is listening to its employees when it comes to diversity. During the summer of 1999, Amtrak conducted employee forums throughout the country to openly discuss issues of diversity. The success of those forums will be repeated this summer. In addition, Amtrak has revised its internal dispute process and provides a number of ways employees can voice and resolve issues regarding diversity, including a toll-free telephone number.

In February of this year, Amtrak launched a mandatory company-wide diversity training initiative for all 25,000 employees. Over 1100 classes will be conducted in sixteen cities around the country. This training initiative represents an investment of more than $2 million.

The Supplier Diversity Office of the Business Diversity Department continues to exceed its goals. For FY99, 15% of Amtrak's total procurement dollars were spent with minority and women-owned businesses. This represented an increase of nearly 28% in dollars awarded to minority and women-owned businesses over the dollars awarded in the previous fiscal year.

Amtrak is a proud supporter and sponsor of several multicultural organizations.

In an effort to better reach an increasingly diverse population, Amtrak is aggressively seeking to develop a business relationship with an advertising and market research firm which specializes in research and outreach to African American, Hispanic, Asian American, Native American, and disabled populations.

For more information concerning diversity initiatives and opportunities at Amtrak, contact the Business Diversity Department, 60 Massachusetts Avenue, N.E., 2E-125, Washington, D.C. 20002, [phone].

First Union

"We respect every individual and believe that the diversity we bring from life's experiences makes us powerful. We value each individual's contributions. Our success depends on creating an environment where we all have the opportunity to develop and fully use our talents...."

Ken Thompson, Chief Executive Officer, First Union Corporation

It's no accident that First Union's Statement of Core Values, above, begins by affirming the importance of the individual and the power of diversity. Valuing the individual has always been a bedrock belief in our company, and you can't value someone without fully appreciating that person's uniqueness. Promoting diversity in the workplace is not just a choice we make because it's the right thing to do. It's a business imperative without which we cannot succeed.

But we must do more than talk about the importance of diversity. We cannot move forward on our diversity commitment with great intentions but too little to show for it. Our company does not reflect the kind of diversity we see in our marketplace. As newly elected CEO of First Union, I am committed to changing that.

Our Corporate Diversity Council, which I lead, is focused on three imperatives:

* Senior leadership representation;

* Employee retention; and

* Employee satisfaction.

And our diversity efforts don't stop there. People throughout the company, including every senior leader, are participating in intensive diversity workshops. Every First Union business unit has an active diversity council representing a range of leaders and employees. We are shoring up our personnel practices with a targeted selection process to ensure that we recruit, hire and promote a diverse slate of people for all senior positions.

I'm pleased that we have been recognized for our diversity efforts by publications and groups such as BLACK ENTERPRISE, LATINA Style, Working Mother, Hispanic Business and the National Council of Negro Women. But we cannot rest on our laurels. In many ways, our diversity journey has just begun.

Raytheon

Got a good idea? Join our team! At Raytheon, innovation is our lifeblood:

* Thermal imaging technology to protect our men and women in uniform -- and aid motorists at night;

* Air traffic control technology to guide aircraft around the world;

* Advanced electronic systems to monitor the fragile Amazon environment;

* State-of-the-art systems for air defense.

Dan Burnham, Raytheon's chairman and chief executive officer, and the Leadership Team believe that great ideas thrive in an atmosphere energized by talented people who offer different perspectives and experiences. Diverse teams make better decisions. Smart decisions delight our customers. Delighted customers make us more competitive.

We are 100,000 strong. We've been technology leaders for more than 75 years; so we're smart enough to know that we can't stop learning.

We develop, manufacture and market advanced electronic systems and services in a diverse world. Our customers, suppliers, business partners and competitors reflect this diversity. So must we.

We are committed to providing an inclusive work environment that rewards and recognizes excellence, and attracts and retains the best people, with the best ideas.

We are using disciplines such as Raytheon Six Sigma to empower the individual, to create a strong connection between every employee and the customer -- whether you're in engineering, software development, finance or human resources.

Raytheon aspires to be an employer of choice -- to attract, retain, reward and recognize the most talented, resourceful and creative people.

Bring your good ideas. Join our team. Visit us at www.raytheon.com

Pitney Bowes 

For nearly 80 Pitney Bowes years, Pitney Bowes Inc. has developed new technology to help businesses of all sizes communicate more efficiently and cost effectively. The company has also successfully developed and sustained a talented and diverse workforce to meet the competitive challenges of the global marketplace. The commitment to and understanding of the business value of diversity was driven from the top at Pitney Bowes, as each CEO has taken the company's diversity initiatives to the next level.

Michael J. Critelli, Chairman and CEO, Pitney Bowes Inc., said "Management of a diverse workforce has never been more critical, or had the potential to demonstrate that effectively creating, managing, valuing and leveraging diversity will have a positive effect on an organization's performance."

Pitney Bowes' minority representation reflects how its values translate into action. People of color represent about 41% of the Pitney Bowes U.S. workforce, nearly twice that of other companies in the industry. Over the past decade, the number of minority managers has steadily grown and is currently at 21%, which is more than twice that of other companies in the industry.

Part of the company's agenda is to continue to find new ways to partner with minority and women-owned businesses, the fastest growing segment of the small business arena. Pitney Bowes has also been proactive in supporting organizations whose mission fosters diversity in the community.

What distinguishes the company's diversity strategic plan is its structure of accountability. Executive compensation is tied to measurable achievement of diversity goals in five areas relative to diversity strategic plans. Critelli said, "A strong focus on diversity works for us at Pitney Bowes because it helps us work better. It helps us deliver solutions that work the way people and businesses work."

Pitney Bowes is a $4.2 billion global provider of informed mail and messaging management. For more information on the company, visit www.pitneybowes.com.

Coca-Cola -Diversity as a Business Strategy

The Coca-Cola business is the most diverse business on earth, as local producers and neighborhood retailers serve Coca-Cola to consumers in some 200 countries. That diversity, in turn, guides the daily actions of The Coca-Cola Company.

"The very foundation of our success is the connection Coca-Cola makes with the world around us," said chairman and CEO Doug Daft. "That's why it is so important that our business and our workforce reflect the diversity of the world we serve."

Long one of the world's leading corporate citizens, the Company has launched a number of initiatives to strengthen its diversity efforts. The vice president of Diversity Strategies and a Diversity Advisory Council report regularly to the CEO with plans for building diversity at the corporate level.

Minorities and women serve in leadership roles on the Board of Directors, as Company officers, as directors of business units and in key international positions.

Meanwhile, the Company extends its commitment through significant partnerships with minority suppliers. The Company this spring announced a five-year, $1 billion initiative to increase spending with minority and women suppliers, increase business partnerships in urban communities and foster additional alliances with minority financial institutions and other professional service companies.

An example of the latter is the planned alliance with Global Tech Financial LLC to manage the processing of loans and leases in the $1 billion loan portfolio of the Coca-Cola Financial Corporation (CCFC), which loans money to Coca-Cola bottlers worldwide. Carolyn Hogan Baldwin, an African-American woman who has served as CCFC president, will be the chief executive officer of the new company.

"For Coca-Cola - a brand as at home in Tokyo or Johannesburg as it is in Atlanta, diversity is a fundamental value and a strategic business imperative," Mr. Daft said. "Our Company is the undisputed leader in our industry, and we are committed to being at the head of the class when it comes to diversity."

Diversity and Competitive Advantage at Merck

Diversity is referred to as a goal, an end in itself, or simply "the right thing to do." [Yet] it may not be clear [to some] why diversity is good for business. It's not that we at Merck don't care about doing the right thing, but we believe that our job is to focus on our business.

To meet our financial goal of performing in the top quartile of leading health care companies, we need people who can discover and develop important new medicines and market them effectively around the world. We begin, then, with the simple premise that we need to hire and develop the best people. If they achieve their full potential, Merck will succeed. We don't isolate diversity as a distinct program; instead, we include it as an integral part of our business practices and training strategy. We expect all leaders at Merck to achieve key human resources goals-including diversity - and we use those goals to judge not only an individual manager's performance but also divisional and overall corporate performance. Whether it's in the lab or the marketplace, competitive advantage in a business like ours ultimately rests on innovation. To succeed, we must bring together talented and committed people with diverse perspectives - people who can challenge one another's thinking, people who collectively approach problems from multiple points of view. We will continue, therefore, to cast the widest net in our search for talent - because it is the smart thing to do.

Merck is well recognized for its diversity initiatives. We derive significant benefits from these programs. However, there is still more to be accomplished. We expect everyone, in all areas of Merck to continue to strive for excellence and continuous improvement.

FEDEX 

FedEx Express takes its commitment to diversity seriously. The company was built on a philosophy that puts people first. That philosophy, People-Service-Profit, or PS-P, maintains that when a company establishes a culture that is respectful and rewarding for employees, they will deliver exceptional service to customers. Customers, in turn, will reward the company with their business and loyalty, creating a profitable enterprise that can provide job satisfaction and job security for its employees.

FedEx Express has received many awards from organizations around the world recognizing us as one of the best places for minorities to work and for minority supplier opportunities. The company created a Corporate Culture and Awareness department three years ago to ensure that our culture is sensitive and inclusive of the various cultures within our business environment.

"At FedEx Express, we feel the key to having a vital and diverse workforce is recognizing the common ground we all share while, at the same time, celebrating the differences that exist between us. These differences enrich us and make us stronger," says David J. Bronczek, president and CEO of FedEx Express.

FedEx Express, a subsidiary of FedEx Corp., connects areas that generate 90% of the world's gross domestic product in 24-48 hours with door-to-door, customs-cleared service and a money-back guarantee. The company's unmatched air route authorities and infrastructure make it the world's largest express transportation company, providing fast, reliable and time-definite transportation of more than 3.3 million items to 210 countries each working day. FedEx Express employs more than 150,000 employees and has more than 43,000 drop-off locations, 650 aircraft and 45,000 vehicles in its integrated global network. The company maintains electronic connections with more than 2.0 million customers via FedEx Powership[R], FedEx Ship[R] and FedEx interNetShip[R]. Federal Express reported revenues of $14.0 billion for its fiscal year ended May 31, 1999.

New York Life

"Progressive, successful companies like New York Life need diversity in their corporate culture. Bringing talented people together with different viewpoints creates synergies and fosters creative thinking, innovation and problem solving," said Sy Sternberg, chairman, president and CEO to underscore the importance of this initiative.

New York Life Insurance Company is proud of its commitment to diversity in our workplace. Through a variety of recruitment and training programs we strive to maintain a diverse, productive office environment built on mutual respect and appreciation. Our active participation with a variety of community organizations (eg, National Urban League, NAACP) demonstrates our goal to provide career development opportunities for all qualified employees.

New York Life aggressively recruits minority employees at all levels of the company. Organizations like Inroads and The Consortium for Graduate Study in Management enable us to attract and hire talented, high-achieving minority students from high school, college and graduate programs. New York Life also participates in minority career fairs to attract qualified employees. Additionally, we engage search firms to provide us with a diverse pool of qualified candidates to fill officer level positions within the organization. Each department in the company has a diversity officer to ensure that the applicant pool for each open position is fair and balanced.

New York Life believes it is just as important to foster the development of all employees. Employees are provided with the opportunity to pursue their career goals and maximize their professional potential through numerous on-site training programs. Through company-sponsored external organizations such as Minority Interchange, New York Life and its employees participate in developmental and community activities that benefit the employees, New York Life, and the Minority Interchange organization.

To create a corporate culture that supports diversity, all company employees and managers must participate in an interactive workshop to encourage a greater appreciation for differences among employees. The "Mutual Respect" program, facilitated by our in-house Equal Employment Opportunity staff, reinforces that diversity can be beneficial since each person brings unique skills, background, and experiences to the their job. Employees walk away with the knowledge that differences enrich our lives and the environment in which we work.

New York Life continues to review and update its diversity programs to ensure that all employees are provided with the opportunity to grow and succeed in their professional career with New York Life.