Carol Tome is in a way 'breaking the glass ceiling' by being a first outsider CEO (at UPS}, the first women CEO (in company's 114 years) and the first women CEO in that industry. She is currently one of four Fortune SD CEDs and have been named a Supply chain Trail Blazer. She accepted the role in EMS after retiring from Home depot after 24 years of service. She came into UPS knowing that it is an organisation with powerful brand, culture and yalues. The company stock had been flat for six years, so she saw it as an opportunity to create yalue for Shareholders. She formally accepted the position at the beginning of Mard'i mm with an official transition in June 2D2D. However, her job became a whole lot more complicated as on March 11 World Health Organisation declared Coyid- 19 outbreak a global Pandemic. Not only UPS hate to keep their sorting facility operational and their yehicles and airplanes moving but they must meet the surge in demand that quickly matched peak holiday- shipping volume and never abated. |Carol has found herself working with the rest of the leadership team to push her way through the pandemic while also planning for the future. Carol's strategic direction since taking oyer the helm of UPS has been particularly enlightening as to her personal as well as business yalues. Beyond the clear focus on the financial yiability and profitability of the company, she also clearly has a personal ethical direction that comes through in her vision for the company. From the moment she took the role as CEO, she had a clear yision that the future of UPS lay outside its traditional work methods. She recognised that the purpose of any business is to add value to its stakeholders. She is strengthening UPS's product portfolio, reducing company's carbon footprint and heayily inyesting in more diyerse portfolios. Under her leadership UPS have been able to do everything necessary to maintain UPS's current business and have also been able to hone UPS's purpose. She has been able to strategize, reorganise, prioritise, diyest, invest and have been able to bring together a team that is stronger and more engaged. After starting the position, she inyited her top team to a Two-day |Coyid-safe offsite at her farm. With the help of a third-party facilitator, her leadership team debated the aspects of the company that should be carry forwarded and the aspect which might be changed. After a collective debate, she took a decision to settle on five key principles 1. The company will stay grounded in the values of co-founder Jim Casey, including integrity, sufficiency, constant learning, and improvement 2. Company will have a strong focus on both customer and employees 3. The company will maintain its brand relevance 4. Finally, UPS will keep their balance sheet credit rating solid, will protect its dual-class ownership structure, and will continue to pay a dividend She has also reyised U PS's purpose statement to include not only a clear understanding of 'What' UPS does but *Why' UPS does it. She did not come with a preconceiyed notion about what UPS should become but she listened to her senior leadership team. She has also reyamped the decision-making structure ofthe company to be more decentralised in some areas. She believes in inward leadership pyramid hence she is initiated culture change at many levels to facilitate it. In a short span of one year, she has been able to increase UPS's market share of small and medium size enterprise by 36% in US. She has also been able to ramp up the technology and digitization investment. Under her leadership UPS has committed to be carbon neutral in all their operation by 2050, which is considered a massive feat given UPS has a fleet of more than 500 leased and owned aircrafts and thousands of package-delivery vehicles which is a combined travel of billions of miles per year. Currently, UPS is working towards achieving a Net Promoter Score of above 50 by listening to and learning from their customers. UPS is also working on getting an 80% and above employee recommendation number which has currently reached 57% from 50% under her leadership