This year, we pushed ourselves to do more
During the past year, we have boldly demonstrated the extent to which DEI forms the foundation for how we operate our business, bring together our 43,000 team members and engage with communities in the 17 countries where we live and work. It began in 2020, when we established six DEI commitments that reflect how DEI principles are embedded into how we work each day to realize our vision to enrich life for all. We assigned accountability for each commitment to members of our executive team. Then we all got to work.
And we delivered!
I’m so proud of what we’ve accomplished in 2021. All of us are. Watch the video above in which I joined three members of our global team to share how we have lived our commitment to DEI this past year.
We made tremendous progress against each of our commitments. In March, we achieved comprehensive global pay equity for all underrepresented groups. We eliminated any statistically significant differences in total compensation (including base pay, cash bonuses and stock rewards) for team members who are veterans, Black and Hispanic/Latino in the United States as well as people with disabilities and women globally.
We also grew our culture of inclusion by doubling membership in our employee resource groups (ERGs), adding 20 new ERG chapters around the world and forming a new ERG, the Asian American and Pacific Islander Network (AAPIN).
Because we believe our values should be reflected in how we do business, we engaged with diverse financial institutions for cash management and increase our representation and spend with diverse suppliers. We exceeded our goals in both these areas in fiscal year 2021 and will increase our goals in these areas in fiscal year 2022.
We’ve learned where we’re succeeding, as well as where we need to do more. Take representation, for example. We increased representation of women on our team at all levels and around the world. Notably, our sites in India, Malaysia and Taiwan now exceed semiconductor industry benchmarks for representation of women. We’ve also led the way on diversity of our board of directors, achieving 50% female representation on our board in February and more than 60% diversity for race and gender. But racial and ethnic diversity across our global teams held steady, meaning we can do more to attract, hire and retain people from these underrepresented groups.
Releasing a comprehensive DEI report requires vulnerability and courage, which is why I’m also proud that Micron took the additional step this year of publicly disclosing our U.S. Equal Employment Opportunity (EEO-1) Component 1 diversity data and EEO-1 Component 2 pay data for the first time. I hope that, by taking this strong and transparent step, we’ll encourage others in our industry to do the same.
I could say so much more about our work this year. It was powerful to see Micron boldly tie DEI targets to our annual incentive plan goals for our team members and executives. As part of those goals, 99.9% of our team members completed training offered by our ERGs on how to be inclusion allies. Our ERGs also teamed with the Micron Foundation to collectively distribute more than $500,000 to nonprofit organizations whose missions aligned with their charters. And it was gratifying and humbling to see the Micron Foundation and team members step up to provide more than $1.3 million to groups responding to the surge of the COVID-19 delta variant in India.
We’ve accomplished so much, and I’m excited to see what the future brings for Micron’s people, our company, our partners and customers, and the communities where we live and work.