Kodak 2003 Annual Report Download - page 140

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Kodak’s global efforts to encourage diversity and inclusion made important
strides during 2003. The Company gained much external recognition for
its achievements, improving its position as an employer of choice and a
company respected by a wide variety of cultures and communities.
LEADERSHIP
In September 2003, Kodak appointed Essie L.
Calhoun as Chief Diversity Officer (CDO).
Calhoun, who previously served as Director of
Multicultural Marketing, continues in her role as
Director of Community Affairs. A corporate vice
president, Calhoun brings 21 years of Kodak
experience in business and community affairs
to her new assignment, and leads a combined
Global Diversity & Community Affairs organiza-
tion.
In 2003, the External Diversity Advisory Panel concluded its two-year
charter by presenting final recommendations to Kodak’s Board of
Directors. This panel of respected outside experts reviewed internal and
external factors that will ensure a diverse, inclusive workforce in the
future. In its final summary to Kodak, the panel praised Kodak’s progress
as a “model” for corporate diversity programs, and recommended that the
Company:
• Set a goal of maintaining a workforce whose multicultural makeup
matches the available labor force in the U.S. by December 2006.
• Institutionalize its Winning and Inclusive Culture strategy (WIC) as the
social foundation of the Kodak Operating System (KOS). The WIC strate-
gy forms the basis of teamwork and employee interactions at Kodak.
KOS is the system Kodak uses to drive productivity and reduce waste in
its operations.
• Ensure adherence to the Kodak values at all operations globally, so that
Kodak’s values are shared with, and affirmed by, current and new
employees worldwide.
• Form an internal diversity panel of senior leaders with global represen-
tation. As Kodak’s operations become more global and multicultural, the
panel said, its leaders worldwide must guide its diversity and inclusion
efforts.
• Expand efforts to address global challenges in education—especially
with respect to women and people of color in the U.S.—and support
global initiatives0 that address educational opportunities in key markets.
COMMUNICATION
A new section of the Kodak website, www.kodak.com/go/diversity, fea-
tures Kodak employees’ views on diversity, news of our diversity achieve-
ments, messages from Chairman and CEO Daniel A. Carp and CDO Essie
L. Calhoun and links to other online diversity resources. The Company
worked to build awareness for its diversity and inclusion initiatives, result-
ing in articles in The New York Times, Washington Post, Business Week,
Fortune and USA Today. In addition, Kodak employees learned of Kodak’s
diversity and inclusion initiatives through internal publications, presenta-
tions and intranet updates.
KODAK’S COMMITMENT TO AN INCLUSIVE
WORKFORCE
Kodak conducts business in a competitive global environment. Its cus-
tomers, markets and employees span many cultures and backgrounds.
This reality guides recruitment and retention efforts at Kodak.
In 2003, despite workforce reductions and continuing global eco-
nomic uncertainties, the Company worked to sustain its diverse U.S. work-
force demographics for women and people of color. The restructuring and
consolidation of subsidiary operations, however, included reductions that
affected the Company’s overall workforce diversity levels.
EASTMAN KODAK COMPANY
UNITED STATES WORKFORCE
% Women % People of Color
Year End 03 02 01 03 02 01
Total U.S. Employees 36% 36% 37% 20% 21% 21%
Board of Directors 25% 30% 36% 33% 30% 21%
Senior Managers,
Directors, Managers
and Supervisors 26% 33% 32% 12% 14% 13%
Exempt Individual
Contributors 28% 28% 29% 12% 12% 11%
Nonexempt Contributors 40% 40% 40% 24% 25% 25%
VOICES OF EMPLOYEES
Kodak sponsors eight employee networks, which support a culture of
inclusion and measure the pulse of cultural developments at the grass-
roots level. These networks—Women’s Forum of Kodak Employees,
Network North Star for African Americans, HOLA for Hispanic and Latino
employees, VetNet for employees who served in the military, Empower for
employees with disabilities, Lambda Network at Kodak for gay, lesbian,
bisexual and transgender employees, Native American Council at Kodak
and Asia-Pacific Exchange —have given rise to affiliated employee net-
works elsewhere in the U.S., Japan, Latin America and Asia.
CEO DIVERSITY AWARD
The Kodak CEO Diversity Award annually recognizes a Kodak executive
who demonstrates exemplary leadership and embraces the mindset and
behaviors that lead to a diverse and inclusive work group. Candidates are
judged on their ability to leverage diversity and inclusion to achieve busi-
ness objectives, and maximize the potential of individuals and the organi-
zation.
Ann Turner, Regional Business General
Manager, Entertainment Imaging, and a Kodak
vice president, received the 2003 CEO Diversity
Award in March 2004. Turner, whose responsi-
bilities include leading Entertainment Imaging’s
sales offices in the eastern U.S. and Canada,
has recruited and promoted candidates of
diverse backgrounds, and encouraged diversity
and inclusion dialogues throughout her organi-
zation. Turner also furnished Kodak products
ESSIE L. CALHOUN
2003 Global Diversity
ANN TURNER
The external Kodak Diversity Advisory Panel gave its recommenda-
tions to the Kodak board of directors in December, 2003. After receiving
and considering the panel’s recommendations, the board of directors
adopted the following resolution:
Resolved, the following items based on the recommendations of the external
Kodak Diversity Advisory Panel are adopted, and the Company's management
is authorized to take all reasonable steps necessary to implement them, as
deemed appropriate in the exercise of its business judgment.
Global Values and Globalization
• Have mechanisms to promote adherence to Kodak Values globally.
• Integrate Kodak Values into cost benefit analysis for new market
entrance.
• Set multicultural marketing goals by year-end 2004.
• Establish internal global senior diversity panel (1st Quarter 2004).
Leadership & Human Capital
• Strive to eliminate under-representation in job groups based on
availability by December 2006 in the U.S.
• Implement a process by year-end 2004 to determine root causes of
turnover.
• Leadership development should encourage/facilitate diverse and
diversity competent leaders at all levels.
Preparing the Workforce of Tomorrow
• Support local/national efforts and initiatives that address education
challenges in key global markets.
• Enable employees to obtain training and development for current and
future career needs.
• Institutionalize Winning & Inclusive Culture (WIC) as social system for
the Kodak Operating System (KOS).
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