Diversity & Inclusion
In the global business arena, diversity is no longer about workplace compliance. Today diversity and inclusion are core drivers for business growth and central to a company’s identity. By leveraging diverse perspectives and creating inclusive environments, companies are improving organizational effectiveness, cultivating innovation, and driving growth. Diversity and inclusion also enable companies to adapt and excel in an ever-evolving global marketplace.
At UPS, diversity and inclusion benefit the economic sustainability of our business by helping us to better understand and meet customer needs, as well as strengthening our workplace environment so that employees can be more successful. We want to be a model for how diversity and inclusion can create business and societal value.
Our diversity and inclusion mission is to connect and empower our employees, customers, suppliers, and communities for success, embracing the dynamics of different backgrounds, experiences, and perspectives to propel our growth. It represents our commitment to creating an environment where all employees feel valued, respected and fully engaged to contribute to our future success.
In support of this mission, UPS’s definition of diversity extends beyond race, age and gender to include differences in ethnicity, sexual orientation, gender identity, education, religion, physical ability, values, backgrounds and experiences. Inclusion occurs when everyone has an opportunity to fully participate in creating UPS’s business success and is valued for his or her distinctive skills, experiences and perspectives.
Business Resource Groups
UPS Business Resource Groups (BRGs) offer networking and learning opportunities outside of regular work teams, serve as an extension of our Diversity & Inclusion Strategy, and reflect our commitment to employee development and engagement. Each BRG has clearly defined mission and vision statements, as well as an activity plan that will help employees develop new skills and business insights by expanding their professional networks.
The current BRG Program is an evolution of Women’s Leadership Development Program that UPS launched in 2006. Because of the success of this initiative, we expanded the program in 2012 to include African American; Asian American; Hispanic/Latino; Focus on Abilities; Lesbian, Gay, Bisexual, Transgender, and Allies (LGBT&A); Millennials; Veterans; and Working Parents.
The number of BRGs chapters grew 27 percent in 2016, reflecting the passion and commitment of local BRG leaders and members. At the end of 2016, we had 150 locally chartered entities around the world, up from 118 chartered entities in 2015, 108 of which were locally chartered BRGs in the United States.
We connect executive advisors and executive sponsors at the highest levels of UPS with all of our BRGs so the groups can better align their objectives with those of the company. All of our BRGs continue to make significant contributions to leadership and talent development, driving growth and innovation, and supporting the communities we serve.
Community Internship Program
In addition to BRGs, senior-level managers are also highly involved with our Community Internship Program (CIP). Founded in 1968, CIP is a leadership development program that immerses UPS executives in the community, exposing them to a variety of social and economic challenges facing the unemployed, homeless and other vulnerable populations. While in the program, managers leave their jobs and families to spend three weeks living and working in San Francisco or New York City under the direction of an external coordinator affiliated with a local non-profit agency.
Since 2004, we’ve partnered with Donaldina Cameron House in San Francisco, a family service organization serving low-income Asian immigrants and families. In New York, we’ve partnered with the Henry Street Settlement since the launch of CIP, delivering a wide range of services to more than 100,000 New Yorkers each year.
While on assignment, interns are exposed to social challenges rarely seen in corporate America. Witnessing poverty, homelessness, illiteracy, unemployment, senior care, healthcare issues, housing issues, drug dependency and alcoholism firsthand aids in their development of key leadership competencies like decision-making, problem solving and partnership. It also enables our managers to work effectively in environments of tremendous change and encourages them to become the catalyst for it in their own communities.
Making an Impact
U.S. veterans are an ongoing focus of our recruitment efforts. In 2015, we launched a new website and free mobile app to help U.S. veterans and transitioning service members find civilian careers. The UPS Veteran Career Gateway and the UPS Military Transition App provide a powerful set of tools and a vast library of information for the entire job search process at UPS and beyond. The free resources include an interactive map of available UPS positions, a direct link to the application process, and a unique Military Skills Translator — a job-matching tool that suggests specific UPS job openings based on a veteran’s military occupation. For jobs outside UPS, the website and app offer articles and videos with advice on networking, making the most of job fairs, using discharge papers to improve resumes, interviewing, and more, as well as links to job boards and fairs, and training programs.
In 2015, we also launched the Veterans Management Training Program, designed and developed by our Corporate Leadership and Talent Development team. The three-month program is a recruitment and placement effort for transitioning military officers interested in leveraging their leadership experience in the private sector. We piloted the program in Seattle with five service members embedded in UPS operations, observing and shadowing frontline management as they performed their job responsibilities. Four of the five participants were hired at the conclusion of the 12-week program. We plan to expand the program in 2016 to additional locations, increase the number of cohorts, and implement enhancements to make it sustainable over the long term.
As part of the White House’s Joining Forces program, UPS is committed to hiring 50,000 veterans by the end of 2018 and supporting veterans and Veteran Service Organizations with 50,000 employee-volunteer hours. Since making this pledge in 2013, we have hired over 45,700 veterans, more than 15,700 of whom joined the company in 2015.
Diversity & Inclusion Governance
The UPS Corporate Diversity & Inclusion Council’s role is to oversee the administration of UPS’s Diversity & Inclusion strategy. The Council, which was established in 1997, is organized around the focus areas of: Employees, Customers, Communities and Suppliers
Energizing a fair, inclusive and authentic workplace for our employees that embraces and invests in the growth of our committed people who bring varied experience, backgrounds and expertise to every aspect of our business.
Supporting customers around the world who bring varied business opportunities and challenges, and growing together by ensuring their success and well-being.
Creating opportunities and empowering all people in the thousands of communities where we live and do business every day.
Using our combined expertise to serve our customers’ evolving needs and the sustainable growth of our company.
For more information about how we support diversity through our philanthropic and corporate citizenship efforts, visit The UPS Foundation.
Who We Are
All of this adds up to make a clearer picture of what we are doing to empower our people and service partners with the information, tools, and authority to serve the needs of our customers. Here is a snapshot of the people who make up UPS: