Executive Summary

We want to make DEI a business imperative across our business - from how we build products, to who we partner with, to how we spend our money.

In 2022, a variety of global challenges impacted efforts to make Snap – and the tech industry – more diverse, equitable, and inclusive. We need to do more than simply add DEI tasks to our to-do lists. Instead we need to bring a DEI lens to all our work. We hope that sharing our successes and setbacks provides helpful insights to others as they navigate similar challenges on their own journeys.

Lessons Learned

The process of making change has revealed three key learnings:

Our current leaders must be more inclusive, and our future leaders must be more diverse. We are building inclusive leadership expertise into our expectations and training for all our leaders. We believe that all team members at Snap must be DEI leaders — but we understand that this begins with our leadership team. Effective and accountable leadership is the difference between success and failure.
Great leadership requires great insight — both on a personal level for individuals, and at an organizational level for teams. We can make more meaningful progress if we gain a deeper understanding of complex DEI issues and use org-specific data to surface different team experiences.
We must balance incentives with clear expectations. We want to inspire intrinsic motivation, and keep DEI from becoming a check-the-box exercise. Inspiration must be supported by meaningful accountability. For example, our promotion assessment is being recalibrated to recognize team members who demonstrate inclusive leadership; and elements of our leadership team rewards consider their efforts toward DEI initiatives and programs.

Our Data

Our 2022 data shows areas where we made progress, such as increasing our percentage of women in Tech roles, growing representation of underrepresented racial groups (URGs) in our U.S. Leadership (Director+) and among U.S. People Managers. Our data also highlights a number of areas where we must continue to improve – including the representation of URGs in the U.S. workforce and hiring representation of women globally, and URGs in the U.S.
We are making steady progress on representation of women in Tech (up 1.6 percentage points (pp) to 21.2%), but must accelerate efforts. Attrition rates for women in our tech org are lower than for men (see data section for detail).
Overall we lost ground on race and ethnicity. Representation of underrepresented groups (URGs) in the U.S. workforce dropped 1.2pp to 16.2%. However, representation of underrepresented racial and ethnic groups in our leadership (Director+) increased 1.5pp to 13.8%. And in our tech org, we increased representation of underrepresented racial and ethnic groups among all people managers (+1.3pp to 11.3%). 
Hiring of underrepresented groups fell. This includes both women globally and underrepresented racial and ethnic groups in the U.S. We are working hard and systematically to increase focused sourcing efforts on women and underrepresented racial groups both inside and outside the U.S, which we hope will help to increase hiring rates of underrepresented groups.

Data Deep Dive
Our workforce data for 2022 includes team member representation, hiring, and attrition data. We know that building an inclusive culture isn't only about who we hire, but also who we retain.
Setting Goals
As part of our larger commitment to hold ourselves publicly accountable, we have DEI goals to increase the representation of women in our tech org (globally); to increase women in leadership* (globally), as well as the representation of historically underrepresented racial and ethnic groups (US only - across the company, as well as within leadership).
*This goal is to increase women in leadership by 30% and U.S. racial and ethnic groups by 30%. Asians are included in our racial and ethnic group leadership goal.