I Am #HeForShe: Cummins Director of Market Innovation, Tim Proctor

March is Women's History Month. To celebrate, we're featuring an ongoing series of articles throughout the month highlighting gender equality champions at Cummins Inc.

These Cummins employees have each taken the UN’s #HeForShe pledge, joining over 1.3 million individuals who are taking action to create a gender-equal world. We’ll feature one profile a day starting Monday, March 6, 2017 through Friday, March 10, 2017.

The fourth Q&A in our #HeForShe profile series features Tim Proctor, Executive Director of Product Management and Market Innovation, Cummins Inc. Tim has been with Cummins for 12 years.

Cummins - He For She - Tim - T

 

Q. What is your motivation/reason to be an advocate for women and gender equality?

"I want to help promote gender equality because it's critical for us to work in an environment where everyone can bring their whole self to work and do their best work. Promoting diversity in our teams brings greater innovation to the products we design and makes Cummins a fun and inspiring place to work."

Q. Do you have any words of advice/wisdom/encouragement for women in the workplace?

"Seek out work that you're passionate about and work for people that inspire you."

Q. What are some ways that men can be champions and advocate for gender equality?

"The first step is simple - just let people know that you think it's important!"

Related Resources

Hear from the rest of Cummins' gender equality champions in our ongoing #HeForShe profile series.

For more information on the HeForShe movement or to take the #HeForShe pledge, visit HeForShe.org. You can also follow the movement on Twitter and Facebook.

Katherine Vujovich

Katherine Vujovich is a Communication Specialist for Cummins Inc. with a focus on Human Resources communications. Prior to joining Cummins in 2011, she worked for the Chicago White Sox. Katherine is a graduate of Indiana University and lives in Indianapolis.

Op-ed: We must speak up and act to end racial inequality

Cummins and Eli Lilly and Co logos

The following op-ed originally appeared in the June 5, 2020 edition of The Indianapolis Star.

The past few weeks have been difficult. We are horrified and angered by the killing of George Floyd in Minneapolis and the other acts of discrimination and violence against Black people that we have seen across the U.S. The anger and frustration spilling into the streets reflects longstanding problems that we must address. 

In the U.S., Black people are subject to systemic racism and discriminatory practices in all parts of the country and all sectors of our society. Our education, economic and criminal justice systems are all rife with inequality based on race.  

It pains us that we have such deep-rooted racial and structural inequality in our country. And it saddens us that despite decades of discussion and promises of change, America has not made enough progress.

We live in one country, yet how we each experience our country can depend on our race. For example, how we experience law enforcement – as protectors or as oppressors – is very different. Each new incident of racial profiling or police violence deepens the trauma for members of the Black community. The protests we are seeing are a manifestation of this trauma. Treating the protests with contempt rather than seeking to understand the underlying frustration will only further the divide. Ask yourself, how would you feel if your children or loved ones were under constant threat and what would you do to protect them? 

Actions speak louder than words. Today, we commit to using our voices and our roles as business leaders to speak up and speak out. 

First, we will engage with Black-led groups and civil liberties organizations to listen to their issues and to support them both financially and with resources and skills within our respective companies. 

Second, we will support minority-owned businesses in our communities. The COVID-19 pandemic has been challenging for all businesses, and damage caused by recent looting has further added to these challenges. Minority-owned businesses are a crucial component of how we create opportunities for all in our communities.  

Third, we will support efforts in Indianapolis, in Indiana, and across the country to improve engagement between the police and all members of our community. We are learning about what those efforts should entail, and we are committed to lending our voices toward making real and lasting change.

We also have one request for all of you. Vote. And make sure your family members, your friends, and your neighbors vote, too. We have an opportunity to make a difference in the general election in November and in all subsequent elections. We live in a representative democracy and each of us needs to make sure that our elected officials represent all of the population. If we vote, we can reshape our country and put in place leadership that cares for and reflects the diversity of our communities.  

We all have a role to play in calling for greater accountability from our government, from law enforcement, our neighbors and ourselves. What we have today is simply not enough. We need to work together to root out hate and replace it with a deep and abiding appreciation for diversity, equality, and inclusion. It must start with each of us, and it must start now.

Tom Linebarger                                                                                               
Chairman and Chief Executive Officer                           
Cummins Inc.  

Dave Ricks                                                                                               
Chairman and Chief Executive Officer                           
Eli Lilly and Co        

Related Content

Tom Linebarger: Speaking up, Speaking Out on Racial Inequality 

Cummins Continues Partnership with NSBE

Cummins Joins Prestigious Advocate for Supplier Diversity 

Cummins Named Top Company for Diversity for 12th Straight Year 

Cummins HR director advocates a culture giving every worker equal opportunity to excel

Tom Linebarger Chairman and CEO

Tom Linebarger

Tom Linebarger became Chairman and CEO of Cummins Inc., the largest independent maker of diesel engines and related products in the world, on January 1, 2012.  Prior to becoming Chairman and CEO, he served as President and COO from 2008 to 2011, Executive Vice President and President, Power Generation Business from 2003 to 2008, Vice President and Chief Financial Officer from 2000 to 2003, and Vice President, Supply Chain Management from 1998 to 2000.

Safe Work Playbook

Cummins Safe Work Playbook

An interactive guide for working and operating in pandemic and post pandemic environments. 

The global COVID-19 pandemic challenged our understanding of what it takes to operate a safe work environment. Our top priority continues to be ensuring the health and safety of our employees and that of anyone visiting our Cummins offices, warehouses, technical centers, manufacturing plants, sales and service branches and other facilities around the world.

This Safe Work Playbook aims to be a one-stop resource for the policies, processes, tools, templates and training materials applicable to our updated health and wellness protocols. It is the result of a cross-business and cross-functional team effort to assist you as we navigate working in the "next normal" environment.

Note to Readers

Our hope in sharing this information is that it may be of assistance to others in our community. Please be advised that some or all of the information contained in this document may not be applicable to other businesses or places of work. We strongly recommend that before implementing any of the ideas contained herein, you carefully evaluate (and consult with legal counsel and medical advisors as appropriate) the legality, applicability and potential efficacy of this information in your place of business.

Please also note that the Safe Work Playbook is a living document and is updated as new requirements, recommendations and best practices are understood. Any guidance from the CDC or other authorities since that time may not be reflected. All links to internal Cummins documents and other resources have been disabled.

The Safe Work Playbook is for general information purposes only and should not be taken as medical or legal advice. Cummins bears no responsibility for any circumstances arising out of or related to the adoption, or decision not to adopt, any of the practices or procedures contained in the Safe Work Playbook.

Click "Accept and Continue" below to access a PDF of the playbook. 

Accept and Continue

 

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.

A view from China: The new normal

Cummins and the Billion Dollar Roundtable hosted a webinar aimed at helping business leaders move beyond the uncertain business climate with an eye towards the future.

The entire world has been tested by the COVID-19 pandemic, with businesses containing operations in China being some of the first to respond under the international spotlight. 

Recently, Billion Dollar Roundtable (BDR) co-hosted a webinar with leaders from Cummins China to address how the company, as well as other businesses, can move beyond the uncertainty and begin the process of looking forward. 

Nathan Stoner, Vice President for Cummins’ China Area Business Operations, led attendees through a discussion on how to deal with the pandemic, and provided insight to global business leaders on how to deal with this new space. 

Specifically, Stoner spoke to how Cummins responded with being one of the first companies to face the virus and its repercussions. 

“The first phase of the pandemic felt like a lockdown. Everything almost ground to a halt,” Stoner said.

“In China we didn’t have the benefit of seeing what was happening elsewhere in the world…But after a month or so, we started to see the demand for some things - especially those linked to critical industries – increase.” 

While Cummins is now completely reopened in China, earlier this year the company made some extreme, but overall smart business decisions on what to do. 

First, the company shut down everything in an effort to stop the spread as quickly as possible. Businesses operating in China did not have the luxury of following others' lead, so decisions made by business leaders in the country would soon act as a blueprint for other companies around the world. 

In addition, as Cummins leaders recognized that demand for medical supplies was mounting, they realized that the company had the infrastructure and tools to help produce some of these supplies.

Early on, it was a struggle of trying to help the needs of the country without restarting production. A weekly battle of supply and demand developed, proving difficult for Cummins China to meet demand while a significant portion of its local workforce were at home. 

Fortunately, things would soon improve.

Eric Ye Zhang, Direct Purchasing Director – Cummins China, joined Stoner during the webinar and spoke not only about what the work environment was like, but how countries still in the thick of the pandemic need support. 

“Demand and supply are usually out of sync because different parts of the world are in different phases of the COVID-19 development,” Ye Zhang said. “Different governments, even local government, could take a very different approach toward the pandemic which brings about challenges.” 

For Ye Zhang and Stoner, they have some advice for executives leading companies currently operating in areas still experiencing lock down. 

First, it’s important to place an increased focus on the safety of your employees, not only at work, but on their safety at home, school and anywhere else they may be spending an increased amount of their time. The health and safety of Cummins employees was – and still is -the top priority for Cummins leaders. 

Ye Zhang also suggests that leaders retain flexibility when it comes to employees coming back to work. If some employees feel safer working from home and continue to be productive, it is important to work with them to accommodate.

Lastly, there is great value in being open and transparent with suppliers about the struggles companies are facing. Many suppliers are likely facing similar challenges, but transparency is key in helping one another overcome difficult circumstances. 

Overall, China offers a great example of how to start to reopen safely and effectively while putting people first. Continued communication, planning, and emphasis on safety are key to making it through the pandemic throughout the world.

Watch the webinar in its entirety below

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.

Speaking up, speaking out

Cummins - Mission Vision Values

A message from Tom Linebarger, Cummins Chairman and CEO, to all Cummins employees, customers and members of the communities in which we operate. 

Tom Linebarger - Cummins Chairman and CEOI write this message today with a very heavy heart. Like many of you, I have been horrified and angered by recent events, including the killing of George Floyd in Minneapolis. The anger and frustration spilling into the streets reflect longstanding problems that must be addressed.  In the US, black people are discriminated against in systemic ways, often marginalized, and have increasing reason to fear for their lives.

It pains me that we have such deep-rooted racial and structural inequality in our country. And it pains me that we have been talking about this for far too long, and yet the intolerance and violence continues. Dr. Martin Luther King, Jr., a man of peace, noted that a riot "is the language of the unheard." 

No one should feel afraid to go for a neighborhood run or to walk through a park.  Of course, no place is entirely safe and there are bad actors in every society.  But we know that it is not the same kind of danger for all of our citizens. We live in one country, yet our experiences are very different based on how we experience law enforcement – as protectors or as threats. For those of us who have the privilege to not worry that our son might be killed today because somebody thinks they just "look guilty," it is too easy to stand by and watch, wondering if people are overreacting.  I keep thinking about how different my world would feel if my children were under threat. 

We each have a role to play in calling for greater accountability from our government, from law enforcement, our neighbors and ourselves.

As a community, and particularly those of us who have the privilege of not living with the fear and constant threats to our well-being, we need to leverage our influence and power to speak up and speak out. We can no longer be silent or sit on the sidelines. We each have a role to play in calling for greater accountability from our government, from law enforcement, our neighbors and ourselves. We need to raise the bar and hold ourselves to a higher standard. What we have today is simply not good enough. We need to work together to root out hate and replace it with a deep and abiding appreciation for diversity, equality, and inclusion. It starts with us. And we cannot wait.

I know that the COVID-19 pandemic has changed the ways that we connect and express caring for one another. It is not as easy to talk to each other as it used to be. But we can still connect with others, and it has never been more important to do so.  I am asking you to be proactive and to check in with your colleagues and friends, your team members, and others who you think might be impacted in some way by the current events. Don’t wait for the next scheduled call – do it today. Ask them how they are doing. Be fully present and listen empathetically and engage with genuine care. 

Our leadership team is closely monitoring the situation in Minneapolis and around the country. Site leaders will reach out to employees who work at a facility that is or might be directly affected to discuss safety and security measures. 

I am grateful to work for a company that cares about our people and that works to include all members of our community in our success.  

Thank you for all that you do.

Stay safe,

Tom Linebarger
Chairman and CEO
Cummins Inc. 

Tom Linebarger Chairman and CEO

Tom Linebarger

Tom Linebarger became Chairman and CEO of Cummins Inc., the largest independent maker of diesel engines and related products in the world, on January 1, 2012.  Prior to becoming Chairman and CEO, he served as President and COO from 2008 to 2011, Executive Vice President and President, Power Generation Business from 2003 to 2008, Vice President and Chief Financial Officer from 2000 to 2003, and Vice President, Supply Chain Management from 1998 to 2000.

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