Born to Serve

Rick Stoner stands outside George's School in Ethiopia, dedicated in 2005 to the memory of longtime Cummins executive George Fauerbach. The school was built with donations from Cummins' executives in honor of their colleague who died in 2002 at age 55.

Former Cummins executive retiring from post with Save the Children

Given his upbringing, it’s perhaps no surprise Rick Stoner would end up bringing the business skills he learned at Cummins to Save the Children, the global charity dedicated to helping children in need.

Stoner will retire as Save the Children’s SVP International Programs and Chief Operating Officer on Oct. 1. He is the son of Richard B. Stoner, Vice Chairman of the Cummins Board of Directors for 20 years and a close associate of visionary Cummins’ Chairman and CEO J. Irwin Miller.

Miller and the elder Stoner shared a passion for civil rights, a belief in the life-changing power of education and a world view that extended far beyond the borders of Indiana. They would pass down those qualities to their children.

“My father had a tremendous influence on me,” said Rick Stoner, 66. “His values, his sense of fairness and his drive to improve all aspects of community life inspired me. And you couldn’t grow up in Columbus at that time without being influenced by the culture. The culture and the community leaders were very service oriented.”

Stoner’s upbringing may have led him to Save the Children, but without question his nearly 23 years at Cummins has had a huge influence on the global charity.

During his 13 years with Save the Children, Stoner put a major emphasis on making a difference for children by improving systems, strategic planning, succession planning and increasing accountability throughout the organization.  He also worked to help strengthen collaboration globally.

Stoner says the differences between Cummins and Save the Children are not as great as one might think. The charity’s divisions are a lot like Cummins’ business units, he said, and the two entities have “very similar values despite different missions.”

A momentous decision

A decision Stoner made after graduating from Yale would also have a major impact on his life as well as his career. Stoner decided to join the Peace Corps, serving in Ethiopia as a teacher in a small rural community.
The move started a lifelong love of Africa that would influence his decision to join Cummins. Stoner also met his wife, Elizabeth, in Addis Ababa, Ethiopia’s capital.

Stoner decided to go to law school after the Peace Corps, following his father’s footsteps by attending Harvard.  He subsequently joined then U.S. Rep. Lee Hamilton’s staff in Washington, D.C.—“another great leader and life-long mentor,” he says.

Joining Cummins at that point was the furthest thing from his mind but then he was approached about becoming General Manager of the Company’s Africa operations based in London. That just happened to be where his wife’s family was living after fleeing unrest in Ethiopia in the 1970s. On both a personal and professional level, it was too good an opportunity to pass up.

For the better part of 15 years, Stoner lived in England, serving as General Manager of the Company’s Africa and Middle East operations, then Manager of the Daventry engine plant, and Managing Director of Holset Engineering (Cummins Turbo Technologies today) before returning to Columbus to take on a number of other executive assignments.

For a time, he supervised a promising young executive named Tom Linebarger.

“He always wanted me to be excited and motivated about the work I was doing,” recalled Linebarger, now Cummins Chairman and CEO. “He was just a really good human being and the kind of person you might expect would be very interested in working with a group like Save the Children.”

The big change

While he enjoyed his work at Cummins, Stoner never lost his passion for teaching and development work and his love of Africa. He began having conversations with his supervisors about his interests. Eventually, it was suggested that he check out Save the Children.

Stoner found that he liked the organization’s mission and approach. He met with the group’s top leaders and they felt he could bring something valuable to the organization.

But they did not want him to go directly to Africa. Stoner was told if he spent two years in Save the Children’s headquarters in Connecticut improving the organization’s child sponsorship operations and learning more about Save the Children, they would find him a post in Africa.

He first became a Cummins executive on loan to Save the Children in 1999. Then in 2001, he officially left the Company and became a full time employee with Save the Children. Stoner helped implement major improvements in the child sponsorship management and programming model and was then on his way to Africa.

“I had gotten my dream job,” he said.

A new career

Stoner would end up spending six years in Africa with Save the Children, overseeing the agency’s efforts to help children in eleven countries. Africa represents about 40 percent of Save the Children’s total operations.

He traveled back to the United States fairly frequently in that position, which was good because his father was suffering from Alzheimer’s disease (Richard B Stoner died in 2008). When Rick Stoner’s two daughters were married, he and Elizabeth knew it was time to move back to the United States.

At that time, Save the Children globally was organized largely along National Member lines. Stoner was asked to help find a way to merge the various in-country operations so Save the Children would operate more efficiently. He says the lessons he learned at Cummins served him especially well.

While Stoner is proud of that work, he’s also very proud of the schools he helped to start in Africa – some replacing mud huts that were serving as many as 120 students in a classroom.

“That has been a tremendous experience,” Stoner said. “The children are so motivated to learn.  The schools we established have created opportunities that weren’t there before.”

For the past year, Stoner has been serving as Save the Children’s Chief Operating Officer. In that capacity, he’s been looking for good leaders, developing succession plans, including his own, and urging managers to improve their systems while helping Save the Children transition into a global organization.

“The kinds of things a Chief Operating Officer would do at any company,” said Stoner, who plans to continue serving the organization as a part-time volunteer after he retires.

Stoner has made a huge difference at Save the Children, according to Glyn Price, who himself is a former Cummins executive. Stoner was one of Price’s supervisors at Cummins and his example inspired Price to retire early and join Save the Children to pursue his passion for helping the people of Haiti.

“Rick brought an awful lot of business thinking and strategy to the not-for-profit business,” Price said. “That’s definitely his legacy here.”

blair claflin director of sustainability communications

Blair Claflin

Blair Claflin is the Director of Sustainability Communications for Cummins Inc. Blair joined the Company in 2008 as the Diversity Communications Director. Blair comes from a newspaper background. He worked previously for the Indianapolis Star (2002-2008) and for the Des Moines Register (1997-2002) prior to that.

New Cummins Powers Women Program to Accelerate the Advancement of Women and Girls Around the World

by Anna Lintereur,
Cummins' Mary Chandler (right) greets Denise Raquel Dunning, founder of Rise Up, at Thursday's announcement.
Cummins' Mary Chandler (right) greets Denise Raquel Dunning, founder of Rise Up, at Thursday's announcement.

Cummins has been grounded since its founding in the belief that wherever the company operates, it will leave communities stronger than it found them. Building more prosperous communities isn’t just better for the people living in them, it’s better for the company’s business and society at large.

Now Cummins is helping to empower a global community that needs support – women and girls.

“Cummins’ mission is to make people’s lives better by powering a more prosperous world and Cummins Powers Women epitomizes this purpose,” said Tom Linebarger, Cummins Inc. Chairman and CEO. “One way we seek to better communities is by investing in programs that improve the lives of women and girls. We’ve seen firsthand the positive transformation that happens when we ensure diversity and inclusion within our organization, bringing more women into our business at every level.”

The Cummins Powers Women program is the company’s most ambitious community initiative ever, representing a multi-million dollar investment designed to create large-scale impact in the lives of women and girls globally. Through Cummins Powers Women, the company will partner with a network of global nonprofit organizations that have existing, proven programs with metrics in place. The programs will focus on areas where significant barriers exist to the advancement of girls and women, including grass-roots teaching and mentoring, financial empowerment through entrepreneurship, leadership training, and strategic guidance to non-profit leaders.

Today, women continue to face inequality. Around the world, girls are less likely to finish high school, more likely to be married against their will as children, and less likely to have career prospects. But when women and girls are educated, given opportunity and paid fairly, families and economies prosper.

“The growth and improvements we have seen in our own company through an inclusive environment for women are the catalyst for us to dream about a future for all women that includes abundant opportunity for global leadership, invention, skill and creativity – a world powered by women in which progress accelerates, invention amplifies and solutions become easier to find,” said Mary Titsworth Chandler, Vice President of Corporate Responsibility and Chief Executive Officer of the Cummins Foundation.

Cummins is focused on fixing the problem at its root and finding answers that will yield the greatest impact for women and girls to unlock their full power. The Cummins Leadership Team and regional leadership teams will spearhead this global effort, working closely with Cummins’ nonprofit partners in their regions and local communities.

The company knows that for many of its leaders, this work isn’t just a professional issue. It’s a personal one, too. It’s about our mothers, daughters, sisters, friends and neighbors. After all, as Linebarger remarked, “Making an engine is hard. Making the world more just for women and girls is harder.”

Cummins is ready to take on this challenge.

Anna Lintereur

Anna Lintereur is Chief of Staff and Communications Manager for Corporate Responsibility at Cummins Inc. She joined the company in 2010, serving in a variety of roles including global communications leader for Corporate Responsibility and project manager for the construction of Cummins’ Distribution Business headquarters in Indianapolis. Prior to joining Cummins, she worked for Irwin Financial Corporation for more than 12 years.

Cummins Employees Set Record Building Stronger Communities Around the World

Cummins employees in Malaysia celebrate bringing solar lighting to a village without electricity.
Cummins employees in Malaysia celebrate bringing solar lighting to a village without electricity.

The solar lights Cummins employees built using discarded plastic bottles will deliver more than illumination for villages without electricity, according to Jason Chong, General Manager of Cummins Sales & Service in Malaysia.

“The most important impact is that they give hope to communities for a brighter future,” Chong said of the initiative that started in August 2017 in the Philippines and continued in November in Malaysia. “It significantly improves the safety environment of rural communities by providing lighting for foot paths and also homes, while removing potential fire hazards, such as traditional kerosene lamps.”

The Cummins’ “Liter of Light” initiative was one of hundreds of community service projects undertaken across the company during a record-setting year for employee engagement in the Every Employee Every Community (EEEC) program.

A best-ever 82.5 percent of eligible employees and contractors – 56,646 people in all – participated in the company’s Corporate Responsibility program in 2017. It’s the third consecutive year EEEC engagement has topped 80 percent for employees and eligible contractors, well above Cummins’ goal of 70 percent participation.

“It’s such an honor to work with so many people dedicated to improving the communities where our employees live and where the company does business,” said Mary Titsworth Chandler, CEO of the Cummins Foundation and the company’s Vice President – Corporate Responsibility. “Building stronger communities is truly aligned with our mission of making people’s lives better by powering a more prosperous world.”

Under the company’s EEEC program, employees can work four hours on community service projects and longer with their supervisors’ approval. Through EEEC, Cummins invests thousands of employee hours in projects around the world.

EEEC initiatives in 2017 included an effort to provide career counseling and guidance to high school students in Ghana, a project to help immigrants in Germany with communications and cultural skills, and a tech literacy program in Indianapolis, Indiana (U.S.A.) that taught computer basics to students at a low-performing school.

The Liter of Light project in Malaysia is unusual in that it covers all three of Cummins’ corporate responsibility priority areas – the environment, education and equality of opportunity.

The project partnered with the non-governmental organization Incitement on the international effort that uses discarded plastic bottles to build the solar lights in communities without electricity. Filling the bottles with a little water and bleach and inserting a bulb inside of a test tube creates a light fixture that can be inexpensively paired with a small panel drawing energy from the sun.

The lights improve the environment by finding a use for the plastic bottles. The project is educational because village residents learn how to build additional lights and make any necessary repairs. And by providing light to guard against everything from fires to wild animal attacks, Liter of Light helps villagers focus on improving their lives and the lives of their families.

The Liter of Light project creates illuminated pathways, enhancing safety in villages without electricity.
Cummins employees install poles for the solar lights.

“The project is really meaningful,” said Johnnie Ang, Cummins Malaysia’s Community Involvement Team leader. “The solar powered lights are simple to build and will help people who really need it.”

To learn more about Cummins’ long history of Corporate Responsibility, click here.


blair claflin director of sustainability communications

Blair Claflin

Blair Claflin is the Director of Sustainability Communications for Cummins Inc. Blair joined the Company in 2008 as the Diversity Communications Director. Blair comes from a newspaper background. He worked previously for the Indianapolis Star (2002-2008) and for the Des Moines Register (1997-2002) prior to that.

For Cummins engineers, these road trips mean going to extremes

A validation team makes its way up a mountain road at Loveland Pass (6.7 percent grade at 11,990 feet), during testing of Cummins’ X12 engine in Colorado (U.S.A.) earlier this year.
A validation team makes its way up a mountain road at Loveland Pass (6.7 percent grade at 11,990 feet), during testing of Cummins’ X12 engine in Colorado (U.S.A.) earlier this year.

Cummins engineer Trent Berardi was in trouble. Usually frigid Fargo, North Dakota (U.S.A.), was too warm.

With his team ready for two-and-a-half weeks of testing Cummins’ X12 engine under extreme winter conditions, Berardi had to quickly find cold temperatures close enough to his base in Columbus, Indiana (U.S.A.), to stay on time and budget. Then he got the good news: Idaho Falls, Idaho (U.S.A.), was having a cold snap.

“Thankfully, we found the temperatures we were looking for relatively nearby,” Berardi recalled.

Such is the life of a validation engineer, the last line of defense before a Cummins product reaches the customer.

These engineers oversee final testing to make sure a new engine platform or another Cummins product works when installed in a truck or other equipment.

The testing frequently includes a two-to-three week road trip to see what happens when the engine is stressed by extreme temperatures or elevation. Engineers say some things can only be discovered on the road.

“You’re looking for gaps between systems,” said Berardi, a Senior Validation Engineer in the Cummins Engine Business. “It’s like playing chess on a three-dimensional board.”

Cummins Engineer Trent Berardi (center, with laptop), talks to X12 team members during a stop in central Utah (U.S.A.) earlier this year.
Cummins engineer Trent Berardi (center, with laptop), talks to X12 team members during a stop in central Utah (U.S.A.) earlier this year.


Validation testing takes place not only at Cummins facilities in the U.S., but in China, India, the U.K. and elsewhere. U.S.-based teams have traveled as far as Fairbanks, Alaska, and Death Valley, California, to find the ideal combination of temperature and grade.

In the U.S., trips can include 8 to 10 vehicles, counting support vehicles, and as many as two-dozen engineers, some flying in to observe just part of the testing.

Winter trips mean temperatures as low as 40 degrees below zero Fahrenheit (- 40° Celsius). Summer trips can include daytime highs up to 120°F (49° Celsius). Elevation testing usually takes place at 10,000 to 12,000 feet (3,048 to 3,658 meters) above sea level.

A 17-hour day is pretty common and the most important hotel amenity is truck parking. Hotel parking lots are frequently used for emergency repairs.

Despite the challenging conditions, validation engineers say they love the trips.

“I think it’s the chance to really see how our products work,” said Jeffrey Friend, a Controls Performance Engineer based in Columbus who estimates he’s been on about 30 validation trips over 17 years with Cummins. “You’re out there with engineers who are experts in their field and there’s no phone calls, no meetings, you just focus on the product.”

The testing usually involves traversing steep grades, or going from zero to 60 miles-per-hour (97 kilometers-per-hour) as rapidly as possible – commonly referred to as “drag racing” by validation engineers.

The fun really begins, they say, when they “break something” – a catchall term that could involve just about anything limiting performance. Then the team has to figure out how to make improvements.

“That’s when you get a chance to find something you can improve on before our product gets in the hands of the customer,” said Beth Wendel, a Validation Group Leader in the Engine Business. “That can be very exhilarating.”

A validation team stops along the Alcan Highway near Haines Junction in the Canadian Yukon, where the record low temperature is 54 degrees below zero Fahrenheit.
A validation team stops along the Alcan Highway near Haines Junction in the Canadian Yukon, where the record low temperature is 54 degrees below zero Fahrenheit.



After a 6-month college internship on an oil tanker crossing pirate-infested waters off the coast of West Africa, Chitresh Sharma rarely gets car sick even going up and down mountain roads looking at data on his laptop.

But the Senior Engineer in Product Validation at Cummins vividly remembers his time in a truck making run after run to test a Cummins engine in the desert outside Las Vegas, Nevada (U.S.A.). He asked the technician driving the truck they shared to turn off the air conditioning and roll up the windows to reduce drag as much as possible.

Sharma will soon be taking a new position in Cummins’ supply chain organization, but he says “I know I’ll miss this job, and I think I’ll end up missing these trips most of all.”

Friend recalls how one team he was with solved the lack of suitable restaurants in Death Valley by storing deli trays in a refrigerated truck they were testing, and during a break in the desert backing it up to another truck, creating a cool area to eat.

“Problem solving is really central to all aspects of these trips,” he said.

Perhaps no one has more stories about validation testing than Greg Sitzman, a Mechanical Engineering Associate based at the Cummins Technical Center in Columbus. He estimates he’s been on 50 validation trips over 10 years with the company.

Sitzman has been to Alaska five times, Death Valley, International Falls, Minnesota, and many other locations. He’s driven the Alcan Highway dividing Canada and Alaska, and put chains on a test truck to keep it from sliding through the Rocky Mountains. Once he even made a repair near Yellowknife in Canada’s Northwest Territories parked on a frozen lake. That enabled him to easily slide under the truck.

But he says what he likes best about the trips is the camaraderie.

“To me, while I enjoy the challenges, what makes these trips special are the people,” Sitzman said. “They make it fun. They are just good people to be with.”



blair claflin director of sustainability communications

Blair Claflin

Blair Claflin is the Director of Sustainability Communications for Cummins Inc. Blair joined the Company in 2008 as the Diversity Communications Director. Blair comes from a newspaper background. He worked previously for the Indianapolis Star (2002-2008) and for the Des Moines Register (1997-2002) prior to that.

Cummins Hero Spotlight

This month, we’re saluting Anna Patton as a Cummins Hero, nominated through our HERO program. Anna is a remarkable nine-year-old, nominated for her dedication to helping kids with cancer.

When Anna’s aunt died of cancer last spring, she was devastated, but quickly turned her thoughts to helping others. Anna wanted to help bring a little Christmas magic to kids with cancer who were stuck in the hospital for the holidays. When her mom told her “your heart’s bigger than my wallet”, she decided to set out an ambitious plan to buy bald American Girl dolls to donate to Nationwide Children’s Hospital. Anna spent months collecting and recycling aluminum cans and bottles to raise money. By Thanksgiving of 2016, she far exceeded her goal of buying one doll – she was able to donate four.

This year, Anna decided to expand her fundraising efforts. She has started selling handmade crafts and candles, as well as continuing her recycling operations to reach her goal of donating ten dolls this year. She’s well on her way, with $500 raised, enough to buy four dolls. Anna will be starting third grade this fall – the Cummins team wishes her good luck!



Real heroes are all around us, making the world a better place each day. They come in all shapes and sizes and from every walk of life. And the thing is, most heroes don’t even think of themselves that way.

At Cummins, we’d like to change all that, but we need your help to do it. If you know someone like Anna, who goes above and beyond to improve the community or the lives of others, take a few minutes to tell us all about them. Learn more and fill out a nomination form by visiting our site.

Cummins Office Building

Cummins Inc.

Cummins is a global power leader that designs, manufactures, sells and services diesel and alternative fuel engines from 2.8 to 95 liters, diesel and alternative-fueled electrical generator sets from 2.5 to 3,500 kW, as well as related components and technology. Cummins serves its customers through its network of 600 company-owned and independent distributor facilities and more than 7,200 dealer locations in over 190 countries and territories.

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