SEC Press pdf 4734 KB 27,573 chars

2020 Diversity And Inclusion Strategic Plan

Exhibit of SEC Chairman Jay Clayton Confirms Plans to Conclude Tenure at Year End

summary

The U.S. Securities and Exchange Commission launched a Diversity and Inclusion Strategic Plan for fiscal years 2020-2022 to promote diversity, inclusion, and equal opportunity within its workforce, operations, and the industries it oversees.

paragraph

The plan includes five key goals: demonstrating leadership commitment, fostering a connected culture, building a diverse talent pipeline, leveraging diversity for mission effectiveness, and promoting business diversity with SEC stakeholders. These goals are designed to enhance the SEC's performance by improving its analytical capabilities and human capital development. The plan was developed through extensive input from all SEC staff levels and was made available for public comment before finalization.

narrative

The U.S. Securities and Exchange Commission (SEC) has launched a comprehensive Diversity and Inclusion Strategic Plan for fiscal years 2020-2022, aiming to promote diversity, inclusion, and equal opportunity within its workforce, operations, and the industries it oversees. The plan includes five key goals: demonstrating leadership commitment, fostering a connected culture, building a diverse talent pipeline, leveraging diversity for mission effectiveness, and promoting business diversity with SEC stakeholders. These goals are designed to enhance the SEC's performance by improving its analytical capabilities and human capital development. The plan was developed through extensive input from all SEC staff levels and was made available for public comment before finalization. The SEC's continued commitment to promoting diversity, inclusion, and equal opportunity is critical to allowing the Commission to attract and retain talent with the mix of skills and expertise needed to maximize its effectiveness. The plan also recognizes that diversity, inclusion, and opportunity should be reflected in the outward-facing aspects of the Commission's work, including through ensuring that its education and outreach efforts adequately encompass underserved communities.

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Scheme: non-corporate (100%)

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Extracted insights

Entities 2

person measurable goals
organization Securities and Exchange Commission

Triples 8

U.S. Securities and Exchange Commission depends on effective, highly skilled workforce
U.S. Securities and Exchange Commission protects investors
U.S. Securities and Exchange Commission maintains fair, orderly, and efficient securities markets
U.S. Securities and Exchange Commission facilitates capital formation
Diversity and Inclusion Strategic Plan outlines goals and strategies
Diversity and Inclusion Strategic Plan sets measurable goals
Diversity and Inclusion Strategic Plan applies to Fiscal Years 2020–2022
Commission developed Diversity and Inclusion Strategic Plan

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2020 Diversity And Inclusion Strategic Plan · Source

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Diversity
and
Inclusion

STRATEGIC PLAN

F I S C A L Y E A R S 2 0 2 0 – 2 0 2 2
U.S . SECURIT IES AND EXCHANGE COMMISS ION

CONTENTS

MESSAGE FROM THE CHAIRMAN ............................................................................1

INTRODUCTION ...........................................................................................................2

DEFINING DIVERSITY AND INCLUSION ..................................................................3

THE MISSION CASE FOR DIVERSITY AND INCLUSION ........................................4

GOALS OF THIS DIVERSITY AND INCLUSION STRATEGIC PLAN .....................5

SEC DIVERSITY AND INCLUSION GOALS ................................................................6

GOAL 1: Demonstrate leadership commitment and accountability ..........................6

GOAL 2: Foster a connected culture ...........................................................................7

GOAL 3: Build a diverse talent pipeline .....................................................................9

GOAL 4: Leverage diversity and inclusion for mission effectiveness........................11

GOAL 5: Promote business diversity with SEC stakeholders ...................................12

SEC EMPLOYEE AFFINITY GROUPS ........................................................................13

HOW THIS PLAN WAS DEVELOPED ........................................................................14

ENDNOTES ....................................................................................................................15

Our c“ ontinued commitment to

promoting diversity, inclusion, and equal

opportunity is critical to allowing the

Commission to attract and retain talent

with the mix of skills and expertise

needed to maximize our effectiveness.

DIVERSITY AND INCLUSION STRATEGIC PLAN, FISCAL YEARS 2020–2022 | 1

MESSAGE FROM THE CHAIRMAN
The U.S. Securities and Exchange Commission
depends on an effective, highly skilled workforce to
carry out its mission—protecting investors; maintain-
ing fair, orderly, and efficient securities markets; and
facilitating capital formation. Our continued com-
mitment to promoting diversity, inclusion, and equal
opportunity is critical to allowing the Commission
to attract and retain talent with the mix of skills and
expertise needed to maximize our effectiveness. In ad-
dition, leveraging diversity and inclusion throughout
the agency helps ensure the Commission’s regulatory
programs and guidance reflect the diversity of the
investors and businesses who depend on our work.

Put simply, in order to perform at the highest level, we need to ensure that our work and
our workforce reflect a diversity of thoughts, backgrounds, and experiences.

I am pleased to present the SEC’s first Diversity and Inclusion Strategic Plan. This Plan,
which was developed with input from staff throughout the Commission, outlines our
goals and strategies for continuing to build a workforce that will deliver on our mission
and fulfill our obligations to the investing public. The Plan also recognizes that diversi-
ty, inclusion, and opportunity should be reflected in the outward-facing aspects of the
Commission’s work, including through ensuring that our education and outreach efforts
adequately encompass underserved communities. Importantly, the Plan sets measurable
goals for Fiscal Years 2020–2022 upon which we can evaluate our progress.

I have said on many occasions that the Commission’s greatest asset is its workforce.
Implementing the Diversity and Inclusion Strategic Plan will help further our broader
goals of increasing our capabilities; leveraging our shared commitment to investors; and
promoting diversity, inclusion, and equality of opportunity among the Commission’s
staff. Each of us is responsible for ensuring the success of this Plan, and I look forward
to working with my colleagues at the Commission to achieve these important objectives.

2 | U.S. SECURITIES AND EXCHANGE COMMISSION

INTRODUCTION
At the U.S. Securities and Exchange Commission (SEC), we recognize that our
people are our most important asset. We also recognize that diversity, inclusion, and
opportunity are essential to the agency’s ability to effectively carry out its mission.
These fundamental and value-enhancing tenets of our mission-oriented culture dictate
that we continuously work to attract, hire, develop, and retain high-quality, diverse
talent. Doing so allows us to build and maintain a workforce that reflects a diversity
of backgrounds and experiences, as well as the diversity of investors and market
participants we serve. We also must strive to cultivate an inclusive work environment
in which all employees are meaningfully engaged and have the opportunity to develop
and succeed. Similarly, beyond our workforce, we are committed to promoting
diversity and inclusion in the SEC’s supplier network and in the industry participants
the agency oversees.

The SEC developed this Diversity and Inclusion Strategic Plan (Plan) for Fiscal Years
2020 –2022 to provide a blueprint to build upon. We aim to continue making progress
toward promoting workforce diversity, inclusion, and opportunity, as well as supplier
diversity, in light of the dynamic and ever-changing nature of the markets we oversee.
These dynamics include shifting demographics and emerging technologies that affect the
way we work and interact.

This Plan includes measurable actions that are designed to help fully integrate diversity,
inclusion, and opportunity in the strategic decision-making of the agency, enhance
organizational effectiveness, and meet future challenges. This Plan envisions that SEC
leadership, managers, and supervisors in all divisions and offices will assume direct
responsibility for its implementation, recognizing that promoting diversity and inclusion
and ensuring opportunity are both an individual and a collective responsibility and
should be a prominent part of the fabric and culture of the agency.

DIVERSITY AND INCLUSION STRATEGIC PLAN, FISCAL YEARS 2020–2022 | 3

DEFINING DIVERSITY AND INCLUSION

Diversity is defined broadly and

refers to the range of similarities and

differences in individual and organizational

characteristics that shape our workplace.

These include national origin, language,

race, color, disability, ethnicity, gender,

age, religion, sexual orientation, gender identity,

socioeconomic status,

veteran status, and

family structure.

The concept also

encompasses other

differences among people,

including geographic

differences and, importantly,

diversity of thought and

life experiences.

Inclusion refers to

a culture that connects

each employee to the

organization; encourages

collaboration, flexibility,

and fairness; and

leverages diversity

throughout the organization so that all

employees are able to participate and

contribute to their full potential.

4 | U.S. SECURITIES AND EXCHANGE COMMISSION

THE MISSION CASE FOR DIVERSITY
AND INCLUSION
There is strong support for the conclusion that diversity in both leadership and the
workforce is essential for maximizing mission effectiveness and impact. Research
demonstrates that organizations with a diverse workforce, especially within the senior
management ranks, outperform their peers over time.1 Diverse organizations have
proven to be more capable than their counterparts in attracting top talent, developing
stronger relationships with customers and stakeholders, improving decision-making
and innovation, and increasing employee engagement and satisfaction. Incorporating
a diversity of thought and perspectives into an organization’s approach to solving
problems and furthering its mission helps that organization achieve better outcomes.

In addition to these diversity-driven advantages in performance, federal law directs all
federal agencies to seek to achieve a workforce drawn from all segments of society, to
ensure equal employment opportunity, and to integrate diversity and inclusion as a key
component of their human resources strategies.2 Federal law specifically requires federal
financial regulatory agencies, including the SEC, to develop standards for workforce
diversity, and to take specific affirmative steps to seek diversity at all levels of the
agency’s workforce in a manner consistent with applicable law.3

Diversity alone, however, is not sufficient to achieve these performance advantages.
The power of diversity is greatly amplified in organizations that value differences
and cultivate and empower diversity of thought within the organization. A culture of
inclusion is not only essential to equitable and fair practices, but, when coupled with
diversity, inclusion enhances mission effectiveness and innovation. A substantial body
of research, and our own organizational history, strongly supports the notion that
a tangible, continuous commitment to diversity and inclusion, and human capital
development more generally, creates organizations that are more resilient and effective
at achieving their missions than organizations that do not invest in, and address, their
people and culture.

For these reasons, the SEC has embraced diversity and inclusion as both a matter of
legal compliance and as a mission imperative. Continuing, deepening, and expanding
our commitment to diversity and inclusion will assist the agency in maintaining the
highest standards of excellence in pursuit of its mission on behalf of investors and
market participants.

DIVERSITY AND INCLUSION STRATEGIC PLAN, FISCAL YEARS 2020–2022 | 5

GOALS OF THIS DIVERSITY AND
INCLUSION STRATEGIC PLAN
This Plan sets forth five overarching goals in support of diversity and inclusion:

GOAL

GOAL 1: Demonstrate leadership commitment and accountability
Demonstrate leadership commitment and accountability through agency

policy, messaging, and behavior that advances diversity and inclusion goals

and objectives. (SEC 2018–2022 Strategic Plan Goal 3.1)

GOAL

GOAL 2: Foster a connected culture
Cultivate a supportive, welcoming, inclusive, and fair work environment that

allows employees to feel connected to the agency’s mission and contribute to

their full potential. (SEC 2018–2022 Strategic Plan Goals 3.1, 3.5)

GOAL3
GOAL 3: Build a diverse talent pipeline
Pursue a comprehensive strategy to build and maintain a high-performing

workforce drawn from all segments of American society. (SEC 2018–2022

Strategic Plan Goal 3.1)

GOAL4 GOAL 4: Leverage diversity and inclusion for mission effectiveness
Use SEC resources and services in a manner that reflects diversity of investors

and businesses. (SEC 2018–2022 Strategic Plan Goals 1.1, 1.2, 1.3, 1.4, 2.2)

GOAL5

GOAL 5: Promote business diversity with SEC stakeholders
Advance diversity and inclusion in the SEC supplier base and with entities

regulated by the SEC. (SEC 2018–2022 Strategic Plan Goals 1.4, 2.4, 3.2, 3.4)

These five goals are designed to support the three major goals described in the overall
SEC Strategic Plan for Fiscal Years 2018–2022:

SEC Goal 1: Focus on the long-term interests of our Main Street investors.

SEC Goal 2: Recognize significant developments and trends in our evolving
capital markets and adjust our efforts to ensure we are effectively allocating
our resources.

SEC Goal 3: Elevate the SEC’s performance by enhancing our analytical
capabilities and human capital development.

https://www.sec.gov/files/SEC_Strategic_Plan_FY18-FY22_FINAL_0.pdf

6 | U.S. SECURITIES AND EXCHANGE COMMISSION

1GOAL

SEC DIVERSITY AND INCLUSION GOALS
GOAL 1: Demonstrate leadership commitment and accountability
Demonstrate leadership commitment and accountability through agency policy, messaging,
and behavior that advances diversity and inclusion goals and objectives. (SEC 2018–2022
Strategic Plan Goal 3.1)

1a. Strategic Planning Maintain a strategic plan that aligns diversity and
inclusion efforts with SEC strategic goals and
objectives.

1b. Communication
Strategy

Create and implement a communications strategy
that further elevates diversity and inclusion as a
key strategic priority and reinforces leadership
commitment.

Develop additional investor outreach content and
engagement initiatives specifically for diverse
audiences, including traditionally underserved
communities.

1c. Accountability Clarify—through outreach by Office of Minority and
Women Inclusion (OMWI), Office of Human Resources
(OHR), and Office of Equal Employment Opportunity
(OEEO)—existing diversity and inclusion expectations
for Senior Officers, managers, and supervisors,
including how diversity and inclusion performance
impacts evaluation results.

Explore the feasibility of division- and office-level
diversity and inclusion performance metrics to
promote accountability and best practices.

1d. Transparency Raise awareness by including information about
diversity and inclusion on the SEC’s external website,
and maintaining a Diversity Dashboard and other
tools to provide updated diversity data to Senior
Officers and SEC employees.

DIVERSITY AND INCLUSION STRATEGIC PLAN, FISCAL YEARS 2020–2022 | 7

2GOAL

GOAL 2: Foster a connected culture
Cultivate a supportive, welcoming, inclusive, and fair work environment that allows
employees to feel connected to the agency’s mission and contribute to their full
potential. (SEC 2018–2022 Strategic Plan Goals 3.1, 3.5)

2a. Equal
Employment
Opportunity

Use quantitative and qualitative data to evaluate
programs and processes and identify barriers that
may deter inclusivity and opportunity for all.

Continue to develop and implement initiatives
designed to prevent discrimination, harassment, and
other actions that undermine our commitment to
diversity, inclusion, and equal opportunity.

Process, resolve, and adjudicate claims of
discrimination, including retaliation.

2b. Fair and
Unbiased Selection
Processes

Administer a fair and systematic approach for
recruiting, evaluating, and selecting individuals
for competitive service, excepted service, senior
management, and professional development
programs, including when assembling selection
panels.

2c. Employee
Engagement and
Satisfaction

Use employee feedback, including Federal Employee
Viewpoint Survey data, to create, update, and
implement action plans to improve organizational
culture; encourage leadership approaches that
support employee engagement and belonging; and
address specific employee concerns.

2d. Career
Development and
Mentorship

Continue to sponsor employees for external
leadership development programs (e.g., Excellence
in Government Fellows Program, the Women in
Leadership Program, and Career Advancement
Program).

Maintain and further develop the SEC Mentoring
Program to enhance opportunities for career
development, and encourage collaboration among
divisions and offices.

8 | U.S. SECURITIES AND EXCHANGE COMMISSION

2e. Disability
Inclusion

Ensure the SEC work environment is welcoming,
accessible, and inclusive of individuals with disabilities;
encourage support for programs and activities of the
Disability Interests Advisory Committee; and support
hiring and promotion of individuals with disabilities,
including the use of special hiring authorities.

Ensure SEC’s programs and activities are accessible to
diverse segments of the public.

2f. Employee Affinity
Groups and Diversity
Committees

Support participation in Employee Affinity Groups
(EAGs) and Regional Office Diversity Committees,
and programs and activities sponsored by EAGs and
Diversity Committees; encourage attendance at
programs commemorating Special Observances and
heritage months; and promote engagement by and
with the entire SEC community.

2g. Diversity and
Inclusion Training

Provide training and education in collaboration with
SECU on diversity and inclusion matters.

Offer opportunities for agency-wide and targeted
discussions (e.g., Town Hall meetings, roundtables,
and small group discussions) on issues related to
diversity and inclusion, such as generational diversity,
unconscious bias, disability inclusion, and other
critical topics.

DIVERSITY AND INCLUSION STRATEGIC PLAN, FISCAL YEARS 2020–2022 | 9

3GOAL

GOAL 3: Build a diverse talent pipeline
Pursue a comprehensive strategy to build and maintain a high-performing workforce
drawn from all segments of American society. (SEC 2018–2022 Strategic Plan Goal 3.1)

3a. Outreach and
Recruitment

Engage in strategic outreach and broad recruitment,
utilizing a variety of sources including diverse
professional organizations, to maximize the agency’s
ability to attract a diverse pool of applicants for
employment and internship opportunities.

Engage with colleges and universities, including
women’s colleges, Historically Black Colleges and
Universities, Hispanic Serving Institutions, Tribal
Colleges and Universities, and other minority-serving
institutions, through career fairs, networking and
recruiting events.

Conduct outreach and recruitment at job fairs and
other events hosted by various organizations
supportive of diverse communities, including disability
advocacy groups and veterans.

Support Regional Offices in their local outreach and
recruitment activities.

Support and leverage the SEC’s intern program as a
recruiting pipeline, and follow up with students over
time to gauge interest in applying to the SEC for
permanent employment opportunities.

3b. Diversity
Partnerships

Establish and maintain partnerships with minority,
women, and other diverse professional associations
to help develop and maintain a pipeline of diverse
candidates for employment in professional
occupations, such as attorney, accountant, examiner,
economist, and information technology professional.

3c. Data-Driven
Strategies

Collect and analyze applicant flow data to track and
monitor employment trends and inform division and
office outreach and recruitment strategies.

Use data sources to inform outreach and recruitment
strategies.

10 | U.S. SECURITIES AND EXCHANGE COMMISSION

3d. Senior Officers
and Managers

Establish a goal for enhancing diversity among
Senior Officers using diversity metrics from other
federal agencies and the private sector as
benchmarks to measure progress.

3e. Mid-Career
Professionals

Explore establishing development opportunities for
mid-career professionals, such as a rotation program.

Consider ways to promote diversity in SEC fellows
programs in Accounting and Economics.

3f. Student Intern
Diversity

Engage organizations that seek to place minority
students in internships when feasible, as part of a
strategy for recruiting diverse interns and encouraging
their interest in careers at the SEC and in the financial
services industry.

Explore the possibility of paid internships, including,
to the extent permitted by applicable law, partnering
with nonprofit organizations that can provide
resources, or facilitating the ability for student interns
to “split” their summers with paying internships
elsewhere.

DIVERSITY AND INCLUSION STRATEGIC PLAN, FISCAL YEARS 2020–2022 | 11

4GOAL

GOAL 4: Leverage diversity and inclusion for
mission effectiveness
Use SEC resources and services in a manner that reflects diversity of investors and
businesses. (SEC 2018–2022 Strategic Plan Goals 1.1, 1.2, 1.3, 1.4, 2.2)

4a. Diverse
Perspectives

Promote diverse participation and perspectives in all
facets of the SEC’s mission and in the SEC’s Advisory
Committees.

Promote rules and market practices that are effective
in meeting the needs of a diverse public and that
promote participation in the capital markets for all
Americans.

4b. Connecting
with Underserved
Communities

Ensure outreach, education, and consultation efforts
extend to investors and potential investors and
businesses in diverse and underserved communities.

4c. Public-Facing
Diversity and
Inclusion

Identify opportunities to embed diversity and
inclusion priorities into public-facing aspects of
the SEC’s work. Ensure that diverse voices are
represented in programming, such as agency-wide
events, mission-focused training, advisory committee
composition, and participation in roundtables and
similar events.

4d. Investment
Frauds Targeting
Diverse
Populations

Leverage the SEC’s diverse workforce, Employee
Affinity Groups, and regional presence to expand
outreach and enforcement efforts focused on
halting “affinity fraud” schemes that target minority
communities, ethnic and religious communities,
language minorities, and the elderly.

12 | U.S. SECURITIES AND EXCHANGE COMMISSION

5GOAL

GOAL 5: Promote business diversity with SEC stakeholders
Advance diversity and inclusion in the SEC supplier base and with entities regulated by
the SEC. (SEC 2018–2022 Strategic Plan Goals 1.4, 2.4, 3.2, 3.4)

5a. Supplier Diversity Enhance the SEC website and OMWI supplier
database to communicate contracting opportunities
and connect with diverse suppliers.

Promote utilization of minority-owned, women-
owned, and veteran-owned businesses through
sustained efforts by the Office of Acquisitions, OMWI,
and program offices.

Engage in outreach and technical assistance to
promote the utilization of minority-owned, women-
owned, and veteran-owned businesses in agency
business activities.

Leverage technology to support supplier Good Faith
Effort reviews.

5b. Regulated
Entities

Promote diversity and inclusion with entities regulated
by the SEC by encouraging SEC-regulated entities to
conduct self-assessments of their diversity policies
and practices and share their self-assessments with
the SEC.

DIVERSITY AND INCLUSION STRATEGIC PLAN, FISCAL YEARS 2020–2022 | 13

SEC EMPLOYEE AFFINITY GROUPS

Group

African American Council

American Indian Heritage Committee

Asian American Pacific Islander Committee

Caribbean American Heritage Committee

Disability Interests Advisory Committee

Hispanic and Latino Opportunity, Leadership, and Advocacy Committee

Lesbian, Gay, Bisexual, and Transgender Committee

Veterans Committee

Women’s Committee

14 | U.S. SECURITIES AND EXCHANGE COMMISSION

HOW THIS PLAN WAS DEVELOPED
Maintaining a culture that promotes diversity and inclusion requires recognizing
the value of each member of our community. In developing this Diversity and Inclusion
Strategic Plan, OMWI engaged with the Chairman and other Commissioners, division
and office leadership, and stakeholder groups inside and outside the Commission.
Importantly, OMWI held listening sessions to understand what concerns, achievements,
and opportunities are most important to SEC staff throughout the Commission.
OMWI held structured or informal discussions with dozens of employees from every
division and office, Regional Office, Employee Affinity Group, and the Diversity
Council. OMWI also held publicized open “office hours” for any SEC employee to
share their views.

OMWI received input from all levels of the SEC, including non-supervisors, supervi-
sors, more recent employees, and those with decades at the SEC. OMWI incorporated
perspectives received over time from stakeholders, such as entrepreneurs and investors
with whom OMWI has been in contact at public events, and suggestions and concerns
offered to the SEC by minority-owned and women-owned businesses. A draft version
of this Plan was made available to all SEC staff for comment prior to formulating the
final Plan.

DIVERSITY AND INCLUSION STRATEGIC PLAN, FISCAL YEARS 2020–2022 | 15

ENDNOTES
1. See e.g., Vivian Hunt, Sara Prince, Sundiatu Dixon-Fyle, and Lareina Yee, “Delivering through Di-

versity,” McKinsey & Company, January 2018; Sarah Greesonbach, Diversity & Inclusion Research

Roundup: Top Studies You Need to Know, Glassdoor.com, February 22, 2019; Michelle Kim, Com-

pilation of Diversity & Inclusion “Business Case” Research Data, Medium.com, March 26, 2018.

2. See Civil Service Reform Act, 5 U.S.C. 2301(b)(1) and 2302(b); Executive Order 11478 of August 8,

1969, as amended, Equal Employment Opportunity in the Federal Government; and Executive Order

13583 of August 18, 2011, Establishing a Coordinated Government-wide Initiative to Promote

Diversity and Inclusion in the Federal Workforce.

3. Section 342 of the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010, 12 U.S.C.

5452 (b)(2)(A) and (f), requires the SEC, through the Office of Minority and Women Inclusion, to

develop standards for equal employment opportunity and the racial, ethnic, and gender diversity of

the workforce and senior management of the agency, and to take specific affirmative steps to seek

diversity in the workforce of the agency at all levels in a manner consistent with applicable law.

https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20Insights/Delivering%20through%20diversity/Delivering-through-diversity_full-report.ashx
https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20Insights/Delivering%20through%20diversity/Delivering-through-diversity_full-report.ashx
https://www.glassdoor.com/employers/blog/diversity-inclusion-research-roundup-top-studies-you-need-to-know/
https://www.glassdoor.com/employers/blog/diversity-inclusion-research-roundup-top-studies-you-need-to-know/
https://medium.com/awaken-blog/compilation-of-diversity-inclusion-business-case-research-data-62a471fc4a42
https://medium.com/awaken-blog/compilation-of-diversity-inclusion-business-case-research-data-62a471fc4a42
https://www.archives.gov/federal-register/codification/executive-order/11478.html
https://www.archives.gov/federal-register/codification/executive-order/11478.html
https://www.archives.gov/federal-register/codification/executive-order/11478.html
https://www.archives.gov/federal-register/codification/executive-order/11478.html
https://www.govinfo.gov/content/pkg/CFR-2012-title3-vol1/pdf/CFR-2012-title3-vol1-eo13583.pdf
https://www.govinfo.gov/content/pkg/CFR-2012-title3-vol1/pdf/CFR-2012-title3-vol1-eo13583.pdf
https://www.govinfo.gov/content/pkg/USCODE-2011-title12/html/USCODE-2011-title12-chap53-subchapIII-partC-sec5452.htm
https://www.govinfo.gov/content/pkg/USCODE-2011-title12/html/USCODE-2011-title12-chap53-subchapIII-partC-sec5452.htm

U.S. Securities and

Exchange Commission

100 F Street NE

Washington, DC 20549

www.sec.gov

http://www.sec.gov

Diversity and Inclusion Strategic Plan
CONTENTS
MESSAGE FROM THE CHAIRMAN
INTRODUCTION
DEFINING DIVERSITY AND INCLUSION
THE MISSION CASE FOR DIVERSITY AND INCLUSION
GOALS OF THIS DIVERSITY AND INCLUSION STRATEGIC PLAN
GOAL 1: Demonstrate leadership commitment and accountability
GOAL 2: Foster a connected culture
GOAL 3: Build a diverse talent pipeline
GOAL 4: Leverage diversity and inclusion for mission effectiveness
GOAL 5: Promote business diversity with SEC stakeholders

SEC DIVERSITY AND INCLUSION GOALS
GOAL 1: Demonstrate leadership commitment and accountability
GOAL 2: Foster a connected culture
GOAL 3: Build a diverse talent pipeline
GOAL 4: Leverage diversity and inclusion formission effectiveness
GOAL 5: Promote business diversity with SEC stakeholders

SEC EMPLOYEE AFFINITY GROUPS
HOW THIS PLAN WAS DEVELOPED
ENDNOTES

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