Have you noticed a pattern? Probably not since it likely gets few readers. But every “Life at Cummins” story that dribbles out of the company website newsroom looks suspiciously like the last. From a technician apprentice (Tommy R.). To an engineer working on software (Suman S.). Lest we forget yesterday’s article on Collins N. Different names, different projects – but the same template. Each one ends with Cummins congratulating itself for being “inclusive,” “innovative,” and “purpose-driven.”
It’s copy-and-paste PR. They aren’t telling you about Collins, Tommy or Suman – they’re telling you about Cummins.
The Human Shield Strategy
When the headlines are filled with fines, lawsuits, or whispers of supply chain filth, you suddenly get a smiling face in a hi-vis vest or behind a laptop. The message: don’t worry about those ethics complaints, or those disability discrimination tribunals, look at our nice apprentice upgrading buses. Or: ignore the Russia war-machine story, here’s an engineer with a chatbot.
Employees become PR props – human shields against scrutiny. Cummins knows that warm anecdotes test better with investors and employees than cold audits or accountability reports.
Inclusion Theatre
And yes, every single piece shoehorns the “inclusion” talking point. Tommy appreciates the “many different backgrounds.” Suman praises the “culture of inclusion, integrity and innovation.” Always the same buzzwords, always just vague enough that they can’t be fact-checked.
Who are they trying to convince? Shareholders who worry about reputational risk. Potential recruits who Google “Cummins workplace culture.” Regulators scanning for signs of compliance.
But inclusivity isn’t measured in contrived quotes – it’s measured in retention numbers, grievance outcomes, and the way vulnerable employees are treated when they speak up. Cummins won’t release that data. So instead, they repeat the script.
Tokenised Passion, Packaged Purpose
Tommy’s story: “I love working with my hands.”
Suman’s story: “A hobby course turned into passion and purpose.”
It’s all smoothed into inspirational fodder. But ask around, and you’ll hear other stories – of mental health disclosures weaponised, complaints brushed aside, or employees squeezed out when inconvenient. Those don’t make it to the newsroom.
The Real Takeaway
This isn’t about Collins, Tommy or Suman. They’re real people, doing real jobs. It’s about the machine behind them – the corporate comms pipeline that turns employees into DEI tokens to distract from hard truths.
Until Cummins publishes unvarnished metrics – diversity beyond photo-ops, genuine accountability in misconduct cases, independent safety reviews, sanctions-proof supply chains – the “Life at Cummins” pieces are little more than corporate bedtime stories. Bullshit ones at that.
And bedtime stories, no matter how heartwarming, won’t erase the blood, smoke and lawsuits.
Lee Thompson – Founder, The Cummins Accountability Project