Growing mosaic
Growing mosaic
MGM Mirage to expand its diversity program
As MGM Mirage prepares to take over operations of Mandalay Resort Group with the approval of the companies' $7.9 billion merger, MGM Mirage is also looking to expand the scope of its diversity initiative.
Created four years ago amid criticism from several minority groups in Las Vegas and elsewhere over the company's hiring and vendor contract strategies, MGM Mirage's corporate diversity program has drawn rave reviews. In a recent presentation, the company said it is looking to continue its efforts-focusing primarily on bringing Mandalay's properties and the 35,000 employees that operate them into the fold.
Key in the presentation was former U.S. Labor Secretary Alexis Herman, who under the Clinton Administration became the first African American to head the federal department. She was added to MGM Mirage's board of directors shortly thereafter and spearheaded the company's diversity initiative.
Since 2001, the company increased its percentage of minority employees from 50.48 percent to 54.38 percent. In managerial positions and above, minorities now make up 31.16 percent of positions, compared with 26.31 percent in 2001. The company has also increased its spending with minority vendors and contractors by 4 percent.
"We want to make sure these same values are part of the new and exciting company as a result of the merger," Herman was quoted by the Las Vegas Review-Journal. "That's going to be a big job in and amongst itself, making sure our values are embedded and that we bring the best of the Mandalay Group and best of MGM Mirage and take the best of both organizations to have stronger teams."
MGM Mirage Chairman Terry Lanni said that while the numbers were important for the company, it's the commitment itself that speaks volumes.
"Our results show progress, but it's not the numbers that make us most proud," he said. "For us, diversity is more than a set of statistics on a balance sheet. Diversity is measured by the impact it has on the lives of people."
He noted several instances where the diversity policies have made an impact, including the teaming of a smaller, minority-owned construction company (Thor Construction) with general contracting giant Perini Building Co.-the first such joint-venture partnership-for work on MGM Mirage properties.
Community activists-many of which were among MGM Mirage's harshest critics four years ago-lauded their efforts last week. Now, the focus is on other gaming companies to match MGM Mirage's efforts, civic leaders said.
Currently in the crosshairs of community leaders is Steve Wynn and Wynn Resorts Ltd., which was criticized by African-American community activist Gene Collins. He said the $2.7 billion Wynn
Las Vegas resort being built by Wynn did not use any minority-owned contractors.
-Andy Holtmann
MGM Mirage to expand its diversity program
As MGM Mirage prepares to take over operations of Mandalay Resort Group with the approval of the companies' $7.9 billion merger, MGM Mirage is also looking to expand the scope of its diversity initiative.
Created four years ago amid criticism from several minority groups in Las Vegas and elsewhere over the company's hiring and vendor contract strategies, MGM Mirage's corporate diversity program has drawn rave reviews. In a recent presentation, the company said it is looking to continue its efforts-focusing primarily on bringing Mandalay's properties and the 35,000 employees that operate them into the fold.
Key in the presentation was former U.S. Labor Secretary Alexis Herman, who under the Clinton Administration became the first African American to head the federal department. She was added to MGM Mirage's board of directors shortly thereafter and spearheaded the company's diversity initiative.
Since 2001, the company increased its percentage of minority employees from 50.48 percent to 54.38 percent. In managerial positions and above, minorities now make up 31.16 percent of positions, compared with 26.31 percent in 2001. The company has also increased its spending with minority vendors and contractors by 4 percent.
"We want to make sure these same values are part of the new and exciting company as a result of the merger," Herman was quoted by the Las Vegas Review-Journal. "That's going to be a big job in and amongst itself, making sure our values are embedded and that we bring the best of the Mandalay Group and best of MGM Mirage and take the best of both organizations to have stronger teams."
MGM Mirage Chairman Terry Lanni said that while the numbers were important for the company, it's the commitment itself that speaks volumes.
"Our results show progress, but it's not the numbers that make us most proud," he said. "For us, diversity is more than a set of statistics on a balance sheet. Diversity is measured by the impact it has on the lives of people."
He noted several instances where the diversity policies have made an impact, including the teaming of a smaller, minority-owned construction company (Thor Construction) with general contracting giant Perini Building Co.-the first such joint-venture partnership-for work on MGM Mirage properties.
Community activists-many of which were among MGM Mirage's harshest critics four years ago-lauded their efforts last week. Now, the focus is on other gaming companies to match MGM Mirage's efforts, civic leaders said.
Currently in the crosshairs of community leaders is Steve Wynn and Wynn Resorts Ltd., which was criticized by African-American community activist Gene Collins. He said the $2.7 billion Wynn
Las Vegas resort being built by Wynn did not use any minority-owned contractors.
-Andy Holtmann
