Thomas L. Chapple
General Counsel
Gannett provides an example of an enduring commitment to diversity. The company’s diversity program is more than 21 years old. The legal department’s managers have, as a group, passed the learning curve in diversity programming, and see it instead as an integral part of the company’s success. This international media corporation has been recognized widely for its recruiting, retention, and promotion success among minorities and women.
The company’s board of directors receives a report on the diversity progress of business units and corporate headquarters operations. As an organization, Gannett’s diversity program structures goal setting, monthly and annual ratings, and operating unit diversity committees. It also awards top performers in meeting diversity goals, aptly called the “Super Award.” Business units that make exceptional progress in reflecting workplace quality and diversity competitively solicit the coveted silver cup and cash stipends.
In addition to the awards, Gannett follows a direct compensation program for all managers, tying diversity progress to compensation. The result of two decades of diversity initiatives is a legal staff of approximately 15 percent minorities and 38 percent women in both counsel and management positions. For Gannett, diversity success is not a special effort, it is a standard expectation.
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From the March 2002 issue of Diversity & The Bar®