Empowered People

Diversity & Inclusion

“We connect millions of customers from across the globe every day, making it a business imperative for our workforce to be like and think like the vast communities we serve. We strive to create an inclusive work environment, which embraces employees by encouraging, valuing and leveraging diversity of thought and perspective. Diversity exists everywhere around us, but it is our approach to inclusion which helps UPS to recognize, develop and maximize the skills of our global workforce.”

— Amy Whitley, UPS Chief Diversity & Inclusion Officer

As a global company, we believe our culture should reflect the diversity and inclusion that thrives inside and outside our walls. That’s why we so strongly embrace the unique ideas and philosophies of our people who live and work in more than 220 countries and territories worldwide. Understanding their cultural backgrounds helps UPS to better serve our customers’ needs and in turn improves our economic and social sustainability.

Our Employee Diversity & Inclusion Strategy 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 that strategy, UPS’s definition of diversity extends beyond race, age and gender to also include differences in ethnicity, sexual orientation, gender identity, education, religion, physical ability, values, backgrounds and experiences.

Business Resource Groups

UPS Business Resource Groups (BRGs) 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 and Diversity Leadership Development Programs that UPS launched in 2006 and 2010, respectively. Because of the success of those initiatives, we expanded the program in 2012 to include African American, Asian American, Hispanic/Latino, Individuals with Disabilities, Lesbian, Gay, Bisexual, Transgender, and Allies (LGBTA), Millennial, Veterans, as well as Women’s Leadership Development groups.

In 2013, UPS made BRG improvements once again. We connected executive sponsors at the highest levels of UPS with our BRGs, so the groups can better align their objectives with those of the company. All BRGs now have sponsors who can help maximize skill development and networking opportunities. At the end of 2013, we had 49 chartered BRGs in the United States and 15 International Women’s Leadership Development groups, all of which are making significant contributions to employee development, business growth and community support.

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

In 2013, UPS committed to hiring 50,000 veterans over the next five years as a part of the Joining Forces Program. We also pledged to donate 25,000 employee volunteer hours helping veterans and the Veterans Service Organizations (VSOs).

We are also among the largest corporate supporters of the National Urban League’s Black Executive Exchange Program (BEEP). The program links industries, government and historically black colleges and universities by harnessing the collective efforts of African American executives. Every year, 50 UPS executives volunteer to serve as visiting professors at participating colleges where they can act as role models and provide important learning opportunities to students. BEEP executives also participate in networking sessions, workshops and mock interviews that teach students about realities of the business world.

CatalystHACR and OCA – Asian Pacific American Advocates are additional groups we support to help promote the importance of diversity and inclusion.

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: Growing the Business, Talent Management and Brand Management.

Growing the Business:

Attracting and retaining customers, increasing market share in diverse communities, building strong one-on-one relationships with key stakeholders in diverse communities, building and maintaining a strong supplier diversity effort and allocating resources to diversity and inclusion.

Talent Management:

Recruiting and retaining top diversity talent, providing visible career development, building and maintaining a strong pipeline of diverse talent, focusing on senior-level diversity and, in general, being an employer of choice for diverse talent.

Brand Management:

Being recognized globally for our integrity and excellence, maintaining a strong corporate sustainability effort, focusing on satisfying the needs of our internal (employees) and external (customers and communities) constituents, engaging our stakeholders and supporting diverse communities.

We go beyond statements and policies by regularly measuring our employees’ opinions and perceptions. We conduct an Employee Engagement Survey that features a Diversity & Inclusion Index. The Index includes questions related to Diversity & Inclusion. This is an important step, because while it’s easy to measure statistics on diversity, it is more difficult to quantify whether people feel fully included and involved.

For more information about how we support diversity through our philanthropic and corporate citizenship efforts, visit The UPS Foundation.