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1、2024Global Diversity&Inclusion ReportTo empower everyone,we must include everyone.October 20242Table of contents1.IntroductionImportant terms used in this reportExecutive summaryEvery person.Every organization.Every day.Everywhere.by Lindsay-Rae McIntyre,Chief Diversity Officer and Corporate Vice Pr

2、esident,Talent and LearningExecutive summary insights Microsofts diversity and inclusion journeyOur mission-driven commitment2.The state of diversity&inclusion at MicrosoftOur broader Microsoft businessRepresentationInside inclusion spotlight:IntroductionInside inclusion spotlight:PeopleRepresentati

3、on of women by geographic regionPopulationOur broader Microsoft ecosystemActivision,Blizzard,and King(ABK)GitHubLinkedInOur core Microsoft businessRepresentationDatacentersPopulationInside inclusion spotlight:PerspectivesSelf-identificationIndigenous inclusionInside inclusion spotlight:PartnershipsH

4、iresExitsPay equity and median unadjusted pay analysesInside inclusion spotlight:ProductsEmployee Signals and thrivingCulture of inclusionEmployee Resource GroupsEmployee CommunitiesRecognitionIntroductionImportant terms used in this reportExecutive summaryEvery person.Every organization.Every day.E

5、verywhere.by Lindsay-Rae McIntyre,Chief Diversity Officer and Corporate Vice President,Talent and LearningExecutive summary insights Microsofts diversity and inclusion journeyOur mission-driven commitment4IntroductionImportant terms used in this reportWe gather a range of data,which is presented in

6、specific ways in this report.Broader Microsoft and core Microsoft Broader Microsoft business:Includes the core Microsoft business,plus minimally integrated companies.Employees of joint ventures and newly acquired companies are not included in the data,including Activision,Blizzard,and King.LinkedIn

7、was acquired in December 2016,GitHub was acquired in June 2018,and Activision,Blizzard,and King were acquired in October 2023.We provide standalone data for these three acquisitions.Nuance Communications was acquired in March 2022 and fully integrated in August 2023.Core Microsoft business:Represent

8、s 88.4%of the worldwide broader Microsoft workforce.Data gathering and expressionAll data on gender is collected globally.Numbers for gender may not total 100%due to inclusion of people who identify as transgender,non-binary,or who choose not to disclose.Racial and ethnic data:Reflects the US only,u

9、nless noted.Numbers may not total 100%due to inclusion of people who choose not to disclose.Percentages:Are calculated to the 1/100th but rounded and published in 1/10th.Differentials may differ slightly due to rounding.Totals may not equal 100%due to rounding or because denominators include people

10、who choose not to disclose.Historical numbers:May differ slightly due to rounding and refinements in methodology or data capture year over year.Unless otherwise indicated,data presented is a snapshot taken on June 30 of the year referenced.Global reporting for pay disclosuresIn our pay equity and me

11、dian unadjusted pay analyses,we include all countries/regions with 30 or more employees and at least five men and five women to ensure statistical reliability.This year,that means were reporting on 60 countries/regions including the US;the rewards eligible employee population of these countries/regi

12、ons represents 99.3%of our core global Microsoft workforce.Representation vs.population At Microsoft,we look at employee diversity data through two different lenses:Representation:Data indicates how particular groups are represented in terms of their percentage of the workforce as a whole.Population

13、:Data looks at headcount numbers,comparing year-over-year growth within a particular group.Both are important to consider in achieving our goals.For a group to increase representation,the population of that group must grow at an equal or greater rate than the general employee population.Measuring po

14、pulation offers an indication of growth within groups to paint a broader picture of true progress.Race and ethnicity categories Data referenced in this report reflects numbers reported to the US Equal Employment Opportunity Commission based on these categories(except for Indigenous and Middle Easter

15、n or North African):Asian:A person having origins in any of the original peoples of East Asia(China,Hong Kong SAR,Japan,Macao SAR,Mongolia,North Korea,South Korea,and Taiwan),Indian subcontinent(Afghanistan,Bangladesh,Bhutan,India,Maldives,Nepal,Pakistan,and Sri Lanka),and Southeast Asia(Myanmar,Bru

16、nei,Cambodia,Timor-Leste,Indonesia,Laos,Malaysia,Philippines,Singapore,Thailand,and Vietnam).Black and African American:A person having origins in any of the Black racial groups of Africa.Hispanic and Latinx:A person of Cuban,Mexican,Puerto Rican,Central or South American,or other Spanish-speaking c

17、ulture or origin,regardless of race.Indigenous:A descendant of the regions original inhabitants,predating colonization and the arrival of other population groups.Middle Eastern or North African:A person having origins in any of the original peoples of the Middle East or North Africa.Native American

18、and Alaska Native:A person having origins in any of the original peoples of North and South America(including Central America)who maintain tribal affiliation or community attachment.Native Hawaiian and Pacific Islander:A person having origins in any of the original peoples of Hawaii,Guam,Samoa,or ot

19、her Pacific Islands.White:A person having origins in any of the original peoples of Europe,the Middle East,or North Africa.Multiracial:A person who identifies with more than one race or ethnicity.Levels As used in this report only,the following descriptions apply to the core Microsoft business:Execu

20、tive:Executive roles across all functions.Partner+Executive:Employees with various partner and executive roles across all functions.Director:Employees with various director roles across all functions.People Manager:Employees at any level with at least one employee role reporting to them.Individual C

21、ontributor:Employees at any level without any employee roles reporting to them.Roles For 2022 and subsequent years,Technical and Non-technical role definitions were adjusted to align to our current talent architecture.Data for 2021 and years prior are based on role definitions before our talent arch

22、itecture initiative and have not been restated.Technical:For 2022 and subsequent years,all employees in professions and disciplines directly involved in the technical creation and deployment of Microsoft products and services,including Software Engineering and several other disciplines involved in T

23、echnical Production Code,Hardware,Research,and Data Infrastructure;involved in Technical Customer Solutions;and involved in Technical Program Management,Content,and Experience.Includes employees in a Datacenter position.Datacenter:All employees in professions and disciplinesdirectly involved in mana

24、ging the operations of datacenters,including Critical Environment Operations,DatacenterOperations Management,and Datacenter Technicians.In thisreport datacenter data is occasionally highlighted separatelybut is always encompassed within the Technical role category.Non-technical:For 2022 and subseque

25、nt years,all employees,with the exception of those in disciplines involved in the technical creation and deployment of Microsoft products and services,including Software Engineering and several other disciplines involved in Technical Production Code,Hardware,Research,and Data Infrastructure;involved

26、 in Technical Customer Solutions;and involved in Technical Program Management,Content,and Experience.Includes employees in a retail job position.Other reports In addition to this annual Diversity&Inclusion Report,Microsoft continues to provide disclosures consistent with local requirements.Access co

27、untry or region pay reports.For more about Microsofts commitments and performance,please visit: summaryEvery person.Every organization.Every day.Everywhere.From the invention of the wheel to the digital frontier,technology has always been personala reflection of human ingenuity and creativity,a mech

28、anism to connect with each other and to realize our aspirations,and,some say,an extension of ourselves.In this epic age of AI,we are faced with both unprecedented opportunities and immense expectations for an inclusive AI experience.We want the AI we use to be culturally competent,to give us relevan

29、t content that allows us to be authentic and productive;and to anticipate our actions as we strive for more collaborative and efficient global business outcomes.For technological and human progress,the stakes have never been higher.If ever there were a critical time for the business case for diversi

30、ty and inclusion in the workplace,it is now.As Microsoft heads into our 50th year,our work today can only be informed by what weve learned over the last five decades.This knowledge and experience give us the proximity to end users and employees with wide-ranging backgrounds,experiences,and skill set

31、s who have brought unique perspectives and expertise.These give us the empathy and insights we need to deliver business results through inclusion.This drives innovations such as Copilot,which helps developers with physical disabilities to code without barriers;self-expression tools across our produc

32、t suite that support people to show up as themselves and be recognized by others in the ways they want;and our Mental Health toolkit that enables creators to take advantage of our inclusive design principles to support wellbeing and productivity from the start.Our innovation has come from our commit

33、ment to Diversity and Inclusion(D&I),and our future innovation depends on D&I.As we share this report,our 11th year publicly releasing our D&I data,we continue that long-standing commitment to the hiring,development,internal movement,and retention of a workforce that reflects the world,as well as ou

34、r investment in a workplace culture where everyone can thrive.This work is ongoing.We embrace the urgency to accelerate our progress,while we also recognize the cumulative impact we have made:Representation of women and most racial and ethnicminority groups has increased at all levels over the pastf

35、ive years.We maintained or grew representation at the Partner+Executive level for women and US racial and ethnicminority groups year over year.While hiring volume slowed in 2024,the data shows thatinclusive hiring remained a priority.Where we did hire,wewere able to keep hiring representation greate

36、r than orequal to headcount representation for women and nearlyall racial and ethnic minority groups.As one of the most transparent companies of our size,we strive to expand the data and stories we share each year because we know others look to us for both accountability and context.We are providing

37、 global data around disability,military,and Indigenous representation for the first time this year.We have shared pay equity data since 2016.We started sharing median unadjusted pay(pay gap)data in 2022.This years data shows we continue to have pay equity and have made progress closing the pay gap o

38、ver the last two years.The fact that there are still deltas means we must stay focused on increasing representation at more senior levels.Were sharing information on our datacenters to highlight our strategic investments in cloud services.This AI-driven demand has tripled the number of our technical

39、 datacenter roles globally over five years.Microsoft datacenters are capital-intensive investments,bringing hundreds of skilled jobs to local communities.As in previous reports,were taking time to share the holistic ways were supporting various communities at Microsoft and in the surrounding ecosyst

40、em.This year were sharing more about the work being done across people,products,and partnerships globally,such as the way AI is helping to preserve Indigenous languages.In addition to the demographic data we share,were continually focused on shaping the employee experience by tailoring support and r

41、esources so our workforce may engage and thrive.Were encouraged by several positive indicators this year.In April 2024,the average score on our employee surveyquestion about Microsofts commitment to creating a morediverse and inclusive workplace was 79a year-over-yearincrease of two points.In 2018,w

42、e introduced the core concept of allyship as a cornerstone of our growth mindset approach to diversity and inclusion.That core and common understanding,supported by innovative learning resources,continues to make impact.Over time,employees awareness of the concept of allyshiphas grown.This year,95.6

43、%of employees reported somelevel of awareness,up from 65.0%in 2019.For us,allyship is a verb.It is how we stay supportive of one anothera set of practices and behaviors that,along with our values,serves us in polarizing times.Its how we create a work environment where we can embrace and respect uniq

44、ueness across differences.As of June 2024,83.5%of employees agreed or stronglyagreed they observed coworkers taking intentional action todemonstrate allyship in the workplace.And our latest research suggests that employees whoobserved allyship behaviors in the workplace reported ahigher score for fe

45、eling empowered(79 vs.54 for thosewho do not observe allyship),feeling energized(75 vs.52),and feeling like they have meaningful work(81 vs.62).These dimensionsenergized,empowered,meaningful workare how we define thriving at Microsoft.As I recently passed my six-year mark at the company,I reflected

46、on our history over the last half-century.What I see is a legacy of intention and action across policies,partnerships,and product innovationfrom early inclusive benefits,to working with partners like Mentra on an AI-powered platform that matches neurodivergent job seekers to opportunities,to our eff

47、orts to make gaming more inclusive and accessible through Gaming For Everyone.When I think about Microsofts uniquely inclusive mission,the word“every”stands out:Empower every person and every organization on the planet to achieve more.The work of diversity and inclusion starts with this one word,eve

48、ry.This anchors us to our massive ambition to serve all customers and consumers in transformational ways globally.We set a formidable foundation of expertise and excellence in our workforce,and embracing difference raises the bar.This special combination is what it takes to imagine,anticipate,and in

49、novate the solutions,services,products,and ways of working that fuel our ability to be relevant and competitive todayand in the future.Lindsay-Rae McIntyreChief Diversity Officer and Corporate Vice President,Talent and Learning6IntroductionExecutive summary insightsPOPULATIONThis year,our global cor

50、e workforce increased 3.1%and our US core workforce increased 3.5%.Globally,population growth for women is faster than Microsofts core workforce.In 2024,the population of women increased 4.3%year over year while Microsofts global core workforce population grew 3.1%.Year-over-year population growth f

51、or Hispanic and Latinx,Native Hawaiian and Pacific Islander,and multiracial employees is higher than Microsofts US core workforce population growth of 3.5%.WOMENWomen now make up 31.6%of the core Microsoft workforce worldwide,up 0.4 percentage points from 31.2%in 2023.The representation of women ros

52、e year over year at all leadership levels except Executive,where representation decreased 0.1 percentage point to 29.0%year over year.LEADERSHIPRepresentation in Partner+Executive roles grew for all racial and ethnic minority groups year over year except for Native Hawaiian and Pacific Islander,whic

53、h remained steady.Asian and multiracial representation rose year over year at all leadership levels.TECHNICAL ROLESRepresentation in technical roles grew for women,Black and African American,Hispanic and Latinx,and multiracial employees year over year.Native American and Alaska Native and Native Haw

54、aiian and Pacific Islander representation remained unchanged year over year.Racial and ethnic minority groupsCore Microsoft representation and year-over-year percentage point change:RACIAL AND ETHNIC MINORITIES 54.6%-0.2ASIAN36.4%-0.4BLACK AND AFRICAN AMERICAN6.6%-0.1HISPANIC AND LATINX8.0%+0.1NATIV

55、E AMERICAN AND ALASKA NATIVE0.4%+0.0NATIVE HAWAIIAN AND PACIFIC ISLANDER0.2%+0.0MULTIRACIAL2.9%+0.2CULTURE OF INCLUSIONAt Microsoft,a culture of inclusion invites people to contribute ideas,find innovative solutions to the most complex problems,and do their best work.We regularly quantify and qualif

56、y this culture of inclusion to understand where were getting it right and where we have opportunities to improve.While there is always more to achieve,the data shows positive sentiment that reflects the progress weve made:Our twice-yearly Employee Signals survey shows that employees sense of inclusi

57、on on their team remained constant year over year,with both the global and US scores at 86.In our Daily Signals survey,we ask employees how they feel about the statement,“At Microsoft,we are diverse inclusive,meaning that we are open to others ideas,we value and invite differing perspectives,and we

58、believe diversity is critical to our success.”As of June 2024,81.2%of employees surveyed agreed or strongly agreed,an increase of 2.3 percentage points from last year.7IntroductionMicrosofts diversity and inclusion journey1985-1995First woman elected to Board of DirectorsFirst Diversity Director nam

59、edBecame one of the first Fortune 500companies to expand anti-discriminationpolicy and benefits to LGBTQIA+employeesUS healthcare benefits extended to same-sexdomestic partnersAutism benefit&Applied Behavior Analysis(ABA)therapy included in benefits coverageBlacks at Microsoft(BAM)Employee ResourceG

60、roup(ERG)foundedWomen and Asians ERGs foundedLGBTQIA+(GLEAM)ERG foundedFirst Minority Student DayCreated a full-time position dedicated toaccessibility,ensuring our products,services,and channels meet accessibility standardsfrom procurement to developmentResponsibility and accountability require act

61、ion Ever since 1989,Microsoft has been promoting LGBTQIA+inclusion.This includes offering benefits for same-sex domestic partnerships in 1993,supporting marriage equality early on,and advocating for inclusion of all types of families.We have earned a perfect score on the Human Rights Campaign(HRC)Co

62、rporate Equality Index since 2005.Our commitment to making an impact for LGBTQIA+communities goes beyond Microsoft,extending into the communities where our employees and customers live and work.Giving is central to our culture at Microsoft and aligns with our mission,and employees voluntary contribu

63、tions of time,money,and skills have provided vital support for nonprofits.In fiscal year 2024,we donated over$1 million(including company match)to 220 nonprofits supporting LGBTQIA+communities worldwide,totaling over$16.3 million in all-time donations to these organizations.1996-2006 First time scor

64、ing 100 on HRC Foundations Corporate Equality Index HOLA(Hispanic and Latinx Organization of Leaders in Action)ERG founded Gender-affirming benefits offered to US employees Signed UN Womens Empowerment Principles First time measuring employee sentiment on inclusive culture Began offering childcare s

65、ubsidies in the US Began offering backup care benefits for families globally 2007-2017Military Software and Systems Academy(MSSA)foundedCovered taxes for same-sex domestic partnerbenefits for over a decade,until the USlegalized same-sex marriageJoined Billion Dollar Roundtable and investedmore than$

66、2 billion with diverse suppliersLeap apprenticeship program createdInclusive Design approach formalizedNeurodiversity Hiring Program developedDisability ERG foundedBegan reporting pay equity data for the USAdded a performance-based componentaround culture and organizationalleadership,which includes

67、progress on D&Irepresentation,to the compensation of everymember of the Senior Leadership Team8IntroductionMicrosofts diversity and inclusion journey2018-2020Global minimum parental and familycaregiver leave rolled outAnnual performance and developmentgoal related to Diversity&Inclusion(D&ICore Prio

68、rity)introduced for all employeesDeveloped the Allyship at Microsoftlearning pathway,a program groundedin neuroscience and growth mindset,and designed to deepen awareness andmeet people wherever they are on theirrespective allyship journeyBegan expanding reporting of pay equitydata outside the USFir

69、st comprehensive Global Diversity&Inclusion Report published in 2019Families,Military,and Indigenous ERGsfoundedRacial Equity Initiative announcedGlobal gender-affirming benefits offeredto all employeesA commitment to lasting change In June 2020,we outlined a series of multiyear commitments designed

70、 to further address the racial injustice and inequality experienced by racial and ethnic minorities in the US,including Black and African American communities.Our Racial Equity Initiative focuses on three pillars,each containing actions and progress we aim to make across a five-year period.We remain

71、 committed to addressing racial injustice and inequity and to improving lived experiences at Microsoft,in employees communities,and beyond.Strengthening our communities:Using data,technology,and partnerships to help improve the lives of Black and African American people in the United States,includin

72、g our employees and their communities.Engaging our ecosystem:Using our balance sheet and relationships with suppliers and partners to foster societal change and create new opportunities.Increasing representation and strengthening inclusion:Building on our momentum,adding a$150 million investment to

73、strengthen inclusion and double the number of Black,African American,Hispanic,and Latinx leaders in our US operations by 2025.Read more about our commitments and updates on our progress across the Racial Equity Initiative pillars.2021-PresentHosted Include 2021,a free global digital eventwith 75,000

74、 employees,partners,customers,and ecosystem members,to engage and learnfrom external experts on diversity,inclusion,identity,global perspectives,racial injustice,andmoreSelf-expression and pronouns in Microsoft 365Began reporting median unadjusted payanalysis(pay gap)dataFurther expanded pay disclos

75、ures to reflect totalpay and employees globallyPublished Microsofts 2023 Global Diversity&Inclusion Report,our fifth report and tenth yearpublishing our workforce demographic dataexternallyAccelerated our companywide commitmentto D&I through the all-company ERG EngageeventInvested in ERG leadership

76、developmentFurthered our investment in D&I skillsdevelopment by expanding our capability-building portfolioIntegrated D&I,Talent Management,andLearning and Skilling to ensure access to careeropportunities and a culture of inclusion thatenables every employee to thriveTailored learning that drives in

77、clusion In 2021,we introduced personalized D&I Learning Pathways,offering tailored tracks on core D&I concepts and identity-based topics like race and gender.These pathways provide essential knowledge,practical skills,and opportunities for discussion through Microsoft forums.Since then,weve continue

78、d to expand our content,adding new pathways on allyship and religion and faith.More than 20,000 Microsoft learners actively engaged with Learning Pathways,and there has been overwhelming positive feedback highlighting the transformative impact of this initiative.Weve harnessed cutting-edge technolog

79、y to launch immersive simulations,allowing employees to practice crucial D&I skills such as recognizing and addressing bias,responding to microaggressions,and demonstrating effective allyship.These simulated workplace scenarios provide real-time feedback,driving deeper learning and lasting behavior

80、change.By focusing on essential topics like creating inclusive team environments,our D&I simulations empower employees to confidently apply these skills in their daily work,fostering a more inclusive and equitable culture across Microsoft.9IntroductionOur mission-driven commitment As we enter our 50

81、th year as a company,diversity and inclusion continues to be critical to our mission:Empower every person and every organization on the planet to achieve more.Integrating diversity and inclusion into all aspects of our work is necessary for business success.Diversity in employee perspectives,skill s

82、ets,and lived experiences helps broaden our horizons and inform our collective perspective.Working together,we transform these expansive views into robust solutions that make a significant impact on customers and consumers globally and help create an inclusive world where everyone has the opportunit

83、y to thrive.“By actively seeking diversity and embracing inclusion,we ensure our workforce represents the planet we serve,and that the products we build always meet our customers needs.This is how we thriveas individuals,as teams,and as an organization.And,when we thrive,we can help our customers,an

84、d the world thrive too.”Satya Nadella,Chairman and Chief Executive Officer“Unlocking individual and organizational potential begins with employees being empowered to pursue meaningful work and thrive.Creating these conditions is only possible when everyone feels recognized,valued,and heard with a mu

85、tual commitment to our companys values and mission.By inviting in many different perspectives and experiences and nurturing an inclusive culture with career and talent opportunities for every employee,we make the seemingly impossible,possiblefor individuals and the industry.”Kathleen Hogan,Executive

86、 Vice President and Chief Human Resources OfficerThe state of diversity&inclusion at MicrosoftOur broader Microsoft businessRepresentationInside inclusion spotlight:IntroductionInside inclusion spotlight:PeopleRepresentation of women by geographic regionPopulationOur broader Microsoft ecosystemActiv

87、ision,Blizzard,and King(ABK)GitHubLinkedIn11The state of diversity&inclusionOur core Microsoft businessOur broader Microsoft businessRepresentationOn pages 11 to 18,we look at D&I data across our broader Microsoft business in terms of both representation and population of women and men globally,and

88、of racial and ethnic groups in the US.We also explore results for our minimally integrated companies.INSIGHTSRepresentation of women declined 0.4 percentage points year over year to 32.8%.Overall racial and ethnic minority group representation increased 0.6 percentage points year over year to 53.9%.

89、Asian employees experienced the largest year-over-year representation growth of 0.6 percentage points year over year to 35.9%.Hispanic and Latinx representation grew 0.1 percentage point year over year to 8.0%.Multiracial representation grew 0.2 percentage points year over year to 2.9%.Representatio

90、n trends from 2020 to 2024*Global data20202021202220232024WOMEN30.2%30.9%32.7%33.1%32.8%MEN69.6%69.0%67.2%66.8%67.1%US data20202021202220232024ASIAN34.9%34.9%34.2%35.3%35.9%BLACK AND AFRICAN AMERICAN4.7%5.6%6.9%6.8%6.6%HISPANIC AND LATINX6.4%6.9%7.5%7.9%8.0%NATIVE AMERICAN AND ALASKA NATIVE0.4%0.4%0

91、.4%0.4%0.3%NATIVE HAWAIIAN AND PACIFIC ISLANDER0.2%0.2%0.2%0.2%0.2%WHITE49.2%48.3%47.2%46.0%45.5%MULTIRACIAL2.3%2.5%2.7%2.7%2.9%*Percentages are calculated to the 1/100th but rounded and published in 1/10th.Differentials may differ slightly due to rounding.Totals may not equal 100%due to rounding or

92、 because denominators include people who choose not to disclose.12The state of diversity&inclusionInside inclusion spotlightInside inclusion spotlight:INTRODUCTIONWhile data and insights are essential for measuring progress and informing our strategy,they must be paired with a deep understanding of

93、the human experiences behind the numbers.Throughout this report,in these inside inclusion spotlights,we explore the people,perspectives,partnerships,and products that illuminate and contextualize our D&I workfrom the way we widen pathways into technology to find critical talent,to the centralized st

94、rategy and globally relevant context we apply to advocate for change,to forge the intentional partnerships we establish,and the guiding principles of inclusive design that drive our product innovation.In these spotlights,learn more about how we move from aspiration,to accountability,to action.13The

95、state of diversity&inclusionInside inclusion spotlightInside inclusion spotlight:PEOPLEBuilding and growing a meaningful career is a personal journey.At Microsoft,we focus on sourcing tech talent through various pathways,hiring inclusively,supporting those early in their professions as they join Mic

96、rosoft and start their careers,and helping employees develop and nurture their growth with an intentional and high-touch approach.Widening pathways into technologyAs an organization,we continue to focus on broadening the aperture of our talent sourcing by inviting in talent through non-traditional p

97、athways.Here are some of the ways we do this:Microsoft LeapIn 2016,Jenny Ferries,a former elementary and middle school teacher,embarked on a journey with one of the first software engineering cohorts of Microsoft Leap,an immersive experience that blends classroom instruction with project work to giv

98、e participants(known as Leapers)an opportunity to break into the tech industry.Like 98%of Leapers,she then took a leap of faith and found a role in tech following her experience.For Ferries,the pivot catapulted her from a career inspiring young minds in elementary and middle schools to tackling the

99、art and science of software engineering.“Microsoft Leap finds and develops great talent that represents the many communities and cultures of our global ecosystem.From entering new markets and developing new partnerships to launching the biggest cohort of software engineers our team has worked tirele

100、ssly to help close the skills gap and accelerate employability around the world.”David Campbell,Director of Skilling&InsightsInitially,Ferries intended to return to the classroom armed with hands-on experience.But inspired by the problem-solving opportunities of working in the tech industry,she unex

101、pectedly made a permanent career pivot.Ferries,now a Principal Software Engineering Manager,relies on the skills that made her a successful teacherempathy,passion,and creativityto propel her team forward,be bold,blaze new trails,and contribute to Microsofts success.“Im now in a position where I can

102、pay it forward,”says Ferries.“Power skills are key to success.I adopted this term from a guest speaker who highlighted the value of soft skills and networking,and I am eager to use these abilities during my time with the cohort and in the future.”Will Rackley,Microsoft Leap NFL Legend Cohort Guard|J

103、acksonville Jaguars and Baltimore RavensMicrosoft Leap NFL Legends CohortIn February 2024,Microsoft Leap expanded to enable yet another unconventional pathway into technology.This program,run jointly by the NFL Player Care Foundation(PCF)and Microsoft,provides former NFL players with hands-on educat

104、ion,training,and networking,allowing them to use their NFL experiences to kick off their tech careers.In June 2024,17 NFL Legends came together to celebrate their graduation from the inaugural Microsoft Leap NFL Legend Cohort.During the event,the Legends participated in panels featuring Microsoft an

105、d NFL executives,toured the Microsoft campus as a team,networked,and presented their final group projects to an audience of potential employers.Microsoft Software and Systems AcademyThe skills,experiences,and talent of those in the military inform another critical way we differentiate perspectives.M

106、icrosoft Software and Systems Academy(MSSA)provides transitioning service members and veterans with the technical and career skills required in todays rapidly transforming tech industry.We understand that,like military members,spouses also often face unemployment or underemployment due to frequent r

107、elocations or permanent change of station.As a result,this year,we launched MSSA-Military Spouse,with a curriculum designed to train spouses for technical program and project management in global,portable IT roles.“Microsoft values the collaboration,communication,and initiative that military members

108、 develop during their service.These skills seamlessly transition into the workplace and strengthen the teams they belong to.Its inspiring to work with an organization that acknowledges and appreciates the unique talents veterans contribute to our community.”Chris Cortez,Vice President of Microsoft M

109、ilitary Affairs,and Retired United States Marine Corps Major General14The state of diversity&inclusionInside inclusion spotlightIntention for early-in-profession experiencesRegardless of the path our employees take to get to Microsoft,we aim to ensure they have a strong start once they get here.Micr

110、osoft Aspire ExperienceEvery year,Microsoft welcomes thousands of early-career and MBA new hires.This global community includes more than 2,000 Aspire hires annually from more than 600 universities across 36 countries and regions,who come with their unique dreams and talents.We help them find their

111、path.We support their initial steps toward a successful career with a comprehensive two-year journey focused on growth and development.Isaac Vargas Chacon,a Product Manager for the Microsoft 365 Copilot Developer Experience team who participated in the Aspire Experience program,found it crucial for

112、launching his career.“It exposed me to various perspectives and working styles,”says Chacon.“Through global connections with individuals from different backgrounds,skills,and experiences,I gained valuable insights and advice that have significantly contributed to my professional growth,Chacon said.”

113、Participants come together to share their experiences.Cultivating careers that inspire individuals to thriveDiscover,Connect,and Growthese are the three career pillars that ensure we facilitate every employee through their career journey.At Microsoft,we believe careers are a partnership between the

114、employee,manager,mentors,and others.Weve developed transparent tools and resources to support employees as they build their networks and invest in relationships with mentors,sponsors,career coaches,and other partners.This past year weve expanded our focus on sponsorship,launching new resources and l

115、earning across all employee audiences to increase our shared understanding of sponsorshipwhat it is,what it isnt,how it can support an employees development,and how to approach and engage in the sponsor relationshipand build consistent experiences.“One of the most important things we can do as leade

116、rs is nurture and empower the next generation of leaders.”Darryl Willis,Corporate Vice President Worldwide Energy and Resources Industry,Sponsorship program champion,and BAM ERG Executive SponsorWe strongly believe that we are at our best as a company when our employees are thriving.At Microsoft,thr

117、iving means being energized and empowered to do meaningful work.By leveraging our career framework of Discover,Connect,and Grow,we strive to empower every employee to pursue their purpose,enhance their skills,and engage in meaningful work.“As leaders,one of our core accountabilities is ensuring that

118、 we are creating and sustaining a thriving organization for today and tomorrow.And we do this by empowering our teams to pursue bold ambitions”Priya Priyadarshini,Vice President of Global Talent ManagementLeading the FuturePart of our inclusive talent management focus at Microsoft is a belief that e

119、veryone must lead.One of the many ways we nurture leadership is Leading the Future,a unique development initiative designed to strengthen intentional career planning.This six-to twelve-month cohort-based program equips participants with the tools and knowledge to navigate their career paths with con

120、fidence.With two tailored tracks for mid-level and senior-level employees,Leading the Future fosters collaboration between participants,their managers,and peers.To date,over 1,200 participants and their managers have benefited from this transformative experience,empowering them to grow thriving care

121、ers and contribute meaningfully to Microsofts future.“The Leading the Future program has been instrumental in cultivating my capabilities and outlook as a forward-thinking leader,”says Lindsey Craft-Goins,Senior Director,Security and Modern Work Customer Success.“It has inspired inventive and critic

122、al thinking by urging me to confront and rethink established norms based on my experiences.The leadership skills and vision nurtured by this program are truly indispensable.”Executive Excellence Another way we help leaders is through one-on-one engagement and coaching to support them to succeed with

123、in their organizations,and to advance the companys mission,culture,values,and collaboration across boundaries while tackling significant challenges.As part of this focus weve identified the key skills needed for executive success,the mindsets necessary for tackling challenges,and the career experien

124、ces that develop these capabilities and perspectives.By redefining and illuminating executive excellence,we can develop a bench of senior leaders from wide-ranging backgrounds,skill sets,and lived experiences to both perform and transform in the era of AI.“Development is often overlooked or underval

125、ued at our level.D&I Coaching provided a valuable opportunity for me to step away from daily tasks and focus on my personal development.It also allowed me to benefit from external motivation to improve.Diversity and Inclusion is not a check box,but an ongoing learning journey.”Matt Barlow,Corporate

126、Vice President,Windows+Surface Marketing15The state of diversity&inclusionInside inclusion spotlightEvent spotlight:Discover,connect,and grow Discover DayFive years ago,Microsoft capitalized on the reach and impact of our global digital experiences by creating Discover Day,a series of conversations

127、with peers,expert firesides,and skill-building opportunities for employees to invest in their professional growth and development.“A career at Microsoft is more than a job.Its about who you are and who you want to become.We know that work is foundational to peoples identity and wellbeing,so we want

128、our employees to have the opportunity to do work that they love.Discover Day is an opportunity for all employees to find work thats aligned with their purpose and the future they want to build,”says Roxana Tanase,Human Resources Director,Scale Talent Management.This past year,27,000 employees joined

129、 live from around the world to engage on topics including thriving in a changing world,developing and growing leadership,mentorship and sponsorship,the power of self-awareness,and nurturing character skills to uncover hidden potential.One of those discussions invited leaders from across Microsoft to

130、 share insights into building a successful career.“If I could go back and tell myself a piece of advice,it would be to invest in skills like communication,”Nadim Abdo,Corporate Vice President,Engineering,Identity Offerings,shared in the conversation.“Its a superpower how you work with others and for

131、m partnerships and collaborate,build on the work of others,and help others to be successful.These are durable things that will help you no matter what the specific technology of the day is.”“Embracing ones identity and the importance of authenticity cannot be overstated.My Caribbean heritage profoun

132、dly shapes who I am as a leader.Early on I worked hard to assimilate to the dominant culture around me,but after many failed attempts realized I am here to be myself,which includes my culture,perspectives,roses and thorns.This all in authenticity empowers us to be the sole patent of ourselves,and tr

133、ansforms our leadership and career journeys.Rashida Hodge,Corporate Vice President of Customer Success,Azure Data&AI,and BAM ERG Executive SponsorMainstage sessionsOutside In with Adam GrantSpeakers:Adam Grant,Lindsay-Rae McIntyreThe Power of Self-Awareness Speaker:LaTonya PolkCareer Stories PanelSp

134、eakers:Roxana Tanase,Rashida Hodge,Nadim Abdo,Rodrigo Kede LimaWhen people are intentionally included,the impact is exponential,the experience of innovating is more fulfilling,and the work we do is better.As part of our exploration of the power of inclusion and our ongoing recognition of communities

135、,cultures,and connections,Microsoft employees around the globe voluntarily share their stories through our Inclusion Is Innovation campaign.We highlight some throughout this report.You can explore the full stories,videos,and more at:https:/aka.inclusionisinnovation.“As a Hispanic woman from Mexico,I

136、 initially didnt see myself in the tech industry.Over time,my perspective changed as I embraced my cultural identity.Now,Im proud to represent who I am and where I come from within this field.”Elva Fernandez Sanchez,Senior Product Manager,and Finance Chair for the HOLA ERGLearn more about how Fernan

137、dez Sanchez stays connected to her roots.16The state of diversity&inclusionOur broader Microsoft businessOur core Microsoft businessRepresentation of women by geographic regionThis is our third year sharing data on the representation of women in our broader Microsoft business by region,in addition t

138、o worldwide.*INSIGHTSRepresentation of women within the broader Microsoft workforce is 32.8%,a decrease of 0.4 percentage points year over year.North America has the highest representation of women at 33.1%,followed by the Asia Pacific region at 32.3%.Representation of womenNORTH AMERICA 33.1%SOUTH

139、AMERICA 32.2%EUROPE,MIDDLE EAST,AND AFRICA 32.2%ASIA PACIFIC 32.3%*This is a geographical representation and not a representation of how we operate as a business.17The state of diversity&inclusionOur broader Microsoft businessOur core Microsoft businessPopulationINSIGHTSGlobally,population growth fo

140、r women decreased 3.3%year over year while Microsofts global broader workforce population declined 2.2%.The broader multiracial population had the highest year-over-year growth across all racial and ethnic groups in 2024 of 5.5%,followed by Native Hawaiian and Pacific Islander growth of 3.2%.While t

141、he broader Microsoft population in the US decreased 1.5%year over year,the Asian,Native Hawaiian and Pacific Islander,and multiracial communities experienced population growth in 2024.Population growth in our broader Microsoft business*Global data2023-20242020-2024GLOBAL WORKFORCE GROWTH-2.2%+34.1%W

142、OMEN-3.3%+45.5%MEN-1.7%+29.2%US data2023-20242020-2024US WORKFORCE GROWTH-1.5%+24.7%ASIAN+0.2%+28.2%BLACK AND AFRICAN AMERICAN-5.6%+73.7%HISPANIC AND LATINX-0.3%+53.9%NATIVE AMERICAN AND ALASKA NATIVE-6.4%-0.8%NATIVE HAWAIIAN AND PACIFIC ISLANDER+3.2%+33.9%WHITE-2.6%+15.2%MULTIRACIAL+5.5%+58.4%*Micr

143、osoft+LinkedIn+GitHub+Game Studios(Playground Games,Ninja Theory,Undead Labs,Compulsion Games,InXile,Obsidian,Double Fine,ZeniMax).Percentages are calculated to the 1/100th but rounded and published in 1/10th.18The state of diversity&inclusionOur broader Microsoft businessOur core Microsoft business

144、Our broader Microsoft ecosystemMicrosofts minimally integrated companies maintain separate recordkeeping systems,but our investments and commitment to diversity and inclusion extend across all entities of the Microsoft Corporation.Our investments and commitment to D&I are critical to our business su

145、ccess;we are not backing down.Our principles and strategies have common elements,while also allowing companies to tailor their actions to unique opportunities and challenges.The figures in individual company reports may differ slightly because of variations in rounding,methodology,and timing.The met

146、hodology used in this report represents data as a percentage of the entire employee population.We believe when our people bring a broad set of perspectives and backgrounds,we can create more inclusive games where players can explore expansive and welcoming worlds,and feel that sense of belonging wer

147、e all looking for.Thats why we continue to invest in this workit creates an environment where people can be their best and deliver great games for our players.This year,representation of women increased by 0.3 percentage points overall,with a 0.6 percentage points rise in leadership roles(Director+)

148、.1.0%of employees self-identified as non-binary.In 2021,we made a commitment to increase gender diversity,globally.Since then,representation of women increased 2.8 percentage points and employees who self-identified their gender as non-binary increased by 0.8 percentage points.The population of wome

149、n at the leadership level(Director+)has grown 55.1%.We remain committed to continuing to strengthen a culture of inclusion across every part of Activision,Blizzard,and King.Representation and year-over-year percentage point changeGLOBAL WOMEN26.0%+0.3GLOBAL WOMEN IN TECHNICAL ROLES21.9%+1.0US BLACK

150、AND AFRICAN AMERICAN3.4%-0.2US HISPANIC AND LATINX8.8%-0.3*Read more in our March 2024 blog.*The companys methodology has been updated in this report to reflect rep-resentation as a percentage of the entire employee population regardless of whether they choose to self-ID.The March 2024 blog and prev

151、ious reporting reflect representation as a percentage of only the population that chose to self-ID.Data presented specifically for this report reflects Microsofts fiscal year-end.GitHubs mission is to accelerate human progress through developer collaboration.We are an interconnected community of ove

152、r 100 million developers across more than 4 million organizations,and our global employee population increased by 1.5%in fiscal year 2024.Representation of women globally increased by 1.4 percentage points year over year.Women now make up 33.0%of the global workforce,25.9%of senior leader roles,38.3

153、%of management roles,and 26.5%of technical roles.In the US,the Asian employee population increased by 1.0 percentage point year over year,making up 17.2%of the GitHub workforce.The Hispanic and Latinx population grew by 0.2 percentage points,now comprising 7.1%of the GitHub workforce.Black and Afric

154、an American employees represent 6.1%of the GitHub workforce.Multiracial employees account for 4.7%of the GitHub workforce.We are committed to diversifying GitHubs workforce and fostering an inclusive,remote-first environment.Representation and year-over-year percentage point changeGLOBAL WOMEN33.0%+

155、1.4US ASIAN17.2%+1.0US BLACK AND AFRICAN AMERICAN6.1%-0.1US HISPANIC AND LATINX7.1%+0.2US MULTIRACIAL4.7%-0.2Read more in our 2024 GitHub Diversity,Inclusion,and Belonging Report.At LinkedIn,our vision is to create economic opportunity for every member of the global workforce.We recognize that reali

156、zing this vision requires us to have a diverse and inclusive workforce committed to building products with an equity mindset.The foundation of our work is a commitment to creating a sense of belonging that is shared by all employees across our global company.Upon this foundation,we invest in diversi

157、fying our organization through retention and recruiting efforts.While we have more work ahead,our commitment both to an environment of belonging and to a diverse and inclusive workforce remains core to our strategy.Our leaders play an important role in building a workforce and culture that is inclus

158、ive for everyone,and weve placed a strategic emphasis on diversifying this community.Black and African American representation among leadership has grown 0.5 percentage points since last year.Representation of women in leadership roles grew by 3.0 percentage points since last year.We acknowledge tha

159、t our diversity and inclusion work is ongoing,and we remain focused on ensuring employees from all backgrounds have the opportunity to thrive.Representation and year-over-year percentage point changeGLOBAL WOMEN IN LEADERSHIP49.0%+3.0GLOBAL WOMEN IN TECHNICAL ROLES29.9%+0.6US BLACK AND AFRICAN AMERI

160、CAN6.5%-0.2US HISPANIC AND LATINX7.7%+0.1Read more in our 2024 LinkedIn Workforce Diversity Report.The state of diversity&inclusion at MicrosoftOur core Microsoft businessRepresentationDatacentersPopulationInside inclusion spotlight:PerspectivesSelf-identificationIndigenous inclusionInside inclusion

161、 spotlight:PartnershipsHiresExitsPay equity and median unadjusted pay analysesInside inclusion spotlight:ProductsEmployee Signals and thrivingCulture of inclusionEmployee Resource GroupsEmployee CommunitiesRecognitionThe state of diversity&inclusionOur broader Microsoft businessOur core Microsoft bu

162、sinessRepresentationOn pages 20 through 43,we look more closely at our core Microsoft business,which represents 88.4%of our broader Microsoft workforce,excluding minimally integrated companies.We report representation and population data on women and men globally,and racial and ethnic groups in the

163、US.In addition,we share data about representation within levels and roles to be more transparent about our progress toward a more diverse workforce and inclusive workplace,and around opportunities for growth.We share updates on voluntary employee self-identification(Self-ID),compensation data,employ

164、ee sentiment,and workforce hires and exits.OVERALL INSIGHTSThe representation of women grew 0.4 percentage points year over year.Hispanic and Latinx and multiracial representation were up 0.1 percentage point and 0.2 percentage points,respectively,year over year.Representation for Native American an

165、d Alaska Native and Native Hawaiian and Pacific Islander groups remained unchanged year over year.Representation for Asian and Black and African American employees was down year over year,0.4 percentage points and 0.1 percentage point,respectively.LEADERSHIP INSIGHTSRepresentation of women rose year

166、 over year at all leadership levels except for the Executive level,which declined 0.1 percentage point year over year.Women had the highest representation growth at the Partner+Executive and Director+levels.Asian and multiracial representation rose year over year at all leadership levels.Both groups

167、 experienced the highest representation growth at the Executive level,1.3 percentage points and 0.7 percentage points,respectively.Representation of Black and African American employees at the Partner+Executive level grew 0.5 percentage points year over year to 4.3%.Representation decreased at the E

168、xecutive,Director,and People Manager levels.Native American and Alaska Native representation increased at the Partner+Executive level and remained unchanged at the Executive,Director,and People Manager levels.Hispanic and Latinx representation at the Executive level rose 0.8 percentage points year o

169、ver year.This is the highest representation growth this group has experienced at the Executive level since 2020.2021The state of diversity&inclusionOur broader Microsoft businessOur core Microsoft businessRepresentationRepresentation trends from 2020 to 2024*Numbers reflect percent of representation

170、WOMENALL CORE MICROSOFT202028.6202129.7202230.7202331.2202431.6TECHNICAL ROLES202022.8202124.4202225.8202326.6202427.2INDIVIDUAL CONTRIBUTOR202029.0202130.2202231.1202331.7202432.1PEOPLE MANAGER202026.3202127.1202228.4202328.4202428.8DIRECTOR202021.1202122.0202223.2202323.9202424.6PARTNER+EXECUTIVE2

171、02020.0202121.1202223.0202324.2202424.9EXECUTIVE202024.0202125.0202225.9202329.1202429.0BLACK AND AFRICAN AMERICANALL CORE MICROSOFT20204.920215.720226.620236.720246.6TECHNICAL ROLES20203.620214.420225.720235.820245.9INDIVIDUAL CONTRIBUTOR20205.220216.120227.120237.220247.1PEOPLE MANAGER20202.920213

172、.920224.520234.520244.3DIRECTOR20202.620213.220223.720233.820243.7PARTNER+EXECUTIVE20202.920213.820224.020233.820244.3EXECUTIVE20203.720215.620225.720235.120244.9HISPANIC AND LATINXALL CORE MICROSOFT20206.620217.020227.620238.020248.0TECHNICAL ROLES20205.320215.820226.820237.220247.5INDIVIDUAL CONTR

173、IBUTOR20206.820217.220227.920238.320248.4PEOPLE MANAGER20205.420216.020226.220236.520246.3DIRECTOR20204.820215.220225.620235.920245.9PARTNER+EXECUTIVE20204.420215.220225.120235.120245.3EXECUTIVE20203.320213.720223.520233.820244.6*Percentages are calculated to the 1/100th but rounded and published in

174、 1/10th.Data visualization on this page is not to mathematical scale.WOMENMENASIANBLACK AND AFRICAN AMERICANHISPANIC AND LATINXNATIVE AMERICAN AND ALASKA NATIVENATIVE HAWAIIAN AND PACIFIC ISLANDERWHITEMULTIRACIAL22The state of diversity&inclusionOur broader Microsoft businessOur core Microsoft busin

175、essRepresentationRepresentation in our core Microsoft business 2020-2024*2024ALL CORE MICROSOFTEXECUTIVEPARTNER+EXECUTIVEDIRECTORPEOPLE MANAGERINDIVIDUAL CONTRIBUTORTECHNICAL ROLESNON-TECHNICAL ROLESWOMEN31.6%29.0%24.9%24.6%28.8%32.1%27.2%53.4%MEN68.4%71.0%75.1%75.4%71.1%67.9%72.8%46.5%ASIAN36.4%25.

176、9%30.9%34.0%34.1%37.0%40.4%18.4%BLACK AND AFRICAN AMERICAN6.6%4.9%4.3%3.7%4.3%7.1%5.9%9.9%HISPANIC AND LATINX8.0%4.6%5.3%5.9%6.3%8.4%7.5%10.6%NATIVE AMERICAN AND ALASKA NATIVE0.4%0.0%0.3%0.4%0.5%0.4%0.4%0.4%NATIVE HAWAIIAN AND PACIFIC ISLANDER0.2%0.0%0.1%0.2%0.2%0.2%0.2%0.4%WHITE45.3%62.2%57.0%53.7%

177、52.6%43.8%42.9%56.8%MULTIRACIAL2.9%2.3%2.0%2.0%2.0%3.1%2.8%3.5%2023ALL CORE MICROSOFTEXECUTIVEPARTNER+EXECUTIVEDIRECTORPEOPLE MANAGERINDIVIDUAL CONTRIBUTORTECHNICAL ROLESNON-TECHNICAL ROLESWOMEN31.2%29.1%24.2%23.9%28.4%31.7%26.6%53.1%MEN68.8%70.9%75.8%76.0%71.6%68.3%73.4%46.8%ASIAN36.8%24.6%30.7%33.

178、9%33.8%37.5%40.9%18.4%BLACK AND AFRICAN AMERICAN6.7%5.1%3.8%3.8%4.5%7.2%5.8%10.5%HISPANIC AND LATINX8.0%3.8%5.1%5.9%6.5%8.3%7.2%11.3%NATIVE AMERICAN AND ALASKA NATIVE0.4%0.0%0.3%0.4%0.5%0.4%0.4%0.4%NATIVE HAWAIIAN AND PACIFIC ISLANDER0.2%0.0%0.0%0.2%0.2%0.2%0.2%0.4%WHITE45.2%64.9%58.1%54.1%52.5%43.6

179、%42.9%55.6%MULTIRACIAL2.7%1.6%1.9%1.7%1.9%2.8%2.5%3.3%2022ALL CORE MICROSOFTEXECUTIVEPARTNER+EXECUTIVEDIRECTORPEOPLE MANAGERINDIVIDUAL CONTRIBUTORTECHNICAL ROLESNON-TECHNICAL ROLESWOMEN30.7%25.9%23.0%23.2%28.4%31.1%25.8%52.0%MEN69.3%74.1%77.0%76.8%71.6%68.9%74.2%48.0%ASIAN35.8%22.5%28.4%32.4%32.2%36

180、.5%40.1%18.1%BLACK AND AFRICAN AMERICAN6.6%5.7%4.0%3.7%4.5%7.1%5.7%10.5%HISPANIC AND LATINX7.6%3.5%5.1%5.6%6.2%7.9%6.8%11.0%NATIVE AMERICAN AND ALASKA NATIVE0.4%0.3%0.3%0.4%0.4%0.4%0.4%0.3%NATIVE HAWAIIAN AND PACIFIC ISLANDER0.2%0.0%0.0%0.1%0.2%0.2%0.2%0.4%WHITE46.7%66.1%60.3%55.9%54.5%45.0%44.3%56.

181、4%MULTIRACIAL2.6%1.9%1.9%1.7%1.9%2.7%2.4%3.2%2021ALL CORE MICROSOFTEXECUTIVEPARTNER+EXECUTIVEDIRECTORPEOPLE MANAGERINDIVIDUAL CONTRIBUTORTECHNICAL ROLESNON-TECHNICAL ROLES WOMEN29.7%25.0%21.1%22.0%27.1%30.2%24.4%41.2%MEN70.3%75.0%78.9%78.0%72.9%69.8%75.6%58.8%ASIAN35.4%23.3%26.2%31.3%31.0%36.3%42.6%

182、16.9%BLACK AND AFRICAN AMERICAN5.7%5.6%3.8%3.2%3.9%6.1%4.4%9.1%HISPANIC AND LATINX7.0%3.7%5.2%5.2%6.0%7.2%5.8%10.3%NATIVE AMERICAN AND ALASKA NATIVE0.5%0.4%0.3%0.5%0.4%0.5%0.5%0.4%NATIVE HAWAIIAN AND PACIFIC ISLANDER0.2%0.0%0.1%0.1%0.2%0.2%0.1%0.4%WHITE48.6%66.3%62.9%58.2%56.6%47.0%44.2%60.0%MULTIRA

183、CIAL2.5%0.7%1.4%1.6%1.8%2.6%2.3%2.8%2020ALL CORE MICROSOFTEXECUTIVEPARTNER+EXECUTIVEDIRECTORPEOPLE MANAGERINDIVIDUAL CONTRIBUTORTECHNICAL ROLESNON-TECHNICAL ROLESWOMEN28.6%24.0%20.0%21.1%26.3%29.0%22.8%40.4%MEN71.3%75.7%79.9%78.9%73.7%71.0%77.1%59.5%ASIAN34.7%21.5%25.2%29.8%30.6%35.5%41.8%16.5%BLACK

184、 AND AFRICAN AMERICAN4.9%3.7%2.9%2.6%2.9%5.2%3.6%8.1%HISPANIC AND LATINX6.6%3.3%4.4%4.8%5.4%6.8%5.3%9.9%NATIVE AMERICAN AND ALASKA NATIVE0.5%0.0%0.3%0.4%0.4%0.5%0.5%0.4%NATIVE HAWAIIAN AND PACIFIC ISLANDER0.2%0.0%0.1%0.1%0.2%0.2%0.1%0.4%WHITE50.2%70.2%65.2%60.3%58.7%48.6%45.8%61.8%MULTIRACIAL2.3%0.4

185、%1.1%1.4%1.5%2.4%2.2%2.6%*Percentages are calculated to the 1/100th but rounded and published in 1/10th.Totals may not equal 100%due to rounding or because denominators include people who choose not to disclose.Data visualization on this page is not to mathematical scale.23The state of diversity&inc

186、lusionOur broader Microsoft businessOur core Microsoft business Datacenters This year,we are sharing data and insights on datacenter roles for the first time.Microsoft datacenters are the backbone of our modern digital infrastructure,supporting everything from cloud services to AI applications.As bu

187、sinesses increasingly rely on data-driven technologies,the need for skilled professionals to manage and maintain these critical facilities has never been greater.We continue to use talent architecture to structure all work and roles at Microsoft,to improve the employee experience by providing more i

188、nformation about roles,career development opportunities,and skills aligned to the market.This framework not only helps employees understand their current roles better but also provides a clear pathway for career progression.By aligning roles with market demands,we ensure that our workforce is equipp

189、ed with the skills needed to thrive in a rapidly evolving industry.Join us for a virtual tour of a Microsoft datacenter to learn more about the infrastructure that powers your services.Take an immersive 3D tour through the hidden world of datacenters.Representation trends in datacenter roles 2023202

190、4*Global data20232024WOMEN11.8%12.6%MEN88.2%87.4%US data20232024ASIAN7.2%7.0%BLACK AND AFRICAN AMERICAN8.6%10.0%HISPANIC AND LATINX15.7%15.5%NATIVE AMERICAN AND ALASKA NATIVE0.6%0.5%NATIVE HAWAIIAN AND PACIFIC ISLANDER0.5%0.6%WHITE63.0%61.3%MULTIRACIAL4.3%5.0%*Percentages are calculated to the 1/100

191、th but rounded and published in 1/10th.Totals may not equal 100%due to rounding or because denomina-tors include people who choose not to disclose.“Investing in Microsoft datacenters isnt just a financial commitment;its a pledge to the community,creating hundreds of skilled full-time and contractor

192、roles dedicated to their construction and operation.Were eager to employ local talent for these vital tasks.In many regions,Microsoft partners with local educational institutions to offer digital skills training,preparing residents for opportunities in IT,including rewarding positions in our datacen

193、ters.”Noelle Walsh,Corporate Vice President,Cloud Operations&Innovation+23.9%The population of datacenter employees grew 23.9%globally and 28.9%in the US in 2024.This population has more than tripled globally since 2020.24The state of diversity&inclusionOur broader Microsoft businessOur core Microso

194、ft businessPopulationOVERALL INSIGHTSThe populations of Asian,Black and African American,Hispanic and Latinx,Native Hawaiian and Pacific Islander,and multiracial groups in the US grew year over year.The multiracial population had the highest year-over-year growth across all racial and ethnic groups

195、in 2024 of 11.8%,followed by Native Hawaiian and Pacific Islander with 9.8%.The population of women in technical roles grew 5.8%year over year.+17.1%The Native Hawaiian and Pacific Islander population in technical roles had the highest year-over-year growth across all racial and ethnic groups in 202

196、4 at 17.1%followed by multiracial with 13.1%.LEADERSHIP INSIGHTSWomen experienced population growth at every leadership level in 2024 with the highest population growth at the Director level at 16.1%.Men,women,and all races and ethnicities had population growth at the Partner+Executive and Director

197、levels.In 2024,Asian,Hispanic and Latinx,and multiracial populations increased at every leadership level,with the largest growth experienced at the Executive level for each group.The population of Hispanic and Latinx employees at the Executive level has doubled since 2020.Since 2020,the population o

198、f Black and African American employees has doubled at every leadership level except the Executive level,which grew 88.9%.Population growth in our core Microsoft business*GLOBAL WORKFORCE GROWTH2023-2024+3.1%2020-2024+34.6%US WORKFORCE GROWTH2023-2024+3.5%2020-2024+23.6%Global dataALL CORE MICROSOFTE

199、XECUTIVEPARTNER+EXECUTIVEDIRECTORPEOPLE MANAGERINDIVIDUAL CONTRIBUTORTECHNICAL ROLESNON-TECH ROLESWOMEN2023-2024+4.3%+12.9%+15.8%+16.1%+4.0%+4.3%+5.8%+0.8%2020-2024+48.5%+78.1%+98.9%+104.3%+56.7%+47.3%+98.2%-8.9%MEN2023-2024+2.5%+13.4%+11.4%+11.8%+1.9%+2.7%+2.9%-0.3%2020-2024+29.0%+38.1%+50.1%+67.2%

200、+37.8%+27.5%+57.3%-46.1%US dataALL CORE MICROSOFTEXECUTIVEPARTNER+EXECUTIVEDIRECTORPEOPLE MANAGERINDIVIDUAL CONTRIBUTORTECHNICAL ROLESNON-TECH ROLESASIAN2023-2024+2.4%+16.9%+13.3%+11.7%+3.5%+2.2%+2.4%+2.5%2020-2024+29.9%+73.1%+86.9%+85.0%+50.7%+26.5%+36.3%-12.3%BLACK AND AFRICAN AMERICAN2023-2024+2.

201、5%+6.3%+26.8%+8.9%-1.5%+3.0%+4.9%-3.6%2020-2024+68.5%+88.9%+126.1%+128.9%+100.0%+65.2%+131.2%-3.5%HISPANIC AND LATINX2023-2024+4.3%+33.3%+17.4%+11.9%+0.1%+5.0%+7.0%-3.5%2020-2024+51.0%+100%+82.9%+96.7%+59.5%+49.7%+99.4%-15.5%NATIVE AMERICAN AND ALASKA NATIVE2023-2024-1.6%+33.3%+12.7%-2.4%-1.3%-3.7%+

202、9.5%2020-2024-5.3%+60.0%+95.6%+72.9%-15.9%+1.0%-25.8%NATIVE HAWAIIAN AND PACIFIC ISLANDER2023-2024+9.8%+100.0%+23.3%-3.3%+12.0%+17.1%-4.1%2020-2024+33.5%+100.0%+96.3%+31.8%+33.8%+90.7%-21.1%WHITE2023-2024+3.9%+6.4%+10.1%+10.3%+3.0%+4.1%+3.6%+4.9%2020-2024+11.6%+27.1%+33.0%+44.1%+21.6%+9.3%+32.1%-27.

203、5%MULTIRACIAL2023-2024+11.8%+60.0%+17.5%+27.2%+6.5%+12.5%+13.1%+7.1%2020-2024+56.5%+700.0%+161.1%+132.7%+82.7%+53.4%+81.1%+4.3%*Percentages are calculated to the 1/100th but rounded and published in 1/10th.”indicates a mathematically undefined term that results when the starting point is zero.25The

204、state of diversity&inclusionInside inclusion spotlightInside inclusion spotlight:PERSPECTIVESAs a company doing business in 190 countries across the world,we understand that global perspectives are critical,and everything we do to advance diversity and strengthen at Microsoft is anchored on a centra

205、l framework contextualized by global understanding.We continue to expand and deepen that understanding so that the work we do is resonant and relevant.Companywide priorities and expectationsOne of the key differentiators at Microsoft is our One Microsoft Diversity&Inclusion Plan,which is driven by a

206、 mindset-and behavior-led approach that empowers every employee to contribute.This plan enables leaders to scale proven D&I best practices globally,tailored to local knowledge and cultural insights.Every employee sets an annual D&I Core Priority goal,informed by the One Microsoft D&I Plan,to enable

207、individual accountability and foster a collaborative,inclusive environment.Global activations and individual impact Microsoft teams and individuals around the world activated D&I this past year in ways that were relevant to local identities to advance workforce representation and strengthen an inclu

208、sive culture.Here we share just some examples.Systemic change through the One Microsoft D&I Plan As part of a multiyear initiative in India,we developed a tailored program to enhance D&I awareness and capabilities across the topics of race,ethnicity,caste,religion,and faith.This program trained lead

209、ers and managers to lead contextualized,empathetic,and constructive conversations,fostering inclusiveness within their teams.“I am proud of how weve embraced local identities and fostered a culture of empathy and inclusion.By equipping our leaders to have crucial conversations,we are building a stro

210、nger,more connected Microsoft.”Deepak A.Menon,Vice President of Experiences and Devices,and D&I Executive SponsorAcross Asia,Central and Eastern Europe,the Middle East and Africa,and Australia and New Zealand,leaders facilitated workshops that encouraged employees to set a personalized D&I Core Prio

211、rity.These sessions emphasized individual accountability in fostering an inclusive culture,with thousands participating to align their goals with Microsofts mission.This effort has strengthened the collective responsibility for inclusiveness,integrating D&I into daily actions and decisions.“These wo

212、rkshops have made huge impact by drawing a large and engaged audience from various business groups in China.”Gebi Liang,Vice President of Engineering,and D&I Executive SponsorIn Australia and New Zealand,the InclUSive initiative sparked meaningful discussions on topics such as accessibility,disabili

213、ty,allyship,identity,intersectionality,and privilege.Leaders and managers encouraged employees to engage in dialogue and reflection,resulting in 95%of participants committing to make personal changes to help foster a more inclusive culture.In Western Europe,the D&I Community of Practice unites leade

214、rs and managers across 10 countries to drive systemic D&I impact.By collaborating,sharing best practices,and integrating D&I into business operations through the One Microsoft D&I Plan,the Community fosters accountability and embeds D&I into the core of the organization.“D&I is a crucial part of how

215、 we do businessit is a foundation and enabler of wellbeing,productivity,and good performance.”Peter Kuna,Chief of Staff,Western Europe,and D&I Executive Sponsor26The state of diversity&inclusionInside inclusion spotlightIndividual change through the D&I Core Priority When Christina Leimoni moved bac

216、k to Greece to lead a local sales team,she faced a huge barrier:Only her wife was recognized as their childs mother due to local laws.Moved to advocate,she shared her story within Microsoft,became an Executive Sponsor of the GLEAM ERG Chapter in Central and Eastern Europe,and influenced policy,ultim

217、ately playing a significant role in legalizing same-sex marriage in Greece.“Microsoft has empowered me to drive meaningful change for the LGBTQIA+community in my country.The support from my colleagues has fueled my passion for inclusive leadership and shown the impact we can have when united.”Christ

218、ina Leimoni,Director,AI Skills for Social Impact,EMEAIn our Europe,Middle East,and Africa regions,Karen Sancto,Senior Benefits Specialist,addressed menopause stigma by engaging local leaders and driving critical conversations.This led to global menopause support through the Maven Clinic,aiding emplo

219、yees in managing peri-menopausal symptoms while maintaining their careers.“As leaders,whether its for menopause,fertility,or ongoing parental support,we must ensure our employees and their families have access at their convenience.”Karen Sancto,Senior Benefits Specialist,Central and Eastern Europe,M

220、iddle East,and Africa,and Families ERG,Chapters Lead(EMEA)Event spotlight:ERG Engage:Intentional action for meaningful progressImagine an all-company learning experience where everyone,from the CEO to every employee globally,joins in a powerful day of engagement,celebration,and learning about divers

221、e workplace identities.This is ERG Engage,produced with Microsofts Employee Resource Groups(ERGs).The event connects and amplifies our daily work,bringing everyone together to deepen our understanding of crucial issues and moving us from intention to action.This year,tens of thousands attended livea

222、 5%increase year over yearand continue to engage with nine hours of on-demand programming.Of those who participated,88%felt empowered to deepen their allyship journey.Heres what a few attendees had to say:“Listening and acting with commitment is crucial for the change we seek!Thank you for showing h

223、ow curiosity leads to new learning and perspectives.Leading from the front is a call to action for all leaders at Microsoft.”“ERG Engage was not just a one-day event but an investment in the growth of Microsofts ERG leadership teams.By sharing experiences and taking intentional action,we left empowe

224、red and inspired to drive positive change across the company.”“Thank you for helping me recognize my responsibility to be a better ally and to view every business decision through the lens of inclusion.”Lindsay-Rae McIntyre,Chief Diversity Officer and Corporate Vice President,Talent and Learning,wel

225、coming all employees to ERG Engage as a day to invest in Microsofts culture.Leaders from Microsofts nine ERGs participate in leadership development to support their roles and career growth.27The state of diversity&inclusionOur broader Microsoft businessOur core Microsoft businessSelf-identificationS

226、even years ago,we introduced self-identification(Self-ID)to promote inclusion by helping us better understand who employees are and what they need so that we can tailor benefits,learning offerings,and leadership development.Since then,weve continued to expand the ways employees can voluntarily share

227、 their identity information in ways that are culturally and locally relevant,increasing options beyond government classifications when and where possible.Employees can Self-ID anytime based on the options available in their country,and Self-ID is available in 46 global markets,with local variations

228、across identities including military status,disability,race and ethnicity,gender identity,and sexual orientation.Greater participation leads to more informed perspectives.Through our annual Count Me In campaign,we educate employees on how Self-ID supports their experience and invite some of them to

229、voluntarily share their personal stories of identity and impact.“Knowing that the company will adapt to my needs to ensure that I have the best experience possible,and everyone is going to have the best experience possible,”says Thiago Gomes,Director,M365 Category.“That is an inclusive employee expe

230、rience.”One example of how understanding employee experience informs support through various life stages is our partnership with Maven,with benefits such as paid caregiver and parental leave,gender-affirming healthcare,financial education services,and wellness expense reimbursements.This year,Micros

231、oft introduced Menopause&Ongoing Care and Parenting&Pediatrics support,providing education and assistance to employees,which includes:24/7 support from a dedicated Care Advocateto help address symptoms,provide specializedvirtual care and personalized guidance Access to resources and education,includ

232、ingarticles and provider-led classes Support for topics from menopause topediatric care“Having grace from my organization and my manager to take the time to take care of my son has been critical for me to be able to evolve into a manager position.When I came to Microsoft,I really tried to lead with

233、empathy.Knowing that you have the strength within you,always make sure that you are your best cheerleader and people will follow.”Cynthia Bryant,Director,Customer Success Account Manager ManagementLearn more about how Bryant strives to manage her team with grace,strength,and truth in moments where t

234、hey are also balancing family life and career.28The state of diversity&inclusionOur broader Microsoft businessOur core Microsoft businessSelf-identificationMilitary self-identificationWe offer employees the choice to identify as a person with military experience in 38 countries,including the US.With

235、 this self-identification option,we aim to create more visibility and support for employees in the Microsoft military community,veterans and transitioning service members,or active members of the armed forces around the globe.This year for the first time,we are sharing global data in addition to sha

236、ring US military data.INSIGHTSAs of June 2024,4.8%of US employees in our core Microsoft business self-identified as having served in the US Armed Forces or as having Protected Veteran status,remaining unchanged from 2023.0.9%of non-US employees in our core business self-identified as having served i

237、n the military,which is a 0.1 percentage point increase from 2023.3.5%of global employees in our core Microsoft business self-identified as having served in the military,unchanged from 2023.“Self-identification of military service not only helps bring greater awareness to the unique experiences,skil

238、ls,leadership,and strong sense of duty that the military community offers,but also facilitates support for our former and current military service members around the world through a better understanding of the military community and their needs.”Douglas Phillips,Corporate Vice President,Engineering,

239、and Executive Sponsor of the Military ERG“What Im proud the most of is working somewhere where Im able to share my personal experiences without being scared.”Petrus Johnson,Customer Success Account Manager,Manager,and United States Marine Corps Learn more about how Johnson honors his roots by guidin

240、g fellow veterans and fostering social justice discussions beyond the workplace.Disability self-identificationIts estimated there are 1.3 billion people with disabilities around the globe.Many people benefit from the use of accessibility features and products.In fact,research shows that involving in

241、dividuals with disabilities in the design process enables companies to create products and services that meet the needs of a wider customer base.This year for the first time,we are sharing global data in addition to sharing US disability data.INSIGHTSAs of June 2024,9.0%of US employees in our core M

242、icrosoft business self-identified as having a disability,an increase of 0.2 percentage points from 2023.32.6%completed this part of the survey,down 2.3 percentage points from last year.1.3%of non-US employees in our core business self-identified as having a disability,a 0.1 percentage point increase

243、 from 2023.28.1%completed this survey portion,up 2.8 percentage points.5.7%of Microsofts global core workforce self-identified as having a disability,an increase of 0.2 percentage points since 2023.30.7%completed this survey portion,down 0.1 percentage point.“Knowing that the company will try to ada

244、pt to my needs to ensure that I have the best experience possible,and everyone is going to have the best experience possible.”Gonalo Mendes,Business Process AnalystLearn more about Mendes journey from relying on others for care to taking care of others.29The state of diversity&inclusionOur broader M

245、icrosoft businessOur core Microsoft businessSelf-identificationGender identity and sexual orientation self-identificationWe offer employees the choice to identify based on their sexual orientation,gender identity(including options beyond binary gender terms),and/or as transgender in 26 countries,inc

246、luding the US.We continue to explore opportunities to expand the number of markets where this self-identification option is offered.“As I became more comfortable presenting as my actual self,my confidence just gradually started increasing,and I was able to vocalize my goals more to my manager.Knowin

247、g that I can do that in my job means that I can do it in real life,right?So,you know,maybe I can live my life a little bit less afraid sometimes.”Caroline Scalley,Senior Business AdministratorLearn more about how Scalley blends humor with originality and compassion in their role,redefining norms thr

248、ough unique understanding.Middle Eastern or North African self-identificationIn the US,we adhere to the official race and ethnicity reporting categories.Acknowledging that these categories may not be sufficiently precise for everyone,we have adjusted them for US employees to offer a more accurate an

249、d affirming Self-ID experience.For instance,we allow employees to specifically identify as Middle Eastern or North African,which members of these communities have indicated is important to them.INSIGHTSAs of June 2024,0.6%of US employees in our core Microsoft business self-identified as Middle Easte

250、rn or North African.This is an increase of 0.2 percentage points from 2023.Asian representation details*The Asian community is the single largest racial and ethnic minority group within our company,comprising over 20 sub-identities from four different regions in Asia.We provide an opportunity for em

251、ployees who identify as a part of this community to identify further of their background and continue to share this data to highlight the importance of identity and the impact of self-identification.Asian sub-identities20232024CENTRAL ASIAN(INCLUDING KAZAKH AND TURKMEN)0.3%0.3%EAST ASIAN(INCLUDING C

252、HINESE,JAPANESE,AND KOREAN)23.6%25.8%SOUTH ASIAN(INCLUDING INDIAN,PAKISTANI,AND SRI LANKAN)69.8%65.9%SOUTHEAST ASIAN(INCLUDING INDONESIAN,SINGAPOREAN,AND VIETNAMESE)6.3%7.0%*Percentages are calculated to the 1/100th but rounded and published in 1/10th.Totals may not equal 100%due to rounding or beca

253、use denomina-tors include people who choose not to disclose.“My experiences have made me build empathy for people coming from different backgrounds and understanding everybody can bring some value to the table.Keep growing,finding opportunities,and creating innovation because thats the future.Not ju

254、st for you,but also for the generations after you.”Sonja Gu,Senior Product Marketing ManagerLearn more about how Gu overcame introversion and how she confidently contributes in a way that reflects her own growth.Multiracial representation details*We recognize that there can be many dimensions to mul

255、tiracial identity.We offer employees who self-identify as multiracial the option to be more specific about their racial and ethnic identities.Multiracial sub-identities20232024ASIAN34.6%37.6%BLACK AND AFRICAN AMERICAN26.2%25.6%HISPANIC AND LATINX30.1%29.8%NATIVE AMERICAN AND ALASKA NATIVE15.2%14.5%N

256、ATIVE HAWAIIAN AND PACIFIC ISLANDER5.5%5.2%WHITE72.2%73.3%I DONT WISH TO ANSWER3.6%3.1%*Percentages are calculated to the 1/100th but rounded and published in 1/10th.The total doesnt add up to 100%because employees providing multiracial details may select two races and ethnicities.30The state of div

257、ersity&inclusionOur broader Microsoft businessOur core Microsoft businessIndigenous inclusionHonoring cultural perspectives within and beyond MicrosoftAt Microsoft,we value and respect the important ways that Indigenous experiences and perspectives shape our global past and inform our innovative fut

258、ure.Here we explore some of the ways we engage with and support global Indigenous communities through employee experiences,external partnerships,product innovation,and more.Indigenous self-identificationThis year,for the first time,were sharing further details on Indigenous employees globally.We cur

259、rently gather information on Indigenous identity based on government classifications in each country where this Self-ID opportunity is available.In the US,this includes employees who identify as Native American and Alaska Native or Native Hawaiian and Pacific Islander.In Australia,New Zealand,Canada

260、,and Brazil,employees have the option to select a broader Indigenous category.Finally,in Taiwan,employees have the option to identify as Aboriginal.We are continuing to improve our Self-ID program and processes,including broadening employees opportunities to identify as Indigenous globally while all

261、owing for country-specific identification of Indigenous peoples.INSIGHTS0.6%of Microsoft US core workforce self-identified as Indigenous,which is unchanged from 2023.Of the core workforce outside of the US,0.5%self-identified as Indigenous,which remained unchanged from 2023.As of June 2024,0.6%of gl

262、obal employees in our core Microsoft business self-identified as Indigenous,which remained unchanged from 2023.Earning global trust with Indigenous communitiesThere are many efforts supporting Indigenous communities globally,including in Canada,the United States,Australia,and New Zealand.The areas o

263、f focus include digital inclusion,policy,procurement,and people.By harnessing our resources,we inform actionable progress that upholds Indigenous rights.In this section,we focus on some of our most significant endeavors and programs,such as collaborating with Microsofts Indigenous Employee Resource

264、Group(ERG),funding digital literacy through our TechSpark initiative for Tribes in North Dakota,and revitalizing languages like Inuktitut and Inuinnaqtun.Supporting employees and honoring culture globally To enhance awareness and belonging,the Indigenous at Microsoft ERG helps build and support comm

265、unities globally across its nine chapters through sharing knowledge and integrating Indigenous traditions and values into our Microsoft culture.The ERG has partnered with our Global Real Estate and Facilities team to source artwork from local artists and include Land Acknowledgments in the global pl

266、aybook for any new locations.The ERG also provides guidance for Land Acknowledgments to be incorporated into company events,promoting understanding of Indigenous Peoples and honoring the original stewards of the land.“Its been really enjoyable to be in involved in Indigenous at Microsoft I feel like

267、 I have the ability to speak up and make change.I can be my full self.I dont have to worry about covering.”Brent Nix,Senior Security Technical SpecialistLearn more about how Nix found the courage to uncover and find a space and voice where he no longer felt the need to hide his true self.“Technology

268、 can aid in the preservation and revitalization of languages,aligning with our mission to empower every person and organization on the planet to achieve more,even if they dont speak English.”Marc-Andr Groulx,Strategic Customer Success Account ManagerPathways into tech and economic growthIn addition

269、to employee-focused initiatives,we engage with Asian American and Native American Pacific Islander-Serving Institutions(AANAPISIs)and Tribal Colleges and Universities(TCUs)through recruitment and professional development,partnering with institutions like the University of Washington Tacoma.We also c

270、ollaborate with organizations like American Indian Science and Engineering Society(AISES)to network,recruit,grow,and develop talent across our workforce.To boost economic opportunities,our TechSpark initiative funded a Digital Literacy Program for Tribal Colleges in North Dakota.In partnership with

271、Turtle Mountain Community College,we have supported a cybersecurity program,helping students gain digital economy skills and reduce educational barriers.Tribal Affiliation:Mapuche31The state of diversity&inclusionOur broader Microsoft businessOur core Microsoft businessSteven Worrall,Managing Direct

272、or,Microsoft Australia,and Steve Hughes,Traditional Custodian of the Cabrogal mob.Collaboration at our Sydney datacenterLast June,Microsoft launched a one-of-a-kind project at the Kemps Creek datacenter in Western Sydney,partnering with Indigital and the Dharug people.This marks the first time an In

273、digenous cultural connection has been included in the design and building of a datacenter by a hyperscale cloud provider in Australia.The initiative combines traditional Indigenous practices,extensive community engagement,and machine learning to create artwork that is meaningful,while preserving Ind

274、igenous traditions in modern infrastructure projects.The work in progress will comprise an estimated 4,575 construction roles,requiring 18.6 million work hours,with many jobs filled by local contractors.An artists impression of the 190-megawatt datacenter Microsoft is building in Western Sydneys Kem

275、ps Creek.Language preservationIndigenous languages are crucial to cultural and societal identity,necessitating their preservation.Microsofts Language Bank employs AI to safeguard endangered languages such as Inuktitut and Inuinnaqtun,now integrated into Microsoft Translator,making them available acr

276、oss our products and services.Through partnerships with governments and language communities,we aim to prevent the extinction of the worlds nearly 7,000 languages.You can now translate between Inuinnaqtun or Romanized Inuktitut and any of more than 100 supported languages and dialects in the Microso

277、ft Translator apps,Office,and Translator for Bing.Using Azure Cognitive Services Translator,you can add Inuinnaqtun and Romanized Inuktitut text and document translation to your apps,websites,workflows,and tools.Microsoft Translator helps preserve Indigenous languages such as Inuinnaqtun or Inuktitu

278、t.“I struggled for a long time being disconnected from my Mori identity.As I rediscovered my roots,Ive gone from being a student of my culture to,now,actively sharing and teaching others about my culture.Microsoft is a place where I can be me.I want that for the younger generation and for my childre

279、n.”Dan Te Whenua Walker,Senior Partner Development Manager Tribal Affiliation:Ngti Ruanui,Ngruahine,Ngti Kahungunu ki Wairoa,Maniapoto,Thourangi,Te AtiawaLearn more about how Walker connecting with the local Mori community allowed him to bridge the two worlds of his dual heritage,Mori and Pkeh.The f

280、irst Anishinaabe community built in MinecraftThe Manito Ahbee Aki project,in collaboration with the Louis Riel School Division,Microsoft Canada,and Minecraft:Education Edition,immerses students in historical Manitoba.Through an interactive Minecraft world,they explore Indigenous traditions,community

281、 living,and sites like The Forks and Manitoba petroforms.This initiative enhances understanding and respect for Anishinaabe history,promotes experiential learning,and supports cultural reconciliation efforts.32The state of diversity&inclusionInside inclusion spotlightInside inclusion spotlight:PARTN

282、ERSHIPSOur commitment to fostering diversity and inclusion extends beyond our workforce to our ecosystem and the communities where we do business.From our focus on supplier diversity,to the partnerships we form to increase opportunities for communities,to the ways our technology unlocks access to cr

283、itical resources,stories,and knowledge globally,our approach to partners extends our values.Supporting the ecosystem beyond MicrosoftAt Microsoft,we embrace a core set of values,and count on our supplier network to help us fulfill this mission.Fueled by infrastructure and technology investments,fisc

284、al year 2024 marked the highest annual spending in the 20-year history of Microsofts Supplier Diversity Program.More than$18 billion was spent with more than 700 diverse-owned and small to midsized underrepresented businesses globally.“Supplier diversity extends beyond mere metrics;its about cultiva

285、ting enduring partnerships that enable everyone to succeed,”said Glenda Dengah,Director of Supplier Diversity.“Its essential to nurturing mutual success for Microsoft,our suppliers,and the diverse communities we represent.”Partnering with diverse suppliers allows those suppliers to have an outsized

286、impact,empowering communities around the world,so businesses of all sizes can have shared success.Here are just a few highlights featuring suppliers we work with:Hanson Consulting,a dynamic and innovativewoman-owned company,is dedicated toempowering future leaders in STEM.Throughtheir scholarship fu

287、nd,Hanson Consultingawards scholarships to first-generationcollege students and those from low-income backgrounds pursuing bachelors degrees in STEM at Central Washington University.This initiative has already provided more than$500,000 in scholarships,supporting 47 ambitious and talented students,p

288、aving their way toward a brighter future.Oxygen,a Native-American and minority-owned supplier,plays a pivotal role in transforming our workforce through comprehensive sales enablement training.By empowering every seller and supporting customers needs,Oxygen Learning helps drive the delivery of more

289、than 1,000 diverse projects and solutions,benefiting more than 130,000 Microsoft global employees and partners.Their commitment to providing learning and development resources tailored to diverse backgrounds and experiences ensures that empathy and human understanding are at the core of their traini

290、ng programs,thereby amplifying the positive impact on minority communities and fostering an inclusive and dynamic working environment.Comcentia,a Black and African Americanowned business,provides software solutionsto businesses of all sizes,in turn helping theircustomers strategically scale and deli

291、ver.Comcentia received support through ourRacial Equity Initiative to access critical capitaland mentoring,enabling them to enhanceefficiencies and accelerate business growth.We will continue enhancing the processes,policies,and programs that contribute to our success and that of our customers throu

292、gh a diverse and inclusive supply chain,with a focus on supporting underrepresented small businesses among our diverse suppliers.For digital skillingOne of the ways we invest in critical skilling and education is by helping students and adults develop the skills necessary in the digital economy.Sinc

293、e 2009,Microsoft has led Technology Education and Learning Support(TEALS),which builds sustainable computer science(CS)programs in high schools to support students excluded from learning CS because of race,gender,or geography.TEALS helps technology professionals learn to teach CS by pairing them wit

294、h industry volunteers and proven curricula.More than 100,000 students have received CS education through the program.700+In fiscal year 2024,Microsoft spent more than$18 billion with more than 700 diverse and small to midsized underrepresented businesses globally.33The state of diversity&inclusionIn

295、side inclusion spotlightThrough our Racial Equity Initiative,TEALS accelerated to expand access and is now providing computer science education to high school students in nearly 550 schools across 21 racial equity expansion regions with the support of 1,500+volunteers,12 percent of whom identify as

296、Black or African American.The program is projected to expand to a total of 600 schools for the 2024-2025 school year.Another way we increase access is through our Nonprofit Tech Acceleration(NTA)program,committed to increasing technology access for“At Microsoft Philanthropies,our mission is to empow

297、er people,nonprofits,and communities with the digital and AI capabilities they need to drive inclusive economic growth.By democratizing access to technology,were not just expanding opportunities,but also helping to create a more equitable and inclusive society.Our commitment is to ensure that everyo

298、ne,regardless of background,has the tools to thrive in the digital economy.”Kate Behncken,Corporate Vice President and Global Head of Microsoft Philanthropiesnonprofit organizations that serve historically underrepresented communities.To help digitally transform nonprofits in underserved communities

299、,we have provided support to more than 537 nonprofits serving Hispanic and Latinx communities and helped streamlined operations with technical solutions impacting over 1,900 Black and African American communities.To preserve historyIn partnership with The Martin Luther King Jr.Center for Nonviolent

300、Social Change(The King Center),Microsoft is honored to digitize the worlds largest collection of primary source material related to Dr.Martin Luther King Jr.,and the American Civil Rights Movement.Through this partnership,we have supported the creation and launch of The Coretta Scott King Rose Galle

301、ry,which offers a unique glimpse into the life of Coretta Scott King,the visionary behind the King legacy.More than just a virtual museum,the gallery is an immersive journey that connects the past with the present,inviting audiences to explore the legacy of a remarkable woman who dedicated her life

302、to social justice and peace.At Microsoft,we believe that by using technology to help unlock the important history,stories,and experiences of the Black and African American communities in the US and globally,we can co-create a more equitable present and future.Event spotlight:Global Nonprofit Leaders

303、 SummitAI has democratized innovation in ways previously unimaginable.We believe access to innovation is even more relevant and urgent for the nonprofit and non-governmental organization(NGO)community.In this two-day inaugural event,Microsoft hosted nonprofit leaders from around the world to engage,

304、elevate,and empower each other with tools for leadership in the era of AI.Participants from organizations representing causes such as social justice,food security,education equity,and climate resilience converged from 117 countries to discuss and explore the potential of AI in driving meaningful soc

305、ial change.The summit drew 6,700 attendees representing 3,650 nonprofit organizations and featured keynote speakers and AI visionaries including Trevor Noah,Dr.Fei-Fei Li,and Vilas Dhar.Through a series of engaging keynotes,breakout sessions,and interactive demonstrations,attendees explored how AI c

306、an be a catalyst for social impact.Join our discussion spaces to connect with nonprofit peers and Microsoft experts.Trevor Noah and Microsoft Philanthropies Corporate Vice President Kate Behncken host a fireside chat.Attendees at the Global Nonprofit Leaders Summit.The state of diversity&inclusionOu

307、r broader Microsoft businessOur core Microsoft businessHires34In 2023,we started reporting our hiring data by women and men globally and by race and ethnicity in the US.These numbers reflect hires of members of a particular group as a percentage of total employee hires within the respective year.Hir

308、es representation exceeding headcount representation is one of the factors that could increase a groups representation.INSIGHTSFor women employees,hires representation of 34.1%was 2.6 percentage points greater than headcount representation of 31.6%.For Asian employees,hires representation of 30.6%wa

309、s 5.8 percentage points less than headcount representation of 36.4%.Hires representation for Black and African American employees was 9.5%,2.9 percentage points higher than headcount representation of 6.6%.Hires representation for Hispanic and Latinx employees was 11.5%,3.4 percentage points higher

310、than headcount representation of 8.0%.For multiracial employees,hires representation of 4.6%was 1.7 percentage points greater than headcount representation of 2.9%.Hires representation for 2023 and 2024*Global data20232024WOMEN35.5%34.1%MEN64.4%65.6%US data20232024ASIAN39.5%30.6%BLACK AND AFRICAN AM

311、ERICAN9.6%9.5%HISPANIC AND LATINX10.1%11.5%NATIVE AMERICAN AND ALASKA NATIVE0.2%0.2%NATIVE HAWAIIAN AND PACIFIC ISLANDER0.2%0.3%WHITE32.4%38.6%MULTIRACIAL3.5%4.6%*Percentages are calculated to the 1/100th but rounded and published in 1/10th.Totals may not equal 100%due to rounding or because denomin

312、a-tors include people who choose not to disclose.35The state of diversity&inclusionOur broader Microsoft businessOur core Microsoft businessExitsWe report on workforce exits of employees who have left the core Microsoft business voluntarily or involuntarily,by women and men globally,and by race and

313、ethnicity in the US.These numbers reflect the exits by members of a particular group as a percentage of total employee exits within the respective year.Keeping exits representation lower than headcount representation is one of the factors that could increase a groups representation.INSIGHTSFor women

314、 employees,exits representation of 32.7%was 1.2 percentage points greater than headcount representation of 31.6%.For Asian employees,exits representation of 27.7%was 8.7 percentage points less than headcount representation of 36.4%.For Black and African American employees,exits representation of 10.

315、0%was 3.3 percentage points greater than headcount representation of 6.6%.For Hispanic and Latinx employees,exits representation of 9.8%was 1.8 percentage points greater than headcount representation of 8.0%.Exits representation for Native American and Alaska Native and Native Hawaiian and Pacific I

316、slander employees was equal to headcount representation in 2024.Exits representation for 2023 and 2024*Global data20232024WOMEN31.0%32.7%MEN69.0%67.2%US data20232024ASIAN31.7%27.7%BLACK AND AFRICAN AMERICAN8.7%10.0%HISPANIC AND LATINX8.0%9.8%NATIVE AMERICAN AND ALASKA NATIVE0.4%0.4%NATIVE HAWAIIAN A

317、ND PACIFIC ISLANDER0.2%0.2%WHITE48.0%48.7%MULTIRACIAL2.9%3.0%*Percentages are calculated to the 1/100th but rounded and published in 1/10th.Differentials may differ slightly due to rounding.Totals may not equal 100%due to rounding or because denominators include people who choose not to disclose.36T

318、he state of diversity&inclusionOur broader Microsoft businessOur core Microsoft businessPay equity and median unadjusted pay analysesWe are sharing results from both analyses as part of our continued commitments to pay equity and representation.We report our analyses globally,based on total pay for

319、rewards eligible employees.As of September 2024,our pay equity analysis shows we continue to have pay equity for each of the comparisons shared,and the median unadjusted pay analysis indicates that there is an opportunity for us to continue our focus on representation at more senior levels.As we con

320、tinue to increase representation for women and racial and ethnic minority groups at more senior levels,and continue to ensure pay equity for all,the median unadjusted pay gaps will reduce.Understanding pay equity analysisA pay equity analysis,also known as an adjusted pay analysis,measures the diffe

321、rence in pay between two groups(Group A and Group B),accounting for factors that legitimately influence pay.For example,a pay equity analysis may control for employee level,because that can explain some differences in pay.As a result,a pay equity analysis can give insight into equitable pay for subs

322、tantially similar work.Understanding median unadjusted pay analysis (pay gap)A median unadjusted pay analysis takes a group of employees(Group A)without accounting for any factors that legitimately influence pay and identifies the median pay of the group(the value in the middle).That median is compa

323、red to the median pay of another group of employees(Group B).Any difference between the median pay values is referred to as a median unadjusted pay gapor“pay gap.”Pay equity earned for every$1.0 earned by comparison groupMedian unadjusted pay analysis Median relative to comparison group medianWOMEN

324、RELATIVE TO MENWOMEN GLOBALLY$1.089.0%WOMEN IN THE US$1.090.7%WOMEN OUTSIDE THE US$1.087.1%RACIAL AND ETHNIC MINORITY GROUPS RELATIVE TO WHITE EMPLOYEESALL RACIAL AND ETHNIC MINORITY GROUPS IN THE US$1.092.0%BLACK AND AFRICAN AMERICAN EMPLOYEES IN THE US$1.079.6%HISPANIC AND LATINX EMPLOYEES IN THE

325、US$1.084.5%ASIAN EMPLOYEES IN THE US$1.096.2%“Diversity and inclusion are key to our culture,mission,and business at Microsoft.Disclosing both our pay equity and median unadjusted pay analyses holds us accountable to our commitments.While each analysis on its own provides important insights,combined

326、 they are even more powerful as long as we have pay equity,any pay gaps indicate opportunities to increase representation at more senior levels.”Mike Cyran,Vice President of Global Compensation,Performance,and International Benefits37The state of diversity&inclusionInside inclusion spotlightInside i

327、nclusion spotlight:PRODUCTSWe understand that people view technology as an extension of themselves,and we are at our best when we feel included in our workplace.Microsoft creates technology and tools with inclusive principles at the core,so that our innovation helps people connect,collaborate,and th

328、rive.Solve for one,extend to many:Our guiding principle for Inclusive Design One of the ways to ensure we empower every person and organization on the planet to achieve more is to create products that are for everyone.Our product creators follow the guidance of Microsofts inclusive design principles

329、,which outline how they should learn from people with lived experiences different than their own,apply insights into product creation,and extend benefits across a broad range of people.To help put the principles into practice,Microsoft created the Mental Health Toolkit,an extension of the award-winn

330、ing Cognitive Inclusion Toolkit which focuses on how our brains work.Launched earlier this year in partnership with Mental Health America,the Mental Health Toolkit focuses on designing inclusive experiences with different cognitive abilities,as well as wellbeing,in mind.“Tools that arent designed wi

331、th mental health considerations can reduce productivity by creating negative experiences that worsen someones emotional state,”says Christina Mallon,Director of Inclusive Design.“If I have an experience that is made to consider the needs of someone with“Inclusive design leads to better experiences.O

332、ur diverse teams bring varied perspectives,making our products more inclusive.”Christina Mallon,Director of Inclusive Design ADHD and anxiety like me,and then I can create and be productive with this experience,it really brings so much joy.By creating environments and products that cater to diverse

333、needs and preferences,we can foster a culture of learning,productivity,and wellbeing for everyone.Inclusion makes our products better.”“Solve for one,extend to many”is a mantra from the disability community that Microsoft has long used to guide our designs.Solving for individual needs creates more universally valuable outcomes.The most inclusive touchpadProducts that foster inclusionThis past year