Our commitment to diversity and inclusion dates back to a time long before it was required, popular or politically correct. In 1942, our then-Chairman Walter H. Wheeler boycotted a hotel when it refused to register an African-American Pitney Bowes salesman for a recognition event. The chairman became a role model for racial inclusion. Since then, the company has been recognized consistently for its strong commitment to a diverse workforce and culture of inclusion.

At Pitney Bowes, diversity embraces all the ways in which we differ. We have created an environment of involvement, respect and connection, so that the full range of ideas and experiences are used to generate business value. Our diversity helps us to better understand evolving markets, connect with our global customer base, develop innovative solutions and attract and retain outstanding talent.

We have a strategic approach to managing diversity, with overall accountability at the board and CEO level. Business unit presidents and their senior reports are accountable for the success of diversity initiatives within their businesses. Each business develops its own plans and objectives for valuing and leveraging diversity. In turn, these plans are linked to performance standards that determine business unit ratings reviewed by the CEO and board of directors. Compensation for senior management is tied to success in meeting diversity objectives.

Our approach has four dimensions:

  • Representation: Monitor the composition of our workforce and seek to reflect the diversity of available talent at company locations
  • Recruitment: Work with external partners such as the Women Engineers and the Black Engineers Associations to recruit people who will strengthen our diversity
  • Retention: Offer web-based seminars, networking sessions, speaker events and conferences to help develop a diverse group of talent
  • Leadership: Senior executives play an active role in our seminar and networking programs. We have a diversity leadership development program for key women and people of color to help them grow their skills, obtain cross-functional experience and gain senior-level visibility.

Diversity and Inclusion Council
Pitney Bowes established the International Diversity and Inclusion Council in 2007 to build awareness about diversity in the many countries where we operate. Since then, the Council has:

  • Reviewed diversity practices in other leading companies to identify potential ways in which we can improve
  • Started a “speed networking” program and hosted events to broaden employees’ networking opportunities
  • Reviewed workplace flexibility practices to identify the needs across countries
  • Developed diversity training programs in France and the United Kingdom, to be rolled out to more countries in 2009
  • Created communications on the theme, “PB lets me be me”
  • Launched a Diamond Awards program to recognize international employees for leadership in diversity and inclusion. This year there were five winners from France and the U.K., out of 62 nominees across numerous countries.
External recognition
Our approach has won us global recognition:
  • Black Enterprise, Top 40 Best Companies for Diversity (2008, 2007, 2006, 2005)
  • Hispanic Enterprise, Top 50 Corporations for Supplier Diversity (2008)
  • DiversityMBA Magazine, Top 50 Companies for Diverse Managers to Work (2008)
  • Diversity/Careers in Engineering & IT, Best Diversity Company (2008).

Case Study: Women's Leadership Conference
In 2008 we held a company-wide Women’s Leadership Conference to empower, inspire and recognize women throughout Pitney Bowes as architects of change and key contributors to our success.

Case Study: Employer of the Year
In 2007 a Pitney Bowes team in the United Kingdom won the “Employer of the Year” award from the organization Tomorrow's People. Tomorrow’s People is a UK charity with a 20-year record of helping people emerge from unemployment, homelessness and dependence into jobs and self-sufficiency. Supported by our client, Citigroup, the team worked with numerous charities and succeeded in placing as much as 30% of current staff from these organizations’ referrals.