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"><div class="sc-2a9b5e8d-0 bZgDCl"><label data-cy="company-page-accolades-rank_5" class="sc-601b3a39-0 kdNRbe">38</label><span class="sc-2a9b5e8d-1 jbeStX label" data-cy="company-page-accolades-label_5">World's Most Admired Companies</span></div></a></div></div></div></div><button class="sc-20cea21c-0 kVekel slick-arrow slick-next next" data-cy="next-arrow" aria-label="Next" aria-labelledby="Next Button" role="presentation" title="Next Button"><span class="sc-20cea21c-1 bpEUhW"></span></button><ul class="sc-a74533a8-0 jJOzxy"><li class="slick-active"><button>1</button></li><li class=""><button>2</button></li><li class=""><button>3</button></li></ul></div></div><div class="sc-db643e8-5 igdXje tab-list "><div role="tablist" aria-label="Tab List" data-cy="company-page-about-tabs" class="sc-db643e8-7 mNOlC tabs-wrapper tabs"><div role="presentation" class="sc-db643e8-2 cEeGHN tab-controls"><div class="sc-db643e8-0 cbdzVo"><button class="sc-db643e8-4 gJBJJd tabs" aria-selected="true" 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"><div class="sc-3538dd63-2 drzKTg"><div class="sc-3538dd63-3 dkItTJ"><div class="slick-slider slick-initialized" dir="ltr"><button class="sc-f6e30545-0 doMyTy slick-arrow slick-prev slick-disabled prev" data-cy="next-arrow" aria-label="Previous" aria-labelledby="Previous Button" role="presentation" title="Previous Button"><span class="sc-f6e30545-1 fTpJUs"></span></button><div class="slick-list"><div class="slick-track" style="width:400%;left:0%"><div data-index="0" class="slick-slide slick-active slick-current" tabindex="-1" aria-hidden="false" style="outline:none;width:25%"><div><div class="sc-df3be821-0 bhgRS"><div class="sc-df3be821-1 bCgtsv"><span class="bolded"> Best Large Workplaces in Financial Services and Insurance 2024 </span><br/><p>Employees say:</p><p>"This company is a great place to work because of its culture of respecting everyone respecting each other and its strong diversity and inclusion. The company also offers all employees the opportunity to give back and make a difference with several social impact Employee Resource Groups. The company has excellent benefits and allows the employee to experience work life balance."</p><div class="sc-df3be821-2 kLSUFq"><a href="http://www.greatplacetowork.com/certified-company/1281076" target="_self" class="sc-93594058-0 ekzaLC great-places-link styled-custom-link ">Read the Great Place To Work Review</a></div></div><div class="sc-3538dd63-4 jAkflP about-featured"><img alt="" loading="lazy" width="975" height="650" decoding="async" data-nimg="1" style="color:transparent;height:auto;object-fit:cover;width:100%;background-size:cover;background-position:50% 50%;background-repeat:no-repeat;background-image:url("data:image/svg+xml;charset=utf-8,%3Csvg xmlns='http://www.w3.org/2000/svg' viewBox='0 0 975 650'%3E%3Cfilter id='b' color-interpolation-filters='sRGB'%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3CfeColorMatrix values='1 0 0 0 0 0 1 0 0 0 0 0 1 0 0 0 0 0 100 -1' result='s'/%3E%3CfeFlood x='0' y='0' width='100%25' height='100%25'/%3E%3CfeComposite operator='out' in='s'/%3E%3CfeComposite in2='SourceGraphic'/%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3C/filter%3E%3Cimage width='100%25' height='100%25' x='0' y='0' preserveAspectRatio='none' style='filter: url(%23b);' href='data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mO8fv1mPQAIHAMIsIR6agAAAABJRU5ErkJggg=='/%3E%3C/svg%3E")" sizes="100vw" srcSet="https://fortune.com/img-assets/wp-content/uploads/2024/09/GPTW_Financial_Services_and_Insurance_Large_2024-Visa_US1__20240712182200_3.jpg?w=320&q=75 320w, https://fortune.com/img-assets/wp-content/uploads/2024/09/GPTW_Financial_Services_and_Insurance_Large_2024-Visa_US1__20240712182200_3.jpg?w=384&q=75 384w, https://fortune.com/img-assets/wp-content/uploads/2024/09/GPTW_Financial_Services_and_Insurance_Large_2024-Visa_US1__20240712182200_3.jpg?w=480&q=75 480w, https://fortune.com/img-assets/wp-content/uploads/2024/09/GPTW_Financial_Services_and_Insurance_Large_2024-Visa_US1__20240712182200_3.jpg?w=576&q=75 576w, https://fortune.com/img-assets/wp-content/uploads/2024/09/GPTW_Financial_Services_and_Insurance_Large_2024-Visa_US1__20240712182200_3.jpg?w=768&q=75 768w, https://fortune.com/img-assets/wp-content/uploads/2024/09/GPTW_Financial_Services_and_Insurance_Large_2024-Visa_US1__20240712182200_3.jpg?w=1024&q=75 1024w, https://fortune.com/img-assets/wp-content/uploads/2024/09/GPTW_Financial_Services_and_Insurance_Large_2024-Visa_US1__20240712182200_3.jpg?w=1280&q=75 1280w, https://fortune.com/img-assets/wp-content/uploads/2024/09/GPTW_Financial_Services_and_Insurance_Large_2024-Visa_US1__20240712182200_3.jpg?w=1440&q=75 1440w" src="https://fortune.com/img-assets/wp-content/uploads/2024/09/GPTW_Financial_Services_and_Insurance_Large_2024-Visa_US1__20240712182200_3.jpg?w=1440&q=75"/><div class="sc-3538dd63-5 itcNKH">Courtesy of Visa</div></div></div></div></div><div data-index="1" class="slick-slide" tabindex="-1" aria-hidden="true" style="outline:none;width:25%"><div><div class="sc-df3be821-0 bhgRS"><div class="sc-df3be821-1 bCgtsv"><span class="bolded"> Fortune 100 Best Companies to Work For 2024 </span><br/><p>Visa says it adheres to its Employee Value Proposition of “Powering payments, empowering people.” The digital payments giant’s new 32,000-square-foot location in Atlanta, welcoming 500 employees, was designed and constructed in collaboration with suppliers of diverse backgrounds. To help staff build professional development skills, the company provides access to Visa University for all employees, with senior staff serving as faculty. Among the courses offered are “The Leader as Coach,” which includes one-on-one sessions delivered through the BetterUp platform.<br/> </p><p>Through its Visa Foundation, the company matched employee donations of up to $10,000 and double-matched up to $1,000 on Giving Tuesday in 2023, in which 4,890 staff participated. Combined with the match program, employees donated $7.1 million to over 4,200 organizations.<br/> </p><p>In an effort to address climate change, Visa offers 75 electric-vehicle chargers and free charging for employees, bicycle parking, local and vegan food options, and a shuttle service that minimizes individual car emissions at its Foster City, Calif., headquarters.</p><div class="sc-df3be821-2 kLSUFq"><a href="http://www.greatplacetowork.com/certified-company/1281076" target="_self" class="sc-93594058-0 ekzaLC great-places-link styled-custom-link ">Read the Great Place To Work Review</a></div></div><div class="sc-3538dd63-4 jAkflP about-featured"><img alt="" loading="lazy" width="975" height="650" decoding="async" data-nimg="1" style="color:transparent;height:auto;object-fit:cover;width:100%;background-size:cover;background-position:50% 50%;background-repeat:no-repeat;background-image:url("data:image/svg+xml;charset=utf-8,%3Csvg xmlns='http://www.w3.org/2000/svg' viewBox='0 0 975 650'%3E%3Cfilter id='b' color-interpolation-filters='sRGB'%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3CfeColorMatrix values='1 0 0 0 0 0 1 0 0 0 0 0 1 0 0 0 0 0 100 -1' result='s'/%3E%3CfeFlood x='0' y='0' width='100%25' height='100%25'/%3E%3CfeComposite operator='out' in='s'/%3E%3CfeComposite in2='SourceGraphic'/%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3C/filter%3E%3Cimage width='100%25' height='100%25' x='0' y='0' preserveAspectRatio='none' style='filter: url(%23b);' href='data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mO8fv1mPQAIHAMIsIR6agAAAABJRU5ErkJggg=='/%3E%3C/svg%3E")" sizes="100vw" srcSet="https://fortune.com/img-assets/wp-content/uploads/2024/03/100-Best-Companies-2024-Visa-Inc._US1__20231212204916_4.jpg?w=320&q=75 320w, https://fortune.com/img-assets/wp-content/uploads/2024/03/100-Best-Companies-2024-Visa-Inc._US1__20231212204916_4.jpg?w=384&q=75 384w, https://fortune.com/img-assets/wp-content/uploads/2024/03/100-Best-Companies-2024-Visa-Inc._US1__20231212204916_4.jpg?w=480&q=75 480w, https://fortune.com/img-assets/wp-content/uploads/2024/03/100-Best-Companies-2024-Visa-Inc._US1__20231212204916_4.jpg?w=576&q=75 576w, https://fortune.com/img-assets/wp-content/uploads/2024/03/100-Best-Companies-2024-Visa-Inc._US1__20231212204916_4.jpg?w=768&q=75 768w, https://fortune.com/img-assets/wp-content/uploads/2024/03/100-Best-Companies-2024-Visa-Inc._US1__20231212204916_4.jpg?w=1024&q=75 1024w, https://fortune.com/img-assets/wp-content/uploads/2024/03/100-Best-Companies-2024-Visa-Inc._US1__20231212204916_4.jpg?w=1280&q=75 1280w, https://fortune.com/img-assets/wp-content/uploads/2024/03/100-Best-Companies-2024-Visa-Inc._US1__20231212204916_4.jpg?w=1440&q=75 1440w" src="https://fortune.com/img-assets/wp-content/uploads/2024/03/100-Best-Companies-2024-Visa-Inc._US1__20231212204916_4.jpg?w=1440&q=75"/><div class="sc-3538dd63-5 itcNKH">Courtesy of Visa Inc.</div></div></div></div></div><div data-index="2" class="slick-slide" tabindex="-1" aria-hidden="true" style="outline:none;width:25%"><div><div class="sc-df3be821-0 bhgRS"><div class="sc-df3be821-1 bCgtsv"><span class="bolded"> Fortune 100 Best Companies to Work For 2023 </span><br/>The digital payments operator recently opened a new office in Atlanta, as part of its efforts to diversify its workforce.<br/> <ul><br/> <li>The Visa Health Center is open to all U.S.-based employees enrolled in an employee health plan. The center offers primary care, mental health support, and physical therapy.</li><br/> <li>In 2022, Visa hosted its first Global Inclusion and Diversity Summit, where the company introduced its strategy to increase diversity among staff and suppliers.</li><br/> <li>This past year, Visa welcomed 72 more students into its Black Scholars and Jobs Program, reaching a total of 126 student participants for the 2021 and 2022 program years. Participants from the first cohort were offered internships at Visa for the summer of 2023. The inaugural class of scholars attended the first Visa Black Scholars Summit, which included workshops and networking opportunities for participants.</li><br/> <li>The company holds a pay equity analysis annually to ensure that it’s paying employees equally regardless of gender or race. This information is public and accessible to employees.</li><br/> </ul><br/> <div class="sc-df3be821-2 kLSUFq"><a href="http://www.greatplacetowork.com/certified-company/1281076" target="_self" class="sc-93594058-0 ekzaLC great-places-link styled-custom-link ">Read the Great Place To Work Review</a></div></div><div class="sc-3538dd63-4 jAkflP about-featured"><img alt="" loading="lazy" width="975" height="650" decoding="async" data-nimg="1" style="color:transparent;height:auto;object-fit:cover;width:100%;background-size:cover;background-position:50% 50%;background-repeat:no-repeat;background-image:url("data:image/svg+xml;charset=utf-8,%3Csvg xmlns='http://www.w3.org/2000/svg' viewBox='0 0 975 650'%3E%3Cfilter id='b' color-interpolation-filters='sRGB'%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3CfeColorMatrix values='1 0 0 0 0 0 1 0 0 0 0 0 1 0 0 0 0 0 100 -1' result='s'/%3E%3CfeFlood x='0' y='0' width='100%25' height='100%25'/%3E%3CfeComposite operator='out' in='s'/%3E%3CfeComposite in2='SourceGraphic'/%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3C/filter%3E%3Cimage width='100%25' height='100%25' x='0' y='0' preserveAspectRatio='none' style='filter: url(%23b);' href='data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mO8fv1mPQAIHAMIsIR6agAAAABJRU5ErkJggg=='/%3E%3C/svg%3E")" sizes="100vw" srcSet="https://fortune.com/img-assets/wp-content/uploads/2023/02/100-BEST-COMPANIES-2023-Visa-Inc._1281076-5.jpg?w=320&q=75 320w, https://fortune.com/img-assets/wp-content/uploads/2023/02/100-BEST-COMPANIES-2023-Visa-Inc._1281076-5.jpg?w=384&q=75 384w, https://fortune.com/img-assets/wp-content/uploads/2023/02/100-BEST-COMPANIES-2023-Visa-Inc._1281076-5.jpg?w=480&q=75 480w, https://fortune.com/img-assets/wp-content/uploads/2023/02/100-BEST-COMPANIES-2023-Visa-Inc._1281076-5.jpg?w=576&q=75 576w, https://fortune.com/img-assets/wp-content/uploads/2023/02/100-BEST-COMPANIES-2023-Visa-Inc._1281076-5.jpg?w=768&q=75 768w, https://fortune.com/img-assets/wp-content/uploads/2023/02/100-BEST-COMPANIES-2023-Visa-Inc._1281076-5.jpg?w=1024&q=75 1024w, https://fortune.com/img-assets/wp-content/uploads/2023/02/100-BEST-COMPANIES-2023-Visa-Inc._1281076-5.jpg?w=1280&q=75 1280w, https://fortune.com/img-assets/wp-content/uploads/2023/02/100-BEST-COMPANIES-2023-Visa-Inc._1281076-5.jpg?w=1440&q=75 1440w" src="https://fortune.com/img-assets/wp-content/uploads/2023/02/100-BEST-COMPANIES-2023-Visa-Inc._1281076-5.jpg?w=1440&q=75"/><div class="sc-3538dd63-5 itcNKH">Courtesy of Visa Inc.</div></div></div></div></div><div data-index="3" class="slick-slide" tabindex="-1" aria-hidden="true" style="outline:none;width:25%"><div><div class="sc-df3be821-0 bhgRS"><div class="sc-df3be821-1 bCgtsv"><span class="bolded"> Best Large Workplaces in Financial Services and Insurance 2023 </span><br/>Employees say:<br/> <br/> "Executive leaders and down lead by example, and demonstrate transparency. Visa truly treats its employees as an extended family and shows genuine concern for us as employees and people at and away from work."<br/> <br/> <div class="sc-df3be821-2 kLSUFq"><a href="http://www.greatplacetowork.com/certified-company/1281076" target="_self" class="sc-93594058-0 ekzaLC great-places-link styled-custom-link ">Read the Great Place To Work Review</a></div></div><div class="sc-3538dd63-4 jAkflP about-featured"><img alt="" loading="lazy" width="975" height="650" decoding="async" data-nimg="1" style="color:transparent;height:auto;object-fit:cover;width:100%;background-size:cover;background-position:50% 50%;background-repeat:no-repeat;background-image:url("data:image/svg+xml;charset=utf-8,%3Csvg xmlns='http://www.w3.org/2000/svg' viewBox='0 0 975 650'%3E%3Cfilter id='b' color-interpolation-filters='sRGB'%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3CfeColorMatrix values='1 0 0 0 0 0 1 0 0 0 0 0 1 0 0 0 0 0 100 -1' result='s'/%3E%3CfeFlood x='0' y='0' width='100%25' height='100%25'/%3E%3CfeComposite operator='out' in='s'/%3E%3CfeComposite in2='SourceGraphic'/%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3C/filter%3E%3Cimage width='100%25' height='100%25' x='0' y='0' preserveAspectRatio='none' style='filter: url(%23b);' href='data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mO8fv1mPQAIHAMIsIR6agAAAABJRU5ErkJggg=='/%3E%3C/svg%3E")" sizes="100vw" srcSet="https://fortune.com/img-assets/wp-content/uploads/2023/08/GPTW-Financial-Services-Insurance-Large-2023-Visa-Inc.jpg?w=320&q=75 320w, https://fortune.com/img-assets/wp-content/uploads/2023/08/GPTW-Financial-Services-Insurance-Large-2023-Visa-Inc.jpg?w=384&q=75 384w, https://fortune.com/img-assets/wp-content/uploads/2023/08/GPTW-Financial-Services-Insurance-Large-2023-Visa-Inc.jpg?w=480&q=75 480w, https://fortune.com/img-assets/wp-content/uploads/2023/08/GPTW-Financial-Services-Insurance-Large-2023-Visa-Inc.jpg?w=576&q=75 576w, https://fortune.com/img-assets/wp-content/uploads/2023/08/GPTW-Financial-Services-Insurance-Large-2023-Visa-Inc.jpg?w=768&q=75 768w, https://fortune.com/img-assets/wp-content/uploads/2023/08/GPTW-Financial-Services-Insurance-Large-2023-Visa-Inc.jpg?w=1024&q=75 1024w, https://fortune.com/img-assets/wp-content/uploads/2023/08/GPTW-Financial-Services-Insurance-Large-2023-Visa-Inc.jpg?w=1280&q=75 1280w, https://fortune.com/img-assets/wp-content/uploads/2023/08/GPTW-Financial-Services-Insurance-Large-2023-Visa-Inc.jpg?w=1440&q=75 1440w" src="https://fortune.com/img-assets/wp-content/uploads/2023/08/GPTW-Financial-Services-Insurance-Large-2023-Visa-Inc.jpg?w=1440&q=75"/><div class="sc-3538dd63-5 itcNKH">Courtesy of Visa Inc</div></div></div></div></div></div></div><button class="sc-20cea21c-0 kVekel slick-arrow slick-next next" data-cy="next-arrow" aria-label="Next" aria-labelledby="Next Button" role="presentation" title="Next Button"><span class="sc-20cea21c-1 bpEUhW"></span></button><ul 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gJBJJd tabs" aria-selected="false" role="tab" data-cy="-2" id="tab-2" tabindex="-1" aria-controls="tab-2">World's Most Admired Companies</button><button class="sc-db643e8-4 gJBJJd tabs" aria-selected="false" role="tab" data-cy="-3" id="tab-3" tabindex="-1" aria-controls="tab-3">Best Companies</button><button class="sc-db643e8-4 gJBJJd tabs" aria-selected="false" role="tab" data-cy="-4" id="tab-4" tabindex="-1" aria-controls="tab-4">Benefits</button><button class="sc-db643e8-4 gJBJJd tabs" aria-selected="false" role="tab" data-cy="-5" id="tab-5" tabindex="-1" aria-controls="tab-5">Diversity</button><button class="sc-db643e8-4 gJBJJd tabs" aria-selected="false" role="tab" data-cy="-6" id="tab-6" tabindex="-1" aria-controls="tab-6">Key Financials (last Fiscal Year)</button><button class="sc-db643e8-4 gJBJJd tabs" aria-selected="false" role="tab" data-cy="-7" id="tab-7" tabindex="-1" aria-controls="tab-7">Profit Ratios</button><button class="sc-db643e8-4 gJBJJd tabs" aria-selected="false" role="tab" data-cy="-8" id="tab-8" tabindex="-1" aria-controls="tab-8">Best Workplaces In Financial Services And Insurance</button></div><button role="tab" class="sc-db643e8-1 biWplB next " aria-label="Next Button for Tab List"><span class="arrow"></span></button></div><div class="dropdown-controls" role="tab"><div class="sc-42a243cb-0 erhzyn " data-cy=""><button type="button" role="combobox" id="" aria-label="Selected list item Company Information" aria-controls="listbox" aria-haspopup="listbox" aria-expanded="false" title="Company Information" class="sc-42a243cb-2 bfWmrO -button " data-cy="-button"><span>Company Information</span></button><ul role="listbox" aria-labelledby="listbox_level" id="listbox" tabindex="-1" data-cy="undefined-list" class="sc-42a243cb-3 gzvKZk"><li role="option" aria-selected="true" tabindex="-1" class="sc-42a243cb-4 iIJDxC">Company Information</li><li role="option" aria-selected="true" tabindex="-1" class="sc-42a243cb-4 iIJDxC">Company Information</li><li role="option" aria-selected="false" tabindex="-1" class="sc-42a243cb-4 eFodFE">World's Most Admired Companies</li><li role="option" aria-selected="false" tabindex="-1" class="sc-42a243cb-4 eFodFE">Best Companies</li><li role="option" aria-selected="false" tabindex="-1" class="sc-42a243cb-4 eFodFE">Benefits</li><li role="option" aria-selected="false" tabindex="-1" class="sc-42a243cb-4 eFodFE">Diversity</li><li role="option" aria-selected="false" tabindex="-1" class="sc-42a243cb-4 eFodFE">Key Financials (last Fiscal Year)</li><li role="option" aria-selected="false" tabindex="-1" class="sc-42a243cb-4 eFodFE">Profit Ratios</li><li role="option" aria-selected="false" tabindex="-1" class="sc-42a243cb-4 eFodFE">Best Workplaces In Financial Services And Insurance</li></ul></div></div></div><div class="panel" data-cy="-panel"><section id="tabpanel-0" data-cy="-0" role="tabpanel" tabindex="0" aria-labelledby="tab-0" class="sc-db643e8-6 cjKSod section-content "><div class="sc-36737b3f-4 bfdrSS"><div class="sc-36737b3f-1 gJdlrN"><ul class="sc-36737b3f-2 cYCtcp"><li class="sc-36737b3f-3 cIuvGt"><span>Updated:</span><span>9/11/24</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Country:</span><span>U.S.</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Headquarters:</span><span>San Francisco</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Industry:</span><span>Diversified Financials</span></li><li class="sc-36737b3f-3 cIuvGt"><span>CEO:</span><span>Ryan McInerney</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Website:</span><a href="https://www.visa.com" target="_blank" class="sc-93594058-0 kuImae link styled-custom-link " rel="noopener noreferrer">https://www.visa.com</a></li></ul><ul class="sc-36737b3f-2 cYCtcp"><li class="sc-36737b3f-3 cIuvGt"><span>Ticker:</span><span>V</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Company type:</span><span>Public</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Revenues ($M):</span><span>$32,653</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Profits ($M):</span><span>$17,273</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Market value ($M):</span><span>$551,134</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Number of employees:</span><span>28,800</span></li></ul></div><p class="sc-36737b3f-0 jceEEg">Figures are for fiscal year ended Sept. 30, 2023. Market value as of July 15, 2024.</p></div></section><section id="tabpanel-1" data-cy="-1" role="tabpanel" tabindex="0" aria-labelledby="tab-1" class="sc-db643e8-6 cjKSod section-content is-hidden"><div class="sc-36737b3f-4 bfdrSS"><div class="sc-36737b3f-1 gJdlrN"><ul class="sc-36737b3f-2 cYCtcp"><li class="sc-36737b3f-3 cIuvGt"><span>Overall Score:</span><span>1.3</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Sector:</span><span>Information Technology</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Industry:</span><span>IT Services</span></li><li class="sc-36737b3f-3 cIuvGt"><span>CEO:</span><span>Alfred Kelly Jr</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Website:</span><a href="https://usa.visa.com" target="_blank" class="sc-93594058-0 kuImae link styled-custom-link " rel="noopener noreferrer">https://usa.visa.com</a></li><li class="sc-36737b3f-3 cIuvGt"><span>HQ Location:</span><span>San Francisco</span></li></ul><ul class="sc-36737b3f-2 cYCtcp"><li class="sc-36737b3f-3 cIuvGt"><span>Country:</span><span>U.S.</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Revenues ($M) (Past 12 Months):</span><span>$22,274</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Profits ($M) (Past 12 Months):</span><span>$11,900</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Market Value as of Oct. 9, 2019 ($M):</span><span>$379,984</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Employees:</span><span>17,000</span></li></ul></div></div></section><section id="tabpanel-2" data-cy="-2" role="tabpanel" tabindex="0" aria-labelledby="tab-2" class="sc-db643e8-6 cjKSod section-content is-hidden"><div class="sc-36737b3f-4 bfdrSS"><div class="sc-36737b3f-1 gJdlrN"><ul class="sc-36737b3f-2 cYCtcp"><li class="sc-36737b3f-3 cIuvGt"><span>Sector:</span><span>Financials</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Industry:</span><span>Consumer Credit Card and Related Services</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Current All-Star Rank:</span><span>38</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Previous All-Star Rank:</span><span>47</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Industry Rank:</span><span>1*</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Previous Industry Rank:</span><span>1</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Overall Score:</span><span>7.72</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Innovation:</span><span>4</span></li></ul><ul class="sc-36737b3f-2 cYCtcp"><li class="sc-36737b3f-3 cIuvGt"><span>People Management:</span><span>2</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Use of Corporate Assets:</span><span>2</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Social Responsibility:</span><span>1</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Quality of Management:</span><span>2</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Financial Soundness:</span><span>1</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Long-Term Investment Value:</span><span>1</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Quality of Products/Services:</span><span>2</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Global Competitiveness:</span><span>1</span></li></ul></div><p class="sc-36737b3f-0 jceEEg">*Tie in rank.</p></div></section><section id="tabpanel-3" data-cy="-3" role="tabpanel" tabindex="0" aria-labelledby="tab-3" class="sc-db643e8-6 cjKSod section-content is-hidden"><div class="sc-36737b3f-4 bfdrSS"><div class="sc-36737b3f-1 gJdlrN"><ul class="sc-36737b3f-2 cYCtcp"><li class="sc-36737b3f-3 cIuvGt"><span>Rank last year:</span><span>49</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Years on list:</span><span>2</span></li><li class="sc-36737b3f-3 cIuvGt"><span>U.S. employees:</span><span>13,000</span></li><li class="sc-36737b3f-3 cIuvGt"><span>U.S. job openings:</span><span>250</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Year founded:</span><span>1958</span></li></ul></div><p class="sc-36737b3f-0 jceEEg">Employees and job openings are U.S.-only.</p></div></section><section id="tabpanel-4" data-cy="-4" role="tabpanel" tabindex="0" aria-labelledby="tab-4" class="sc-db643e8-6 cjKSod section-content is-hidden"><div class="sc-36737b3f-4 bfdrSS"><div class="sc-36737b3f-1 gJdlrN"><ul class="sc-36737b3f-2 cYCtcp"><li class="sc-36737b3f-3 cIuvGt"><span>100% health coverage:</span><span>Yes</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Subsidized childcare:</span><span>No</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Compressed work weeks:</span><span>No</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Option to work remotely:</span><span>Yes</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Minimum requirement in-office attendance (days per week):</span><span>2</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Percentage of health care premiums covered:</span><span>90</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Mental health coverage:</span><span>Yes</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Free mental health sessions (per year):</span><span>12</span></li></ul><ul class="sc-36737b3f-2 cYCtcp"><li class="sc-36737b3f-3 cIuvGt"><span>Free backup childcare time off (days):</span><span>-</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Maximum $ amount covered for fertility services:</span><span>$20,000</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Fully paid maternal leave (days):</span><span>110</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Fully paid paternal leave (days):</span><span>70</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Fully paid adoptive leave (days):</span><span>70</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Maternal leave in addition to regular time off (days):</span><span>110</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Paid days off for volunteering:</span><span>Yes</span></li></ul></div></div></section><section id="tabpanel-5" data-cy="-5" role="tabpanel" tabindex="0" aria-labelledby="tab-5" class="sc-db643e8-6 cjKSod section-content is-hidden"><div class="sc-36737b3f-4 bfdrSS"><div class="sc-36737b3f-1 gJdlrN"><ul class="sc-36737b3f-2 cYCtcp"><li class="sc-36737b3f-3 cIuvGt"><span>% Women:</span><span>44%</span></li><li class="sc-36737b3f-3 cIuvGt"><span>% Minorities:</span><span>21%</span></li><li class="sc-36737b3f-3 cIuvGt"><span>% African-American/Black:</span><span>8%</span></li><li class="sc-36737b3f-3 cIuvGt"><span>% Asian:</span><span>42%</span></li><li class="sc-36737b3f-3 cIuvGt"><span>% Caucasian/White:</span><span>35%</span></li><li class="sc-36737b3f-3 cIuvGt"><span>% Hispanic/Latino:</span><span>13%</span></li><li class="sc-36737b3f-3 cIuvGt"><span>% Native American/Alaska Native:</span><span>1%</span></li><li class="sc-36737b3f-3 cIuvGt"><span>% Native Hawaiian/Pacific Islander:</span><span>1%</span></li><li class="sc-36737b3f-3 cIuvGt"><span>% Two or more races:</span><span>2%</span></li><li class="sc-36737b3f-3 cIuvGt"><span>% Unknown ethnicity:</span><span>-</span></li></ul></div></div></section><section id="tabpanel-6" data-cy="-6" role="tabpanel" tabindex="0" aria-labelledby="tab-6" class="sc-db643e8-6 cjKSod section-content is-hidden"><div class="sc-36737b3f-4 bfdrSS"><div class="sc-36737b3f-1 gJdlrN"><ul class="sc-36737b3f-2 cYCtcp"><li class="sc-36737b3f-3 cIuvGt"><span></span><span>$ Millions</span><span>% change</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Revenues ($M):</span><span>$32,653</span><span>11.4%</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Profits ($M):</span><span>$17,273</span><span>15.5%</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Assets ($M):</span><span>$90,499</span><span>-</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Total Stockholder Equity ($M):</span><span>$38,733</span><span>-</span></li></ul></div></div></section><section id="tabpanel-7" data-cy="-7" role="tabpanel" tabindex="0" aria-labelledby="tab-7" class="sc-db643e8-6 cjKSod section-content is-hidden"><div class="sc-36737b3f-4 bfdrSS"><div class="sc-36737b3f-1 gJdlrN"><ul class="sc-36737b3f-2 cYCtcp"><li class="sc-36737b3f-3 cIuvGt"><span>Profit as % of Revenues:</span><span>52.9%</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Profits as % of Assets:</span><span>19.1%</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Profits as % of Stockholder Equity:</span><span>44.6%</span></li></ul></div></div></section><section id="tabpanel-8" data-cy="-8" role="tabpanel" tabindex="0" aria-labelledby="tab-8" class="sc-db643e8-6 cjKSod section-content is-hidden"><div class="sc-36737b3f-4 bfdrSS"><div class="sc-36737b3f-1 gJdlrN"><ul class="sc-36737b3f-2 cYCtcp"><li class="sc-36737b3f-3 cIuvGt"><span>Founded:</span><span>1958</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Industry Vertical:</span><span>Other</span></li><li class="sc-36737b3f-3 cIuvGt"><span>Sites:</span><span>20</span></li></ul></div></div></section></div></div></div><div class="sc-d331eee9-11 grvWtf"><div class="sc-d331eee9-10 cYdiLE simple"></div></div><div class="sc-190b8c29-7 cUQbns"><h2 data-cy="" class="sc-3358ecfd-0 sc-44f66d32-1 hNEuxP jJszTl">Visa stock chart</h2></div><div class="sc-190b8c29-4 flJhBc"><div class="sc-f92d836-0 kIkqWf"><div class="sc-c5bbce56-0 dtzMgH tradingview-widget-placeholder"></div></div><div class="sc-5f6ff433-0 gBFKbD latest-module no-padding"><h2 data-cy="" class="sc-3358ecfd-0 sc-44f66d32-1 hNEuxP jJszTl">Latest news on Visa</h2><div class="sc-5f6ff433-1 hnSXeU"><div class="sc-88f6b2c3-0 fjdHfm simple"><a href="https://fortune.com/europe/2024/11/12/golden-visa-where-can-you-still-get-one/" target="_self" class="sc-93594058-0 fowfrQ "><h3 class="sc-3358ecfd-0 sc-88f6b2c3-1 kxYauL kyMliJ">What’s a golden visa and where can you still get one?</h3></a><span class="sc-40fb3329-3 bRrTTy date"></span></div><div class="sc-88f6b2c3-0 fjdHfm simple"><a href="https://fortune.com/2024/10/28/insight-partners-twitter-alibaba-ftx-mergers-cyber-software-thoma-bravo-mastercard-visa/" target="_self" class="sc-93594058-0 fowfrQ "><h3 class="sc-3358ecfd-0 sc-88f6b2c3-1 kxYauL kyMliJ">Insight Partners has paid out nearly $8 billion this year—but returns for its giant 2021 fund have mostly come up dry</h3></a><span class="sc-40fb3329-3 bRrTTy date"></span></div><div class="sc-88f6b2c3-0 fjdHfm simple"><a href="https://fortune.com/2024/10/22/cirque-du-soleil-chro-covid-changes-rebuild-culture/" target="_self" class="sc-93594058-0 fowfrQ "><h3 class="sc-3358ecfd-0 sc-88f6b2c3-1 kxYauL kyMliJ">The CHRO of Cirque du Soleil talks about finding comfort in the ‘gray zone’ and rebuilding the circus empire</h3></a><span class="sc-40fb3329-3 bRrTTy date"></span></div><div class="sc-88f6b2c3-0 fjdHfm simple"><a href="https://fortune.com/recommends/credit-cards/united-explorer-card-review/" target="_self" class="sc-93594058-0 fowfrQ "><h3 class="sc-3358ecfd-0 sc-88f6b2c3-1 kxYauL kyMliJ">United℠ Explorer Card: Packed with perks that outweigh the annual fee</h3></a><span class="sc-40fb3329-3 bRrTTy date"></span></div><div class="sc-88f6b2c3-0 fjdHfm simple"><a href="https://fortune.com/crypto/2024/10/03/bbva-plans-to-launch-stablecoin-in-2025-with-support-from-visa/" target="_self" class="sc-93594058-0 fowfrQ "><h3 class="sc-3358ecfd-0 sc-88f6b2c3-1 kxYauL kyMliJ">BBVA plans Visa-backed stablecoin launch in 2025</h3></a><span class="sc-40fb3329-3 bRrTTy date"></span></div></div></div></div><div class="sc-f4ae14b8-0 bOwRsZ"><h2 data-cy="" class="sc-3358ecfd-0 sc-44f66d32-1 hNEuxP jJszTl">Visa in Fortune Rankings</h2><div class="sc-db643e8-5 igdXje tab-list "><div role="tablist" aria-label="Tab List" data-cy="" class="sc-db643e8-7 mNOlC tabs-wrapper "><div role="presentation" class="sc-db643e8-2 cEeGHN tab-controls"><button role="tab" class="sc-db643e8-1 biWplB prev disabled " aria-label="Previous Button for Tab List"><span class="arrow"></span></button><div class="sc-db643e8-0 cbdzVo"><button aria-selected="true" role="tab" data-cy="-0" id="tab-0" 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fowfrQ "><h3 class="sc-3358ecfd-0 sc-88f6b2c3-1 kxYauL kyMliJ">What’s a golden visa and where can you still get one?</h3></a><div class="sc-cc7d6b4a-0 lNYKf"><div class="sc-cc7d6b4a-0 lNYKf authors"><span class="sc-cc7d6b4a-2 gYLbUA by-text">BY</span><span class="sc-cc7d6b4a-3 jdpmmF list-item-wrapper"><a href="https://fortune.com/author/henrique-almeida" target="_self" class="sc-93594058-0 caCSpL styled-custom-link " aria-label="Go to Henrique Almeida author's page">Henrique Almeida</a></span><span class="sc-cc7d6b4a-4 iXmUiL list-item-seperator">, </span><span class="sc-cc7d6b4a-3 jdpmmF list-item-wrapper"><a href="https://fortune.com/author/joao-lima" target="_self" class="sc-93594058-0 caCSpL styled-custom-link " aria-label="Go to Joao Lima author's page">Joao Lima</a></span><span class="sc-cc7d6b4a-4 iXmUiL list-item-seperator">, and others</span></div></div><span class="sc-40fb3329-3 bRrTTy date"></span></div><div data-cy="company-page-most-popular-card-item--1" class="sc-88f6b2c3-0 fjdHfm"><div class="sc-931ccf38-0 ekcNfn eyebrow hero-eyebrow" data-cy="article-eyebrow"><a href="https://fortune.com/section/finance" target="_self" class="sc-93594058-0 bDVrCz link styled-custom-link " data-cy="article-section-eyebrow" aria-label="Go to Finance">Finance</a></div><a href="https://fortune.com/2024/10/28/insight-partners-twitter-alibaba-ftx-mergers-cyber-software-thoma-bravo-mastercard-visa/?itm_source=parsely-api" target="_self" class="sc-93594058-0 fowfrQ "><h3 class="sc-3358ecfd-0 sc-88f6b2c3-1 kxYauL kyMliJ">Insight Partners has paid out nearly $8 billion this year—but returns for its giant 2021 fund have mostly come up dry</h3></a><div class="sc-cc7d6b4a-0 lNYKf"><div class="sc-cc7d6b4a-0 lNYKf authors"><span class="sc-cc7d6b4a-2 gYLbUA by-text">BY</span><span class="sc-cc7d6b4a-3 jdpmmF list-item-wrapper"><a href="https://fortune.com/author/luisa-beltran" target="_self" class="sc-93594058-0 caCSpL styled-custom-link " data-cy="by-line-author" rel="author" aria-label="Go to Luisa Beltran author's page">Luisa Beltran</a></span></div></div><span class="sc-40fb3329-3 bRrTTy date"></span></div><div data-cy="company-page-most-popular-card-item--2" class="sc-88f6b2c3-0 fjdHfm"><div class="sc-931ccf38-0 ekcNfn eyebrow hero-eyebrow" data-cy="article-eyebrow"><a href="https://fortune.com/section/companies" target="_self" class="sc-93594058-0 bDVrCz link styled-custom-link " data-cy="article-section-eyebrow" aria-label="Go to Companies">Companies</a></div><a href="https://fortune.com/crypto/2024/10/03/bbva-plans-to-launch-stablecoin-in-2025-with-support-from-visa/?itm_source=parsely-api" target="_self" class="sc-93594058-0 fowfrQ "><h3 class="sc-3358ecfd-0 sc-88f6b2c3-1 kxYauL kyMliJ">BBVA plans Visa-backed stablecoin launch in 2025</h3></a><div class="sc-cc7d6b4a-0 lNYKf"><div class="sc-cc7d6b4a-0 lNYKf authors"><span class="sc-cc7d6b4a-2 gYLbUA by-text">BY</span><span class="sc-cc7d6b4a-3 jdpmmF list-item-wrapper"><a href="https://fortune.com/author/leo-schwartz" target="_self" class="sc-93594058-0 caCSpL styled-custom-link " data-cy="by-line-author" rel="author" aria-label="Go to Leo Schwartz author's page">Leo Schwartz</a></span></div></div><span class="sc-40fb3329-3 bRrTTy date"></span></div><div data-cy="company-page-most-popular-card-item--3" class="sc-88f6b2c3-0 fjdHfm"><div class="sc-931ccf38-0 ekcNfn eyebrow hero-eyebrow" data-cy="article-eyebrow"><a href="https://fortune.com/section/finance" target="_self" class="sc-93594058-0 bDVrCz link styled-custom-link " data-cy="article-section-eyebrow" aria-label="Go to Finance">Finance</a></div><a href="https://fortune.com/2024/09/24/visa-stock-plunges-5-as-feds-sue-over-alleged-debit-card-monopoly/?itm_source=parsely-api" target="_self" class="sc-93594058-0 fowfrQ "><h3 class="sc-3358ecfd-0 sc-88f6b2c3-1 kxYauL kyMliJ">Visa stock plunges 5% as feds sue over alleged debit card monopoly</h3></a><div class="sc-cc7d6b4a-0 lNYKf"><div class="sc-cc7d6b4a-0 lNYKf authors"><span class="sc-cc7d6b4a-2 gYLbUA by-text">BY</span><span class="sc-cc7d6b4a-3 jdpmmF list-item-wrapper"><a href="https://fortune.com/author/greg-mckenna" target="_self" class="sc-93594058-0 caCSpL styled-custom-link " data-cy="by-line-author" rel="author" aria-label="Go to Greg McKenna author's page">Greg McKenna</a></span></div></div><span class="sc-40fb3329-3 bRrTTy date"></span></div><div data-cy="company-page-most-popular-card-item--4" class="sc-88f6b2c3-0 fjdHfm"><div class="sc-931ccf38-0 ekcNfn eyebrow hero-eyebrow" data-cy="article-eyebrow"><a href="https://fortune.com/section/newsletters" target="_self" class="sc-93594058-0 bDVrCz link styled-custom-link " data-cy="article-section-eyebrow" aria-label="Go to Newsletters">Newsletters</a></div><a href="https://fortune.com/2024/10/22/cirque-du-soleil-chro-covid-changes-rebuild-culture/?itm_source=parsely-api" target="_self" class="sc-93594058-0 fowfrQ "><h3 class="sc-3358ecfd-0 sc-88f6b2c3-1 kxYauL kyMliJ">The CHRO of Cirque du Soleil talks about finding comfort in the ‘gray zone’ and rebuilding the circus empire</h3></a><div class="sc-cc7d6b4a-0 lNYKf"><div class="sc-cc7d6b4a-0 lNYKf authors"><span class="sc-cc7d6b4a-2 gYLbUA by-text">BY</span><span class="sc-cc7d6b4a-3 jdpmmF list-item-wrapper"><a href="https://fortune.com/author/emma-burleigh" target="_self" class="sc-93594058-0 caCSpL styled-custom-link " data-cy="by-line-author" rel="author" aria-label="Go to Emma Burleigh author's page">Emma Burleigh</a></span></div></div><span class="sc-40fb3329-3 bRrTTy date"></span></div><div data-cy="company-page-most-popular-card-item--5" class="sc-88f6b2c3-0 fjdHfm"><div class="sc-931ccf38-0 ekcNfn eyebrow hero-eyebrow" data-cy="article-eyebrow"><a href="https://fortune.com/section/newsletters" target="_self" class="sc-93594058-0 bDVrCz link styled-custom-link " data-cy="article-section-eyebrow" aria-label="Go to Newsletters">Newsletters</a></div><a href="https://fortune.com/2023/11/02/plaid-ipo-visa-doj-sale-ai-instacart-cfo-payments/?itm_source=parsely-api" target="_self" class="sc-93594058-0 fowfrQ "><h3 class="sc-3358ecfd-0 sc-88f6b2c3-1 kxYauL kyMliJ">Plaid weighs IPO nearly 3 years after walking away from Visa sale</h3></a><div class="sc-cc7d6b4a-0 lNYKf"><div class="sc-cc7d6b4a-0 lNYKf authors"><span class="sc-cc7d6b4a-2 gYLbUA by-text">BY</span><span class="sc-cc7d6b4a-3 jdpmmF list-item-wrapper"><a href="https://fortune.com/author/luisa-beltran" target="_self" class="sc-93594058-0 caCSpL styled-custom-link " aria-label="Go to Luisa Beltran author's page">Luisa Beltran</a></span><span class="sc-cc7d6b4a-4 iXmUiL list-item-seperator"> and </span><span class="sc-cc7d6b4a-3 jdpmmF list-item-wrapper"><a href="https://fortune.com/author/joseph-abrams" target="_self" class="sc-93594058-0 caCSpL styled-custom-link " aria-label="Go to Joey Abrams author's page">Joey Abrams</a></span></div></div><span class="sc-40fb3329-3 bRrTTy date"></span></div></div><a href="https://fortune.com/tag/visa/" target="_self" class="sc-93594058-0 hVUTOS link-button styled-custom-link " data-cy="company-page-most-popular-explore-more">Explore More Stories</a></div></div><div class="sc-d331eee9-11 grvWtf"><div class="sc-d331eee9-10 cYdiLE simple"></div></div><div class="sc-190b8c29-7 frrrKy"><h2 data-cy="" class="sc-3358ecfd-0 sc-44f66d32-1 hNEuxP jJszTl">Videos</h2><div class="sc-df643b8a-3 gcoTIx"><div class="sc-e50e1cf4-0 dZCATi"><a href="https://fortune.com/videos/watch/e9426ed3-be77-4692-983a-0f8b0a6abbc7" target="_self" class="sc-93594058-0 fowfrQ " rel="noopener noreferrer"><div class="sc-dba153fe-0 nYBLp"><img alt="Impact Initiative 2023: Inclusivity That Meets the Moment" loading="lazy" width="735" height="413" decoding="async" data-nimg="1" style="color:transparent;height:auto;object-fit:cover;width:100%;background-size:cover;background-position:50% 50%;background-repeat:no-repeat;background-image:url("data:image/svg+xml;charset=utf-8,%3Csvg xmlns='http://www.w3.org/2000/svg' viewBox='0 0 735 413'%3E%3Cfilter id='b' color-interpolation-filters='sRGB'%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3CfeColorMatrix values='1 0 0 0 0 0 1 0 0 0 0 0 1 0 0 0 0 0 100 -1' result='s'/%3E%3CfeFlood x='0' y='0' width='100%25' height='100%25'/%3E%3CfeComposite operator='out' in='s'/%3E%3CfeComposite in2='SourceGraphic'/%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3C/filter%3E%3Cimage width='100%25' height='100%25' x='0' y='0' preserveAspectRatio='none' style='filter: url(%23b);' href='data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mO8fv1mPQAIHAMIsIR6agAAAABJRU5ErkJggg=='/%3E%3C/svg%3E")" sizes="100vw" srcSet="https://d2byebo1j9i40c.cloudfront.net/e9426ed3-be77-4692-983a-0f8b0a6abbc7/Images/posterImage-ver1.png?w=320&q=75 320w, https://d2byebo1j9i40c.cloudfront.net/e9426ed3-be77-4692-983a-0f8b0a6abbc7/Images/posterImage-ver1.png?w=384&q=75 384w, https://d2byebo1j9i40c.cloudfront.net/e9426ed3-be77-4692-983a-0f8b0a6abbc7/Images/posterImage-ver1.png?w=480&q=75 480w, https://d2byebo1j9i40c.cloudfront.net/e9426ed3-be77-4692-983a-0f8b0a6abbc7/Images/posterImage-ver1.png?w=576&q=75 576w, https://d2byebo1j9i40c.cloudfront.net/e9426ed3-be77-4692-983a-0f8b0a6abbc7/Images/posterImage-ver1.png?w=768&q=75 768w, https://d2byebo1j9i40c.cloudfront.net/e9426ed3-be77-4692-983a-0f8b0a6abbc7/Images/posterImage-ver1.png?w=1024&q=75 1024w, https://d2byebo1j9i40c.cloudfront.net/e9426ed3-be77-4692-983a-0f8b0a6abbc7/Images/posterImage-ver1.png?w=1280&q=75 1280w, https://d2byebo1j9i40c.cloudfront.net/e9426ed3-be77-4692-983a-0f8b0a6abbc7/Images/posterImage-ver1.png?w=1440&q=75 1440w" src="https://d2byebo1j9i40c.cloudfront.net/e9426ed3-be77-4692-983a-0f8b0a6abbc7/Images/posterImage-ver1.png?w=1440&q=75"/><div class="sc-dba153fe-1 KfpiG"><svg aria-hidden="true" focusable="false" data-prefix="far" data-icon="play-circle" role="img" xmlns="http://www.w3.org/2000/svg" viewBox="0 0 512 512"><path fill="currentColor" d="M371.7 238l-176-107c-15.8-8.8-35.7 2.5-35.7 21v208c0 18.4 19.8 29.8 35.7 21l176-101c16.4-9.1 16.4-32.8 0-42zM504 256C504 119 393 8 256 8S8 119 8 256s111 248 248 248 248-111 248-248zm-448 0c0-110.5 89.5-200 200-200s200 89.5 200 200-89.5 200-200 200S56 366.5 56 256z"></path></svg></div><div class="sc-dba153fe-2 btFciL"><span class="sc-dba153fe-3 dcijXz">18:43</span></div></div><div class="sc-e50e1cf4-2 chcVNk">Impact Initiative 2023: Inclusivity That Meets the Moment</div><div class="sc-e50e1cf4-3 bsBAoq"><div class="sc-e50e1cf4-4 jICrSB">Conferences, </div><div class="sc-e50e1cf4-4 jICrSB">Impact Initiative</div></div></a></div><div class="sc-e50e1cf4-0 dZCATi"><a href="https://fortune.com/videos/watch/d45408f1-4ec9-47cd-84d4-1fbb5b9ebc01" target="_self" class="sc-93594058-0 fowfrQ " rel="noopener noreferrer"><div class="sc-dba153fe-0 nYBLp"><img alt="Most Powerful Women 2021 - Allyship, Mentorship, And Leveling The Playing Field" loading="lazy" width="735" height="413" decoding="async" data-nimg="1" style="color:transparent;height:auto;object-fit:cover;width:100%;background-size:cover;background-position:50% 50%;background-repeat:no-repeat;background-image:url("data:image/svg+xml;charset=utf-8,%3Csvg xmlns='http://www.w3.org/2000/svg' viewBox='0 0 735 413'%3E%3Cfilter id='b' color-interpolation-filters='sRGB'%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3CfeColorMatrix values='1 0 0 0 0 0 1 0 0 0 0 0 1 0 0 0 0 0 100 -1' result='s'/%3E%3CfeFlood x='0' y='0' width='100%25' height='100%25'/%3E%3CfeComposite operator='out' in='s'/%3E%3CfeComposite in2='SourceGraphic'/%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3C/filter%3E%3Cimage width='100%25' height='100%25' x='0' y='0' preserveAspectRatio='none' style='filter: url(%23b);' href='data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mO8fv1mPQAIHAMIsIR6agAAAABJRU5ErkJggg=='/%3E%3C/svg%3E")" sizes="100vw" srcSet="https://d2byebo1j9i40c.cloudfront.net/d45408f1-4ec9-47cd-84d4-1fbb5b9ebc01/Images/posterImage-ver1.jpg?w=320&q=75 320w, https://d2byebo1j9i40c.cloudfront.net/d45408f1-4ec9-47cd-84d4-1fbb5b9ebc01/Images/posterImage-ver1.jpg?w=384&q=75 384w, https://d2byebo1j9i40c.cloudfront.net/d45408f1-4ec9-47cd-84d4-1fbb5b9ebc01/Images/posterImage-ver1.jpg?w=480&q=75 480w, https://d2byebo1j9i40c.cloudfront.net/d45408f1-4ec9-47cd-84d4-1fbb5b9ebc01/Images/posterImage-ver1.jpg?w=576&q=75 576w, https://d2byebo1j9i40c.cloudfront.net/d45408f1-4ec9-47cd-84d4-1fbb5b9ebc01/Images/posterImage-ver1.jpg?w=768&q=75 768w, https://d2byebo1j9i40c.cloudfront.net/d45408f1-4ec9-47cd-84d4-1fbb5b9ebc01/Images/posterImage-ver1.jpg?w=1024&q=75 1024w, https://d2byebo1j9i40c.cloudfront.net/d45408f1-4ec9-47cd-84d4-1fbb5b9ebc01/Images/posterImage-ver1.jpg?w=1280&q=75 1280w, https://d2byebo1j9i40c.cloudfront.net/d45408f1-4ec9-47cd-84d4-1fbb5b9ebc01/Images/posterImage-ver1.jpg?w=1440&q=75 1440w" src="https://d2byebo1j9i40c.cloudfront.net/d45408f1-4ec9-47cd-84d4-1fbb5b9ebc01/Images/posterImage-ver1.jpg?w=1440&q=75"/><div class="sc-dba153fe-1 KfpiG"><svg aria-hidden="true" focusable="false" data-prefix="far" data-icon="play-circle" role="img" xmlns="http://www.w3.org/2000/svg" viewBox="0 0 512 512"><path fill="currentColor" d="M371.7 238l-176-107c-15.8-8.8-35.7 2.5-35.7 21v208c0 18.4 19.8 29.8 35.7 21l176-101c16.4-9.1 16.4-32.8 0-42zM504 256C504 119 393 8 256 8S8 119 8 256s111 248 248 248 248-111 248-248zm-448 0c0-110.5 89.5-200 200-200s200 89.5 200 200-89.5 200-200 200S56 366.5 56 256z"></path></svg></div><div class="sc-dba153fe-2 btFciL"><span class="sc-dba153fe-3 dcijXz">50:09</span></div></div><div class="sc-e50e1cf4-2 chcVNk">Most Powerful Women 2021 - Allyship, Mentorship, And Leveling The Playing Field</div><div class="sc-e50e1cf4-3 bsBAoq"><div class="sc-e50e1cf4-4 jICrSB">Conferences, </div><div class="sc-e50e1cf4-4 jICrSB">MPW Summit</div></div></a></div><div class="sc-e50e1cf4-0 dZCATi"><a href="https://fortune.com/videos/watch/8b5936c2-e423-4b58-bebc-68a93b4e3c9c" target="_self" class="sc-93594058-0 fowfrQ " rel="noopener noreferrer"><div class="sc-dba153fe-0 nYBLp"><img alt="Has the coronavirus killed cash?" loading="lazy" width="735" height="413" decoding="async" data-nimg="1" style="color:transparent;height:auto;object-fit:cover;width:100%;background-size:cover;background-position:50% 50%;background-repeat:no-repeat;background-image:url("data:image/svg+xml;charset=utf-8,%3Csvg xmlns='http://www.w3.org/2000/svg' viewBox='0 0 735 413'%3E%3Cfilter id='b' color-interpolation-filters='sRGB'%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3CfeColorMatrix values='1 0 0 0 0 0 1 0 0 0 0 0 1 0 0 0 0 0 100 -1' result='s'/%3E%3CfeFlood x='0' y='0' width='100%25' height='100%25'/%3E%3CfeComposite operator='out' in='s'/%3E%3CfeComposite in2='SourceGraphic'/%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3C/filter%3E%3Cimage width='100%25' height='100%25' x='0' y='0' preserveAspectRatio='none' style='filter: url(%23b);' href='data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mO8fv1mPQAIHAMIsIR6agAAAABJRU5ErkJggg=='/%3E%3C/svg%3E")" sizes="100vw" srcSet="https://d2byebo1j9i40c.cloudfront.net/8b5936c2-e423-4b58-bebc-68a93b4e3c9c/Images/posterImage-ver1.jpg?w=320&q=75 320w, https://d2byebo1j9i40c.cloudfront.net/8b5936c2-e423-4b58-bebc-68a93b4e3c9c/Images/posterImage-ver1.jpg?w=384&q=75 384w, https://d2byebo1j9i40c.cloudfront.net/8b5936c2-e423-4b58-bebc-68a93b4e3c9c/Images/posterImage-ver1.jpg?w=480&q=75 480w, https://d2byebo1j9i40c.cloudfront.net/8b5936c2-e423-4b58-bebc-68a93b4e3c9c/Images/posterImage-ver1.jpg?w=576&q=75 576w, https://d2byebo1j9i40c.cloudfront.net/8b5936c2-e423-4b58-bebc-68a93b4e3c9c/Images/posterImage-ver1.jpg?w=768&q=75 768w, https://d2byebo1j9i40c.cloudfront.net/8b5936c2-e423-4b58-bebc-68a93b4e3c9c/Images/posterImage-ver1.jpg?w=1024&q=75 1024w, https://d2byebo1j9i40c.cloudfront.net/8b5936c2-e423-4b58-bebc-68a93b4e3c9c/Images/posterImage-ver1.jpg?w=1280&q=75 1280w, https://d2byebo1j9i40c.cloudfront.net/8b5936c2-e423-4b58-bebc-68a93b4e3c9c/Images/posterImage-ver1.jpg?w=1440&q=75 1440w" src="https://d2byebo1j9i40c.cloudfront.net/8b5936c2-e423-4b58-bebc-68a93b4e3c9c/Images/posterImage-ver1.jpg?w=1440&q=75"/><div class="sc-dba153fe-1 KfpiG"><svg aria-hidden="true" focusable="false" data-prefix="far" data-icon="play-circle" role="img" xmlns="http://www.w3.org/2000/svg" viewBox="0 0 512 512"><path fill="currentColor" d="M371.7 238l-176-107c-15.8-8.8-35.7 2.5-35.7 21v208c0 18.4 19.8 29.8 35.7 21l176-101c16.4-9.1 16.4-32.8 0-42zM504 256C504 119 393 8 256 8S8 119 8 256s111 248 248 248 248-111 248-248zm-448 0c0-110.5 89.5-200 200-200s200 89.5 200 200-89.5 200-200 200S56 366.5 56 256z"></path></svg></div><div class="sc-dba153fe-2 btFciL"><span class="sc-dba153fe-3 dcijXz">1:26</span></div></div><div class="sc-e50e1cf4-2 chcVNk">Has the coronavirus killed cash?</div><div class="sc-e50e1cf4-3 bsBAoq"><div class="sc-e50e1cf4-4 jICrSB">News</div></div></a></div><div class="sc-e50e1cf4-0 dZCATi"><a href="https://fortune.com/videos/watch/d6f723a2-5980-45d9-b875-bba57dc0c39e" target="_self" class="sc-93594058-0 fowfrQ " rel="noopener noreferrer"><div class="sc-dba153fe-0 nYBLp"><img alt="Trump halts visas for foreign workers through 2020" loading="lazy" width="735" height="413" decoding="async" data-nimg="1" style="color:transparent;height:auto;object-fit:cover;width:100%;background-size:cover;background-position:50% 50%;background-repeat:no-repeat;background-image:url("data:image/svg+xml;charset=utf-8,%3Csvg xmlns='http://www.w3.org/2000/svg' viewBox='0 0 735 413'%3E%3Cfilter id='b' color-interpolation-filters='sRGB'%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3CfeColorMatrix values='1 0 0 0 0 0 1 0 0 0 0 0 1 0 0 0 0 0 100 -1' result='s'/%3E%3CfeFlood x='0' y='0' width='100%25' height='100%25'/%3E%3CfeComposite operator='out' in='s'/%3E%3CfeComposite in2='SourceGraphic'/%3E%3CfeGaussianBlur stdDeviation='20'/%3E%3C/filter%3E%3Cimage width='100%25' height='100%25' x='0' y='0' preserveAspectRatio='none' style='filter: url(%23b);' href='data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAADUlEQVR42mO8fv1mPQAIHAMIsIR6agAAAABJRU5ErkJggg=='/%3E%3C/svg%3E")" sizes="100vw" srcSet="https://d2byebo1j9i40c.cloudfront.net/d6f723a2-5980-45d9-b875-bba57dc0c39e/Images/posterImage-ver1.jpg?w=320&q=75 320w, https://d2byebo1j9i40c.cloudfront.net/d6f723a2-5980-45d9-b875-bba57dc0c39e/Images/posterImage-ver1.jpg?w=384&q=75 384w, https://d2byebo1j9i40c.cloudfront.net/d6f723a2-5980-45d9-b875-bba57dc0c39e/Images/posterImage-ver1.jpg?w=480&q=75 480w, https://d2byebo1j9i40c.cloudfront.net/d6f723a2-5980-45d9-b875-bba57dc0c39e/Images/posterImage-ver1.jpg?w=576&q=75 576w, https://d2byebo1j9i40c.cloudfront.net/d6f723a2-5980-45d9-b875-bba57dc0c39e/Images/posterImage-ver1.jpg?w=768&q=75 768w, https://d2byebo1j9i40c.cloudfront.net/d6f723a2-5980-45d9-b875-bba57dc0c39e/Images/posterImage-ver1.jpg?w=1024&q=75 1024w, https://d2byebo1j9i40c.cloudfront.net/d6f723a2-5980-45d9-b875-bba57dc0c39e/Images/posterImage-ver1.jpg?w=1280&q=75 1280w, https://d2byebo1j9i40c.cloudfront.net/d6f723a2-5980-45d9-b875-bba57dc0c39e/Images/posterImage-ver1.jpg?w=1440&q=75 1440w" src="https://d2byebo1j9i40c.cloudfront.net/d6f723a2-5980-45d9-b875-bba57dc0c39e/Images/posterImage-ver1.jpg?w=1440&q=75"/><div class="sc-dba153fe-1 KfpiG"><svg aria-hidden="true" focusable="false" data-prefix="far" data-icon="play-circle" role="img" xmlns="http://www.w3.org/2000/svg" viewBox="0 0 512 512"><path fill="currentColor" d="M371.7 238l-176-107c-15.8-8.8-35.7 2.5-35.7 21v208c0 18.4 19.8 29.8 35.7 21l176-101c16.4-9.1 16.4-32.8 0-42zM504 256C504 119 393 8 256 8S8 119 8 256s111 248 248 248 248-111 248-248zm-448 0c0-110.5 89.5-200 200-200s200 89.5 200 200-89.5 200-200 200S56 366.5 56 256z"></path></svg></div><div class="sc-dba153fe-2 btFciL"><span class="sc-dba153fe-3 dcijXz">1:20</span></div></div><div class="sc-e50e1cf4-2 chcVNk">Trump halts visas for foreign workers through 2020</div><div class="sc-e50e1cf4-3 bsBAoq"><div class="sc-e50e1cf4-4 jICrSB">News, </div><div class="sc-e50e1cf4-4 jICrSB">Radar</div></div></a></div></div></div></div></main><footer class="sc-f19f6d8d-0 bJEJKK"><nav class="sc-f19f6d8d-1 cQpwpw"><div class="sc-f19f6d8d-3 hrTgdV rankings"><div class="sc-f19f6d8d-4 wEZoO">Rankings</div><div class="sc-f19f6d8d-2 hUAbPg"><ul class="sc-4ebe8201-0 jDgEWe"><li class="sc-4ebe8201-1 ljzhCf"><a href="https://fortune.com/ranking/best-companies/" target="_self" class="sc-93594058-0 fowfrQ " aria-label="footer link to 100 Best Companies">100 Best 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And then uh we're getting ready for our next panel and I should introduce this by saying the following last year brought economic uncertainty. We all know that a mass layoffs for many organizations, data from REO labs found that more than 300 diversity equity and inclusion employees were laid off from major organizations de I officers that is a much higher attrition rates than any other job function. I think that's quite a shocking revelation in this next conversation, we'll hear from business leaders on how they are trying to remain committed to inclusivity amid these headwinds and amid of course, also a public outcry in certain circles against diversity efforts. Please welcome Michelle Getters, Chief Diversity Officer and head of corporate responsibility inclusive impact at Visa. Alicia Jackson, senior Vice president of ESG and Chief Diversity Officer at Walgreens Boots Alliance and Brian Tippetts, senior vice president and Chief Social Impact Officer at CISCO. They will be interviewed by Fortune's Deputy editorial director for live media, Ellie Austin. Thank you. Hello, everyone. Thank you, Peter and welcome Michelle Alicia and Brian. We're so thrilled to have you with us, Michelle. I want to start with you So last year, Visa opened a big new office in Atlanta. And at the same time, the company committed to creating 1000 new jobs to start the office by 2025. Now, companies like Coca Cola CNN, Home Depot, they have HQS in Atlanta. And despite this, the city has the widest income inequality based on race in the whole of the US. And so to kick us off, my question is, is there a way for visa to ensure that its presence in the city has a meaningful trickle down effect so that it really positively impacts the day to day of minority communities? Yes. So thank you for the question. And we are very excited to be in Atlanta and we came here for three reasons because there's great talent here that is diverse. Our customers and clients are here and we believe in being part of community. And so the one of the first things we did to show the trickle down impact is we went to high school, which is one of the local high schools with a large percentage of Children in poverty. And we went to be part of financial education and we had the mayor there and many other city officials to say we have to invest at root causes and not just put band aids on and some of the root causes of poverty are education, their disparities in health, et cetera. So we're trying to be part of the ecosystem and not just an employer of choice, Alicia, I want to throw it back to Peter's introduction. He mentioned that we're seeing attrition um when it comes to de I roles at a higher rate than almost every other job function. And there's been a lot of different reasons thrown out and speculation as to why this might be. What's your perspective on this, concerning trend? For sure why? I mean, I'm definitely not in a position to speculate on the, the attrition. You're seeing, what I can speak about is our long history of having ad I officer. So for Walgreens and Walgreens Alliance, um we've had a diversity equity inclusion officer for over a decade. Um It's something that is just embedded in our business practice and what we do, we like to say that uh D I is in our DN DNA based on the customers and patients we serve and where we sit in communities across the country and, and Brian, I know you bring a bit more of an external perspective um to this discussion. Do you think this decline that we're seeing in the DN I function? Is it, is it terminal? Is there a way to turn the ship around? Yeah, I think it's about having embedded systems. And so we at Cisco have long had a commitment to diversity equity inclusion within the four walls of the company. We've long had diversity leaders. We've got our Chief Diversity Officer here today. Gloria, who's, who's joining for the couple of days, we in 2020 in the wake of racial reckoning of 2020 asked ourselves what we could do more to focus externally in communities and formulated a social justice office with 12 primary pillars, some internally facing, but a lot externally facing on increasing our number of African American owned partners and suppliers in our supply base and focusing on hbcus and the importance of that program was making it sustainable, making it sticky coming for the metrics that get reported to the board on a quarterly basis, creating those systems that are pervasive so that you don't see retraction when things get kind of bad externally, you mentioned metrics and that's a really interesting point. And Michelle and Alicia, I'd like to ask you, are there any metrics that you found to be particularly efficient? You depend on more than others when it comes to reporting your diversity and inclusion, Michelle, let let's start with you, you know what gets measured gets done. So it's really important to look at the key results, but it's also important to look at the indicators. So we do care about our representation rate of our Black Latinx mixed race, indigenous at the vice president level at the leader level as well as overall. But we also care about how we representing women because this intersectionality, how do we think about women at leadership levels? How do we think about women overall and then what are the leading indicators, the pipeline, who's interviewing, who and then who's getting promoted? So we look at several different um metrics and no single one Alicia. Have you got anything to add? Sure. Um Just uh similarly, we look at again, what is our leadership um level? And so we look at women, people of color, we overall, we look at uh representation for people with disabilities across our company and really try to ensure again that our workforce is reflective of the, you know, the communities we serve across the country and we measure and we report out. Um and so in our ESG report, we, you know, use very stringent standards about being able to quantify um our progress and um in our measures and you talked just then about leadership. Last month, it was announced that Ros Brewer is stepping down as CEO of Walgreens. Um that news was met with a lot of surprise, but also a degree of concern. I guess that one of only two female black CEO S in the Fortune 500 is, is stepping away on what this might mean for women and minorities more generally at the top level of corporate America. And I, I wonder um how are you talking to employees about Rose Brewer leaving? And also what are you doing to retain workers during this potential time of flux for the company? Sure. Well, first again, I'd like to thank Ros Brewer for her leadership and mentorship um during her tenure as the CEO of WB A and um and we, as our board has announced, we are searching for a new CEO and we'll look for diverse candidates as we always do um in consideration of the sort of candidate slate with respect to what are we doing for our team members. One of the great things and the things we're so proud of is that we have been working very hard for years to create a culture of inclusion. We have a strong business resource groups. And so those are uh you know, really looking to provide that space um where people feel included, where people's voices are heard. And so we have open conversations and we with authenticity as we look at our overall corporate values and wrap around our team members, not just now, but always. And so having already done the work of creating that culture, um it's helpful when you have challenging times. So it's a multi pronged approach really. Um I want to talk a bit about the rollback of affirmative action and its possible implications on the corporate world. One possibility that we are going to potentially see more of is lawsuits when it comes to DN initiatives. We've already seen a couple and I wonder how Brian, if let's put this question to you. Um First of all, what do you think companies could or should be doing to prepare for that possibility and is it going to make organizations less risk averse when it comes to their diversity and inclusion. Thank you for asking me the most controversial question. Can I say first on the issue of metrics? I, I love what Michelle said about what gets measured gets done. I think as we think about our metrics, we have to be thinking about tying our metrics to business value. I've long talked about the three CS of diversity. It's about compliance, meeting compliance requirements everywhere we need to, it's about corporate social responsibility, doing the right thing. But most importantly about competitive advantage, we have to show that diversity, equity inclusion adds to business value, whether it's around eliminating regrettable attrition or making sure that our employees needs are met or making sure we can satisfy our customers in the marketplace. We have to try do tie dollar value to the work that we do in terms of metrics. And then in terms of long term sustainability, I think we just have to be sure we're defensible in what we're doing and all of our programs are not, they're not quotas, they're not set aside. They're about making sure we have a wide table and we're looking at a broad set of candidates and making sure that all voices are heard. I think it will change the way that some people message what they're doing and that's a bad thing. Unfortunately, I think it's important that us companies that are in this and are about purpose, speak loudly about continuing to be about purpose, right? And so it's not about set asides or quotas or affirmative action. Really? It's about setting a wide table again so that all voices are heard. Michelle, I want to come to you on the the affirmative action question. And is the ruling in any way changing the way that you internally are thinking about DN I, the reality is as a purpose driven organization that believes that we do our best work when we are inclusive. And for us inclusion is this idea that we value the unique identity of everyone and their contributions so we can all reach our full potential. And so as we think about it, that way, we are staying the course, we are doing the right things and it is fundamental to our business model. We're a network of networks that exist everywhere and our reality is everyone is a visa card holder. We are in communities around the world. We should represent those communities and we should do it proudly. And we have, I I think Brian put it perfectly as he referred to. Let's not give it the wrong name and sabotage our work instead, let's be proud of this work because it's the right thing to do. And it's fundamental to good business practice and that's how we look at it and that's how we're thinking through and acting internally. It's undoubtedly the right thing to do. I I guess recently it's possibly become a bit more complicated and risky for want of a better word, Alicia. How is WB A thinking about this? Is it a question of taking external counsel? What steps are you taking to shore yourself up essentially against the possibility of legal action? Sure. Well, we continue to really shape all of our programs based on what our business values and business priorities. Um, as Brian says, what really helps us get the be the deepest talent bench, um and be able to serve all of our customers across the country, whether that's in part West Virginia or South side Chicago, where we were formed. And so we continue to look at it from that lens, what aligns to our business priorities and how we best positioned um to be innovative, to provide innovative services and products um that make us more competitive in the marketplace. I want to talk a bit about the growing partisanship that we're seeing across the country really and how that has really turned corporations into political battlegrounds. We only have to think of the bud light situation from earlier this year or target. And I wonder, Brian, I'm interested to hear maybe about a time when you and Cisco potentially or at a previous organization have found yourself in some sort of external cross hat if one springs to mind and, and how you navigate it. No, I I would say these external partnerships are critical because those are the folks that are doing the hard work, right. We invest a lot in equal justice initiative and Southern Poverty Law Center and, and HR C and in the long list that I'm sure a lot of us partner with and those organizations are frequently taking positions that might be viewed as controversial, but we have to be ok with that. Right? I think we have to invest in the companies or the organizations rather that are the feet on the ground that know best how to challenge these issues and be able to stand by our, I guess I'd say that we can't be reactive in these situations. We have to tie back to our corporate principles, our purpose as a company. And as long as we're doing that, we could feel kind of assured in standing our ground. So it's being willing to be controversial if you feel that it's for the right reasons and it aligns with your values, being willing to stand by our purpose, whether it's viewed as controversial or not, right? And sometimes we have to make these decisions that, you know, this is what we stand by, this is our purpose. We're not a waiver from this. And if you don't agree with this, maybe this is not the company for you and that's maybe where Bud Light and target they were different and that they did waiver slightly on, on their, on their decisions, Alicia on this subject earlier this year. Walgreens was criticized by Progressives for announcing that it would not dispense abortion pills in 21 states where Republican A had threatened legal action against pharmacies that did dispense the medication. And, and I wonder how you reflect on that moment now? Sure. So we never wavered on our position that we once certified by the FDA that we would dispense anywhere that any jurisdiction where it was legally permissible. And so we, we did not change that. And that was, I think people got the wrong message around that. But our, our, where we stood on that remained the same and that's where we currently stand. So unfortunately, I think it was a, a very uh confusing issue and it was a very complex issue, right? And so those take more than sound bites to understand. Um and it takes a bit of explanation, but again, where we came out very early saying that we would dispense and we didn't waiver from that. But so you think people misunderstood maybe that, that the headlines or that the media weren't reporting wasn't accurate around it? Can you just elaborate slightly on that? Sure. I will say our position never changed on, on, on the fact that we would dispense in jurisdictions where it was legally permissible. I would love to open this up to questions from the audience. Mr Alan Murray is, is, is a allowed to ask questions. Ok? I want to go back to the numbers that both Peter and Ellie cited because we clearly have three great companies represented here on the stage. We have Visa and Walgreens and Cisco. And we have great companies represented in the room. And I was thinking, listening to you talk, well, maybe we invited the wrong people to the conference, but something is going on out there when you look at those numbers of layoffs of DEI officials and you all three are very well plugged in, you know, the community. Well, what's your sense of what's happening more broadly outside of your company? I would say that in the wake of the racial reckoning of 2020 a lot of companies were very reactive. We've got to do something. We had an old crap moment in corporate America. So companies who tied this to purpose, our purpose at CISCO is to power an inclusive future for all right. So this was part of our DNA. This is not new, this is not being reactive. So that allowed us to stay the course companies that were reactive and said we've got to do something in 2022 years later, three years later says, oh, well, this is not cool anymore. This is not important to our customer base. And the second thing I would say was tying it to business value if a company can do away with the den I officers because it didn't have business value. Well, that's a problem, right? That the situation wasn't set up in such a way that the Den I leader was adding business value through the metrics that I talked about, you know, satisfying our customers or satisfying our team members? Right? Does that make sense? Any other questions from the floor? One question I have for Alicia and Michelle in particular, is that looking at your titles? Um It's clear that there seems to be a bit of a trend which is de I roles attached to other job functions, you both have other job titles attached. Um Other functions. Do you have as much time as you would like in these split roles to dedicate to de I initiative? I don't view my role as actually split. The reality is, is inclusion and diversity. If we stop thinking about it as a head count game is actually in a thread in your business. It exists when I talk to customers and clients, it exists when I think about community and philanthropy, it exists when I think about the environment. So it's not actually separate functions. It's about really understanding corporate responsibility and the value of inclusion and diversity in your business system, especially if you're purpose driven. So the answer is yes, I have plenty of time and I would agree completely. Sometimes people will ask, well, where does B I fit under the ES and the GM I answers, it fits under all of them and it is the running threat. If you're looking at the environment and especially your internal environment as far as your workforce and your team members. If you're looking at social impact, when you think about health equity, which is a big issue for us and something we're trying to tackle and when you think about community and then governance, good governance as well. And so it really does, it is that thread that runs through them all, it doesn't stand in isolation, but in fact, it is something that brings them all together. Michelle Alicia o'brien. Thank you so much. That's all we've got time for. 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I am Senior editor Beth Cohen, thank you for joining us. It's amazing to be with you all in person. So very exciting to kick things off here. Um and before we get started, I'd like to thank our partner Workday for hosting this session today. Um just some quick housekeeping, a reminder that the session is on the record and we'll be doing a bit of Q. And a later. We really do want to hear from all of you. We want to make sure that we're really addressing all the topics that are important to you. Um the mix when you have a question um please raise your hand and we're gonna be taking questions right over there. Um so if you could stand up and move and move over to that side of the room um just so you know, the mix will be rotated and sanitized between questions um and a reminder that masks must be worn at all times, including when asking questions. Great. So for the next 45 minutes we are going to be talking about ally ship, mentorship and leveling the playing field. We all know that the pandemic has disrupted women's careers and family lives. But the challenges have been even more acute for underrepresented groups and we're going to examine the ways leaders can support women in their communities as we navigate these really, really difficult times. So our discussion leaders today, please welcome uh to start here, we have Karen Taylor, Chief diversity Officer of Workday um Marissa Andrada. Chief diversity inclusion and people officer at Chipotle Mexican grill Michelle gathers clark. chief diversity officer and head of corporate responsibility at Visa. And we have bobby korda, no president of Gallaudet University. So thank you all for joining us and thank you to everyone in the room for joining us for this session. Okay, so let's dive in here. We know that the pandemic has led to perhaps the biggest reorganization of work that we've ever seen in history, one of them at least. And at the core of this is really remote work. Working from home. Karen, I want to start with you here, tell us a little bit about whether this has leveled the playing field for women. What's what's your take, what have you seen? Yeah, it's a, it's a great question and I think there are two schools of thought. You know, I was in a conversation a few minutes ago, we were having this conversation around has the, has the level the playing field really been leveled for all women. And my perspective is it probably hasn't. In some cases we've actually seen a lot of actually great things that have come from the pandemic. We have seen the leveling field being the playing field being leveled in terms of we are all now remote as an example, right? There's no, there's no difference for men or women for black and white. Everyone's kind of at home behind the screen working, we've seen in some cases where we've actually seen it leveled the playing field in terms of women advancing their careers, but where I think we've been challenged still is around women of color specifically, and in some underrepresented areas as well. And so if we look at areas where in some cases women have um are there the main caregiver of their families, they're dealing with the loss through the pandemic? They are. Let me add um race into this as an example. And you have women who have been um disproportionately impacted by something like the pandemic. And so as we think about that, I don't think that the level of the leveling, I don't think that the that the leveling of the playing field has been as leveled as what we actually needed to do? And I think as we think about how do we address some of those issues, how do we become more aware of addressing the needs of our women at those points of intersection? Right? All things are not created equally. So if you are dealing if you're a single parent with multiple kids versus maybe someone who is married and you have the two, you have a two family income, um the issues are very different. And so I think we have to get down to the heart of meeting folks where they are, especially our employees. How do we lean into understanding what are some of those challenges and how do we listen to our employees and really help them better understand, how do they help us better understand what their needs are and how we can actually address some of those needs. And so, um, as much as I think it has been leveled for certain women, I don't think that that is the case across the board. Let me ask you to fall up there. How should we be thinking about this as we return to work, right, or return to the office? I should say, right, we're, we've all been working but return to the office. Well, one of the things that we're actually doing at workday is thinking about the needs of the individual, right? Knowing that all things are not created equally. And so we have a strategy that we're thinking about in terms of how does every manager help to understand the needs of their employees and meet those needs? Whether or not am I coming in two days a week or am I coming in three days a week? Am I working from home in the mornings versus the afternoon and letting the employee helped to drive what um their needs are so that we can actually meet them. And if you put those guardrails around, um, returning to work, you can have a lot of flexibility to be able to meet the needs of all of your entire workforce. Great body, I want to go to you here, I know that you have some thoughts about working from home remote work. Um, would love it if you would tell us a little bit about how this is played out at the university and if you can maybe start by just giving us a little background on Gallaudet for people who are not familiar. Well sure, let me first begin talking a bit about Gallaudet University and who we are as an institution. We were founded in 1864 through an Act of Congress. A charter was signed by President Abraham Lincoln. And because at that time there were no pathways for all of the deaf individuals who were receiving education in schools for the deaf across the country, there was no pathway for deaf people to get a college education. And so there was a movement amongst many deaf people and alumni of those schools to form a national college to educate deaf people. And then that led to the charter and the founding of Gallaudet University, for those of you who are gathered here, all of us in business as females, which you probably don't know nor realizes that in 100 and 57 years since its founding at Gallaudet, we have build and support an economy, an economy based on sign language, we call it a sign language economy, that's estimated to be worth 2 to $3 billion. So sign language is a business sign language actually opens up the brain pathways for learning for growth and for development in very critical ways. So we have proven the value of um, the value of a visual language and the value of visual learning and communicating and interacting with one another visually. So I'm very proud to be uh parent or child of parents who both graduated from Gallaudet and I was able to hand my nephew his diploma and that's the story I can share with you another day. But what I'd like to share here is about the pandemic and the impact it had on the deaf community, you know, as a president who is a female, I'm very aware that prior to the pandemic, how being a female greatly influenced leadership at Gallaudet and perceptions of our organization. You know, very recently I was exposed to some thinking that I'd like to share with everyone here. It's about gendered organizations and specifically looking at an author joan acre who talked a lot about gendered organizations and just to add to the comment that Karen was making earlier, I think that with the pandemic, if you are a male gendered organization right very often what that means is that your impact of the pandemic would be amplified and it would amplify a lot of the disparities within that organization. If your organization was already adapting to have more of a female gender characteristic about it, then the impact might be more of a level playing field and less disparities more support and more awareness. So you know the practice of really interviewing individuals for support is more about workers centered as supposed to being organizational centered and I think we have to ask ourselves, what values do we abide by, what organizational logic do we follow and what does our culture of our organization reflect in terms of those models? So in doing some of this reading, it's really given me a lot to think about about our success and maybe it perhaps is different because of a female leader making some decisions as I did during the pandemic. So for me, the first thing I thought about were our Children and our families and their caregivers. I thought about the fact that was so important to us as a value to keep everyone employed and that was a commitment that we made early on for people who had to physically be on campus, should they be single parents, single mothers, uh perhaps individuals with lower income, we were able to receive time and a half of the work that they gave during the time of the pandemic on campus. And so we wanted to make sure that that was something we continued. We actually did a pay study to level and actually raised the floor of our wage. So we really wanted to do that work which started in the pandemic and continue it through and also to piggy back to what was said earlier, another decision that we made and while it was centered around the pandemic and some of the decisions we had to make with Dc and coming back to work, we quickly recognized that even if we could bring people back over the spring, our decision was to not do so because of the hardship it would have on Children and families, the cost to our students would be too high. And I recognized the short term costs were that some students ended up suffering not being on campus, but for our workforce, for our faculty and others, we really needed to give the opportunity to remain remote for a semester. And then now as the world returns to in place and work, we have different options available to our workforce. So you know, my question that I think about quite often is what decision making comes around more female gender organizations versus male gender organizations. Are we making different choices and different decisions if so why? And I think it's worthy of more study and certainly have a lot of curiosity there myself. Great point. Great point. Um first I want to turn to you because you know, we're talking about working from home right? For a lot of your workforce. That was not an option, right? And so tell us how you support those employees particularly when in when that's not a that's not a choice for that. So chipotle mexican grill is people always asking this is that franchises the company operated 3000 restaurants, all of which are company operated. We have about 100,000 employees, majority are part time and they are working in our restaurants. So you're a good point beth around we weren't able to really work remotely are our employees were essential employees. And it was fascinating because I think a lot of what bobby just said, thinking about not just these gender based cultures, cultures that are founded on purpose and value and so um a little bit of background. I joined Chipotle back in 2018 after a new Ceo joined the company and he was looking for a new C. H. R. O. C H. R. O. Did not exist in the company. And so it was interesting joining that company at the time. And one thing that we decided to do was kind of reset everything we believe that we had to do a hard culture reset for those who followed Ebola. We had a huge food safety crisis and um I think at one point we thought this company would likely be sold to somebody else. Nonetheless, 2018 was a big reset and we focused on our purpose of cultivating a better world and we codified our values really working with our employees all the way through the executives to define those as we entered into 2020, the pandemic, some things that we've already put in place for employees and by the way highly diverse organization. Um when we moved from Denver to Newport beach and columbus, no one wanted to move with us, so no pressure having to hire an almost entirely new headquarters in the first year to support our employees, we stood up a network of minority and women owned search firms to help us find executives to join the company. So no surprise We have a hugely diverse executive and senior leadership team and basically restarted. Yeah, we literally restarted. It's important because of our workforce going back to your question that 100,000 employees, 70% diverse. A lot of underrepresented and in fact 50% of our workforce are women and the largest population or latino women. And so as we got into the pandemic, there were a few things that we had invested in really about our employees. So if you think about cultivating a better world, our vision for people all around cultural environment where all employees can thrive and pursue their passion. And if you think about food safety and our commitment to it, we want to make sure that cultural wellness and so when the pandemic hit all of our restaurants remained open, save the ones that were malls or the ones in europe where the government mandated that they had to be shut down. And so I think we didn't know it then, but we're thankful now as we look back on a practice of in a culture of food safety. So on the way in, if you were working there is a wellness check that existed before the pandemic and the wellness check is all around exhibiting symptoms that if you're sick, we don't want you to work. Right? And um on top of that, we layered in, not only how are you feeling on all these symptoms and covid symptoms. We also layered in kind of the mental piece of it. Right? So how are you doing? And I think for women specifically, they are the breadwinners, you know the ones working in our, in our company, they work certain shifts and and in many cases a lot of them live at home with multi general generational family. So they're supporting families and they had no choice but to work. And so the way we supported our employees was making the right decisions on top of our wellness, just making sure that we extended sick pay. So it's all the things that I think all of you had to do that as there was no playbook to do it. Just making sure if they had to stay home because of covid or they had to take care of someone. We became very generous with sick pay so that women can stay home and take care of their family or and or take care of themselves. Um, I think about the benefits that we put in place ahead of 2020. We introduced a healthcare consignor through a company called health advocate where every employee and their family had access to a healthcare consignor, which is really important for an hourly worker because many of them Don't have benefits or they don't choose to have benefits, it's just too much money out of pocket and threw that healthcare concierge if there was a medical question or an issue they can call them. And that actually translated to Teladoc with 98.6. So they had telehealth medicine, you know, direct direct access to that as well as to mental health for themselves and their families. And so I think that was a really big thing. And also one thing that happened as we were going in the pandemic, You know, as you're setting up a new company culture and you move locations. Um we wanted to find a way to live our values and the best way to do that is really listening to your employees. So we invited any employee who wanted back in 2018 and early 2019 come and join some meetings with us where we can talk about how we can live our values and community across all of our multiple locations and then was born a culture committee. And the first employee resource group that came out of that was called the hustle the hustler. And it's an acronym for Humans united to support the latest experience. And it's really important to share that with you. And this really came from our men and women. You know, men are married to women who are in the workforce, daughters in the workforce And their whole purpose was to how do you attract elevate women in the workplace, whether it's chipotle or any other workplace. And we're really thankful that that group came together because they actually informed a lot of the benefits that we were resetting back in 2019. So extended parental leave for moms for dads as well as adoptions as well as um no surprise in the pandemic was the highest birth rate, you know, trend for all of us at least within Chipotle. And so our hustle put together what they called a fraternity program and so as especially new mothers working inside our restaurants, what's it like to, you know, come back and work And they found they had a good support network in female role models for field leaders, which is the above restaurants as well as senior leaders. But I think having that support network as well at Chipotle um was really important because everyone was still working and then I think about the office, you know, whether it was the first week or the second week, once we realized, wow everyone is actually going into um they're restaurants. A lot of us went to the office was optional but many of us, especially executive team at least once a week, twice a week. Communication was a big deal, wow. So so yeah, so Okay, interesting. So you kept going in in some ways because your employees on the. Exactly, okay, that's interesting. Um some really tangible examples there. Thank you for those. Um You know I'd love to go to you Michelle here because you changed jobs in the middle of the pandemic. And after a long time in the nonprofit world you went To corporate America right? And I know that this was a return for you. But I'm curious what about this particular moment made you feel like this was the right time to do that. Yeah. You know, I think we can all go back to 25.25.2020 and I think the world was standing still and watched the murder of a black man and it was our moment. It was a moment to show up differently. It is not that the pandemic has caused anything. What the pandemic did was put a spotlight and it shed light on some things that were going on around the world where people who are classified as underrepresented, marginalized have been structurally excluded. And as I was doing anti poverty work uh at United Ways. We had community conversations. I was still for 48 hours after watching George Floyd because I have a son and I had no words. I had lots of tears and when I went to work, I said to my team, I cannot be silent and no one has to stand with me. I went to my board. I said I cannot be silent. And so we had community conversations said one day at lunchtime friday, we're going to have a community conversation set it on monday 500 people showed up because people wanted to be on the right side of history, we didn't know what it looked like and so fast forward through community conversations going into, you know, we were considered essential. So I was handing out masks, I was handing out bags of food, I said I cannot sit at home. Uh and as a result of that really bringing attention uh through philanthropy, corporate America through government. How is it that we come together? Uh set up a very large community fund. Uh you know the wonderful Mackenzie Scott found us and gave us $10 million. Very nice uh huh And as a result we were able to really galvanize uh people around our community, but around the nation who just started to lift their heads up and say how can I do something and as I was doing that work, uh it's not that it's finished, but I knew strategically we were in a strategic planning process that you've got to know when your time is up. And my time was up. And one of the only reasons I was willing to leave community work was to be able to do uh financial and economic mobility work at a national global level. And you know, I'm a woman of faith and you know, as only God would have it. My phone rang one day uh from the ceo of Visa who said I see you're doing some great things in community and uh we worked together at american express many years before and one thing led to another. But the reason why I decided to lean in is because Visa had a purpose statement that was about economies that include everyone everywhere. Uplift everyone everywhere and that's what we've got to think about doing. How do we go in corners of the world and uplift people, I didn't say give them anything uplift, give them the resources to be successful. And so I got to see that at the community level. So I know what's impossible and I'm a product of generational poverty, so I know what's possible. I know we can break the cycle of poverty. I know it right, I sit in the C suite, every little girl, every little boy, no matter where they come from, can aspire to a C suite and I just had to get my hands dirty and the way that's not dirty, I should say I have to get more and I have to get them further in the dirt um and really be on the front line. So I consider this role on the front line of really understanding how a corporation that has a very specific purpose can actually do good and do good some of that. Um who has a question for our esteemed panelists here, anybody and please if you have one jump up to the spot over here. Okay, well we'll keep going, oh please bobby, were you gonna say something or? Oh, but do we have one? Oh we do? Oh great question. Oh no, she just has a mic. Mhm. Okay, do we not have a question or do you do have? Okay, I'm sorry, I'm sorry, I was just checking to see um it looked as though she wanted to say something that had a mask on and I couldn't say she was making a comment or not, and I was trying to figure out that there was something I would say, and I'm asking you personal masks are just hoard had a whole level of complication. So my apologies. Oh please, please thank you everybody, I appreciate that. Um you know, I I'd love to to just follow up on something there. Um Michelle that you said that, you know, you're in the C suite, right? Um tell me a little bit about the importance of that, right? You are you're in this role and you are part of these conversations at the table. Was that something that really attracted you to this job? Yes, absolutely. Uh you got to get to the point where you're making decisions and you're influencing decisions and it's important to have a diverse perspective and not everyone is given the opportunity to have a voice and I firmly believe that this is our moment and our everybody can define out who they are, but this is the moment, this is not a time to be silent. And so I have an executive committee team and we want to see different outcomes. Who wants to see? Let me just a little bit because I do, I think you're absolutely right Michele um we have to get the C suite involved in the conversation and we're fortunate at work day that our C suite is in on the conversation and almost every conversation that has to do with people and so they are just invested. We actually did something, we have something at work day called um thank you Fridays where we first gave our employees five Fridays off over the summer, five additional days off over the summer. And then we ended up doing it again and and adding on an additional for um days. But our executives are C suite, they were in the room making the decision to say this is what's best for our people, this is what is important to our culture for how we show up in a time of crisis. And so I agree with you wholeheartedly that you know, the diverse perspectives of the C suite have to be in the room as well and they have to care about what's going on with the workforce. Yeah, I totally agree. I mean to build on that and I talked about this executive team when I first joined, I was the first female on the executive team and person of color. So it's tough to be only that until you begin to build it. But I think one thing that really galvanized our leadership team was putting together these values just really quickly the values, there's four of them. One is um the line is the moment of truth. So it's that beautiful food line. The experience you create for people, whether it's the employees or the guests, it's teach and taste chipotle, it's a highly detailed business and also a metaphor for bringing others along. You have the responsibility to do that. Third is authenticity lives here. Our food is real and so are we and we want everyone to bring their full selves to work. And then lastly the movement is real. You know we think we um source better food better ingredients higher, better people and we do what's right even when it's hard and so when you lean on value to make decisions on people. And one thing that we did as we recognized, you know way of leveling the playing field and creating economic mobility for our employees, not only to have amazing wages, but we actually were one of the first to introduce a debt free degree to our employees. So you can be an hourly employees work for four months and have access to a debt free degree. So there's 10 universities 100 programs and we've even taken that a step further where employees can get a certification if they don't want to get a degree, you know, and they can move into a tech role or whatever and not only that um it is about even access to english as a second language for employees and their families in case they haven't completed their education yet because we believe that is the stepping stone. Education is a way to create economic mobility and I guess I share that story of the values and the diverse perspective of leaders. I think when you align on your purpose and your values and the decisions that we make and they're all around people because that's what we have while we source great food, there is no way we can deliver it unless we have highly engaged people who feel confident and successful. And so I think about our leaders, it's one thing to be the first, the first person in the room but then that's built on since then um I think if you lean on value because there's a huge alignment around that and make decisions through that lens, I think that's how we help our people. Yeah. Do you mind? Sorry, I think bobby had a point you wanted to add and then we'll go to you, Karen. Oh if you'd like to go first, Karen, but otherwise I just wanted to build on what you were saying, Marissa and your experience when I first came to Gallaudet, I was the first female president at Gallaudet and I was the 11th President of the University and when I first came the members of my executive team were all males except for one and um only two of those individuals could sign fluently in American sign language. The others were not fluent in the language And it took me about five years but I've now been able to adapt the team such that its majority deaf individuals, majority females and over 30% of the individuals are bypassed representation on our team. And I think there are a few lessons learned that I I think might be helpful in sharing here and observations as well along the way. I think what comes to mind is the question when you look at the difference in terms of what it looked like when I first came to Gallaudet versus what it looks like. Now the team is much higher demand for relationships. It's really about the relationships that are formed and if I make this comparison, I often think about you know the corporate America and we often think it's afraid but you know speed is money and that's what it's all about. That old Adage, Speed is money and that's what it's all about. And this idea that everyone basically is is the same and we all move much more quickly because in doing so there's a lot of knowledge and culture that shared amongst ourselves and therefore speed is possible and that generates income but I have to share with you a story that really has something that stuck with me over the time here. I have an executive coach who works with me. She's a person of color. She works with C. E. O. S. And vice presidents and presidents all over the world. But that very first when I was working with her, my first experience was when I would look down and break eye contact with her to write. She was the first person in my life and I mean throughout my academic career my entire educational career she was the first person who would stop talking and give me a moment to divert my eyes to the paper and write what I was wanting to take note of. Because obviously if I'm not looking at her I can't lip read and I can't see the interpreter and therefore don't have access to what's being shared. So it was an experiment for her to do this. And we spent about a year together. And one day she mentioned to me how fascinating it was to her because she compared her experience with me with other individuals whom she coached individuals who were hearing, who she didn't have to wait until they stopped and they know it. But she could keep talking when they looked away. And she said she found this to be interesting because despite the fact I had to stop and pause our conversation multiple times during our hour together. She noted that she and I covered as much if not more ground during our session than she did with other clients where that pause wasn't required. She actually experimented with this. And so it was an interesting observation for me and really helps me understand how it contributes to our conversation as females as leaders. It's all about being in a relationship and that requires us at times to slow down to slow down and that's slowing down often then leads to collective success. And so I asked myself a lot of questions about the relational aspect of our work as female leaders and you know with that I wanted to emphasize here that the culture of course, you know speed is money and you always have to be in a rush but we don't think about things that we lose. We often don't engage because we can't operate as a pace, especially as deaf people when everyone is speaking the same time and as a deaf person, we're trying to figure out what's being said and there's always that time between when the interpretation comes and when the spoken language actually occurred. But when we create rules around that environment to sort of moderate that conversation and change it, we can thrive. So it's thinking about what's important that we as leaders as female leaders can do in terms of making changes that will allow the organization ourselves to thrive and that's why I find it so important to focus on relationships and then organizational logic, organizational culture and also looking at just the gendered roles that our organization plays and how we individually influence people through our leadership and have an impact on individuals who may slow us down but to see the advantages that come with that slowing down, I love that and that's a fantastic example. Um Karen, would you you know I was going to actually comment on something bobby touched on this and so did Marissa and that is um culture. So one of the things I think that's interesting and our ceo often says this is that your company has to have a soul, you need to have a soul within your company. And one of the things that you were reminding me about is the importance of how we actually listen to our employees um and meet the needs of our employees as well. It becomes super critical to understand that, you know, you're talking about your first um employee resources, we call ours employee belonging councils and we have 100 and 45 of them in the company, most of them have had the transition from being in person to now being global, right? And what has this pandemic done. But the ability that the ability for us to actually listen to our employees and meet their needs based on what they're going through has been really important through the pandemic. So we have a caregivers group who helped us to understand, look this is what I'm experiencing as a single parent. This is what I'm experiencing um when my partner has lost their job. Hey Workday, how can you actually help us out? And so that notion of how do you really focus on the culture and our at our workplace, employees are our number one value. And so that attention to employees becomes really important. But that culture that our ceo and our c suite drive is also a part of how we engage and really make sure that we're meeting the needs of everyone. So um thank you for thank you for sharing that and and throwing my memory on that. So let's I want to continue on this idea of gender workplace, right? And and let's talk about this a little bit, you know, there's this idea that when times are tough, we lean on white men to lead. Obviously this panel here is an example otherwise, um Karen build on this a little bit, right? Why do we think this? And and how can we break outside of that box or get society to more broadly break outside of that box? Well, I mean, I think there's a natural reason why we lean on particularly white men to lead us through, right? It's the norm. It's what we've been used to. Um it's what we've known most of our companies are led by a majority of white men. Um but what we also have to recognize is that women actually lead better in times of crisis than men do. So during something like a pandemic, how do we actually get to our leaders and help them understand that women show up whether or not it's the relationship piece of what you're trying to build or the caregiver empathy that you actually show up with as a female leader. There's benefit in how we show up and lead differently than men. And so I think that, you know, as much as we I feel very strongly that we have to bring men into the conversation. If they're a majority of who the leaders are, we can't exclude them as a part of the conversation, we have to make sure that their voice is also heard, but it can't be the only voice that we are relying on. We need to think about. How do women, how do minorities, how do people who may even be earlier in career share their thoughts and perspectives to help them all do better? It's not just about the straight white males, not just about women, it's about how do we collectively get what our organization is giving to us and then act upon that. So we I think it's an end. We have to include um that the conversation right? And I think to add to that, you know, one of the things we have to talk about is white privilege and how the rules of engaging in white privilege are at play and you know, a person of color looks at that and realize that those rules don't apply to them and have to figure out how to fit or a comedy or make changes. And that's been our struggle and has been our struggle in the worst place all throughout the nation is understanding what white privilege is and the rules that dr organizations, logic and systems that are in place and that we operate under. So I think what happens is when it comes for white people is just this recognition and being asked to make a change in the perspective to run things different on a different set of values with a different culture that is driving the way that we work. And so there's a process of awareness building that has to come a process of discomfort, an opportunity for white people to learn to just sit in that discomfort in that space. And that's true for males. The entire world is driven by organizations that are male gendered systems. Male gendered organizations supported by males. And if they have to sit in their discomfort as women lead instead, this is where now the work with black lives matter and all of the work around gender provides an opportunity for us all to better understand how we can encourage the growth of people through curiosity, being curious and during those times of discomfort. And that's truly the key for all of us and our leadership is when we see something and we experience discomfort as a result of change or something that's happened. We have to lean in and provide support and build and be curious around that discomfort as opposed to just reacting to it? Which is what most people do? Most people just go into reactive mode. So if we shift from that reactivity to curiosity, that's where growth happens. And I think it's real important that we really spend that time in discomfort as a nation, I shall go ahead. Yeah, I do believe that the reason why we look to white men, uh, in a lot of crisis is because it is sometimes very difficult to actually define the crisis. So, was this economic crisis? Or was it a health crisis? And what happens is when we start leaning in, we're like, well, we want to make sure everybody keeps their job, We want to make sure. And then it starts shifting. And when we think about capitalism, we think about white men. And so we figured that the solution, it's going to come from the vantage point of capitalism, and that's why we're leaning in. Because, you know, the pandemic, I mean, we're all clear. It's a health crisis. But what is the headline? What's the headline after the body bags? Right? Because we were real clear at the beginning, we were like, oh, no, this is a problem. Now, we want to call it the great resignation. Is it really the great reset as I heard a few minutes ago talking with the Deloitte, uh, people, you know, is it about women's rights? Is it about childcare? Is it about education? Or is it about economics? And unfortunately capitalism is sometimes overshadowing the human condition. And so our shared humanity has been, there's a there's a cloud over it and we got to lift the fog. We've got to lift the cloud. And so what we have to be careful of We will live with Covid. We will never be a post Covid world. We will live with Covid. Mm hmm. What are our priority is going to be when we take the mask off? Literally literally take the mask off. And so we cannot lose sight of this being our moment. We have to hold on to that. And yes, we need to pay our mortgages. We need to pay our rent, debt free education. Come on. Yes. We got to stay in that moment. But we have to be careful. We have to be careful. And so I do believe capitalism is over shadowing our better judgment sometimes because we have to eat. We have to survive. But how do we I don't believe in balance actually. How do we make choice? How do we make decisions that allow the ecosystem to have some kind of shared humanity some representation or shared planet? I mean, we've got a we've got an emerging crisis of the planet. You know, So I just think we've got to be careful of the order of things if you will. And I think we have to honor that black, excuse me that white men have led the way that probably allowed a few of us to get to the C suite, I think so don't ignore that. So there is a place for all of us. So, you know, I don't believe in throwing away the white guys. Right. Right. And some of your marital can't throw them away. Their fathers, their sons, their brothers, their friends. So I really want us to just really think about how we create a different set of options and that we really pay attention to what the guiding forces and I think it's just it's so well said and capitalism for profit companies, they haven't figured it out by now. For sure. They were woken 2020 realizing, you know, the mad scramble for what is our purpose? What are our values and what is it that we stand for? Because I think what we lived through in the last 20 in 2020 was that we realized that they're human beings actually working in the companies that I am a part of. And if I don't pay attention to that, then you know, then how will my company make money? Right? And so, um, I think that's well said, right, I was going to I think that this is where, you know, I don't know if you've fallen all Ron Haif. It's um in leadership and his leadership model is an expert from Harvard and some of his writing about the adaptive leadership, so much of what we're describing here, you know, the issue of capitalism and how we stay in what he calls this zone of discomfort. And if we stay there long enough, we're able to really find the solutions the during solutions to the problems that we face and that's our challenges. Leaders is to identify where some of these challenges are and not move so quickly to find a technical fix and especially in today's world, you know, every board out there wants you to be able to say, look, I've got a goal, I'm going to need an X amount of time and that's it. And the realization here though is that there are so many problems that we face, our problems that require solutions that are more mid to long term focus. So how do we learn to measure progress in different ways that would actually then reward the enduring solutions that we're looking for as leaders in this country. And I know that we have some significant issues. I mean the issue of democratization has been brought up here citizenship, you know, women in this country as it relates to what's happening with the value of truth and accurate information sharing, you know, among these issues, there are so many areas that impact our lives on a daily basis and I often think about how we need to lead differently in order to get to strategic solutions that are more enduring in nature. I certainly don't have the answers. But I think it's more questions and thoughts to reflect on those are the kinds of things to keep me up at night. Mm hmm. I was gonna ask how did we meet differently? I mean let's let's make the end on that note. What is you know, we've got only a couple minutes. I would just love to go through everybody here. What's the weather like that? Don't start with me. I don't know what what let me hear your what's what's the big takeaway? What did you, what is the biggest way that you have led differently in the last 18 months maybe carrying you can start thank you so much that I would say that I would say a few things. One is I would say empathy and how we leave, how we lead differently from the place of caring for others. I think is one thing that we have got to continue to build into our repertoire in terms of leadership. I think self care is another issue that if we don't take care of ourselves, we're not going to be able to take care of other people. So I think we have to lead differently there. And I also think that we need to focus on the individual and not look at the masses and think that when you are solving for women, you were solving for all women because it's not necessarily the case, I think we have to leave just differently and bring some of those things to the forefront screen. I mean Ditto. Ditto. Ditto I would say self care I think is really important, especially since I know probably all of you in this room have multiple hats that you wear every day. And I think one thing that got me through in terms of my own resilience in 2020 was actually sticking to routine, although family was around more often but still getting up, you know, doing my work out, walking the dog, taking care of the family than getting to my business, I think was really important and the second thing too is continue to be authentic. I think that's one thing that's just who I am and I think showing up that way and the company allows people to see that look every day is not always happy and it's okay not to be okay some days and to be authentic about that um and then allow other people to act in their own way. And I took a third thing to one thing that I'm really proud about with my own team within the company, we were relentless about continued development and so for those of you are in companies, making sure that you know, you continue the focus on developing people and for us, you know, we finally launched what we call our lead program where um it is about elevating women and bipoc community within our workforce above the restaurant level just to kind of close that gap I think stay relentless on that. Ditto. Ditto. The two things I would add is ah I appreciate the intersectionality of every single person that I meet for women. We make assumptions with our eyes but we really have to appreciate that there's more than one thing going on with all of us and we cannot put people in baskets or boxes on screens. Uh so intersectionality has really become very important in my leadership. Uh is A and B. Is being unapologetic. I think for a long time women aren't sure that they should speak up. It's filtered, it's overly gentle and a guy can say whatever he wants whenever he wants. And in this diversity work you can't be apologetic, right? You can't say. But uh you know, if you're uncomfortable you have to just say it and you got to kind of lean back cause she let it is what it is. And I don't think that we understand how to be unapologetic. I didn't say rude. I didn't say cocky but we cannot apologize for this being our time for the world to look a little bit different. Can't So those are the two things I would add that. Ditto. Ditto bobby, please, wow! So Ditto. Ditto. That's first. And I think also how can I add value to what's already been said. And one thing I can say is um I fall back on one of my own experiences at Gallaudet one of resistance in setting rules and policies too quickly. And I think letting the organizational struggle with the learning that's needed. And, you know, you've talked about, you know, asking individuals what they need. You know, when HR first asked us that we need a policy on remote work and that needed to be in place, and I said, we're not going to set up a policy for 18 months at the earliest. And what we gave the organization was time time to experiment and innovate and listen and learn. And then after that 18 month period, we came back together and then we saw if a policy could be formed, you know, during the times that we leave now it takes additional time to let the organization do its learning. And then we learned from that learning of the organization rather than just making decisions that are more top down focused. The second thing is my learning over the last five years, and especially during Covid is looking for talent. And when I say looking for talent, I really think about not looking for those direct lines to talent. There was one lady who was at the NSF and she described her journey to her role and she said, I've meandered along the way to get to the top and in a very non traditional way, and she talked about the males at NSF who just climbed the career ladder in a very linear way. And I've since that hearing that I've been asking myself about that meander journey and how it's gotten us to where we are as females. And each journey is a little different. But you know that's true for people who have disabilities, people who are bypassed, people who are females looking to see how we got to where we were or where we are is not always a direct path. You know, if you look for resumes and looking for talent and people to apply for a job, don't look for those people who are in that direct path line. The easy ways to get the job because we think the traditional ways of people bringing their skills and qualities are the ways we should probably bring in people to organization. I had a before our provost left, we're now looking for an interim provost and the person who's running this department or running this in this position has actually never run anything at the university outside of being an interim chair. He was involved at the deaf olympics. He led to protests at Gallaudet but he didn't bring the traditional pathway and he has been the most tremendous provost. He would have never been selected as provost at any other university is just based on his qualifications alone. If you looked at his resume. I mean he's a totally nontraditional person with a non traditional resume. And he happens to be a white death male with a very nontraditional resume. And that's true for our ceo our chief bilingual officer. None of them have followed that traditional pathways are. CBO was the chair of her department, but I think her uncle and her father actually stood next to martin Luther King during the 1964 protest riots here in the nation's capital. So he was very they were very involved in the civil rights and civil rights activist family. So she pours her heart into this work like no other and it's fabulous, she's the first black deaf woman to to serve in this role at Gallaudet or rather I should say the second, but if you look to see how people get to where they are and how we can look to find talent in unusual places, people who bring different backgrounds, who may deliver the same kinds of qualifications as those who follow the more traditional pathways. So right, just to add that to us, thank you so much and really thank you to this amazing panel, Thank you to work day for hosting us. I mean this has been an amazing session. I hope we all leave. We are unapologetic, we slow down um and with that we enjoy the rest of the conference and thank you everybody","hideTranscript":true,"createdAt":1654285442594,"updatedAt":1654353011605,"irisTag":"most powerful women","videoPublishDate":1654353011605,"duration":{"unit":"seconds","value":3009},"destination":{"onDemand":true,"connect":true}},{"videoId":"8b5936c2-e423-4b58-bebc-68a93b4e3c9c","name":"Has the coronavirus killed cash?","slug":"has-the-coronavirus-killed-cash?","shortDescription":"Charlotte Hogg, CEO of Visa Europe, joins Fortune Global Forum to discuss.","seoTitle":"Has the coronavirus killed cash?","seoDescription":"Charlotte Hogg, CEO of Visa Europe, joins to discuss.","socialTitle":"Has the coronavirus killed cash?","socialDescription":"Charlotte Hogg, CEO of Visa Europe, joins to discuss.","tags":[{"name":"FORTUNE_Global_Forum","label":"FORTUNE Global Forum","type":"tag"},{"name":"cash","label":"cash","type":"tag"},{"name":"coronavirus","label":"coronavirus","type":"tag"},{"name":"fortune_global_forum","label":"fortune global forum","type":"tag"}],"categories":[{"name":"News","label":"News","type":"category"}],"section":{"name":"Leadership","label":"Leadership","type":"section"},"playlists":["Fortune Global Forum 2020"],"premium":false,"adsAllowed":true,"originalImage":"https://d2byebo1j9i40c.cloudfront.net/8b5936c2-e423-4b58-bebc-68a93b4e3c9c/Images/posterImage-ver1.jpg","resizedOriginalImages":["https://d2byebo1j9i40c.cloudfront.net/8b5936c2-e423-4b58-bebc-68a93b4e3c9c/Images/posterImage-ver1-1280x720.jpg","https://d2byebo1j9i40c.cloudfront.net/8b5936c2-e423-4b58-bebc-68a93b4e3c9c/Images/posterImage-ver1-640x360.jpg"],"originalImageDescription":"Charlotte Hogg","resizedSocialImages":[],"hlsFormat":{"extension":"m3u8","videoId":"8b5936c2-e423-4b58-bebc-68a93b4e3c9c","type":"hlsFormat","version":2,"key":"8b5936c2-e423-4b58-bebc-68a93b4e3c9c/HLS/video-ver2_master.m3u8","status":"complete"},"customVttFormat":{"extension":"vtt","videoId":"8b5936c2-e423-4b58-bebc-68a93b4e3c9c","type":"customVttFormat","version":1,"key":"8b5936c2-e423-4b58-bebc-68a93b4e3c9c/CustomSRT/customVtt-ver1.vtt","status":"complete"},"customTranscript":" JEN WIECZNER: Cash may no longer be king. But we were talking about, Sebastian, where you're based in South America. As well as in Europe, it seems like I'm always pulling out my wallet to pay with cash. I haven't been there since the pandemic. Charlotte, has the coronavirus killed cash? CHARLOTTE HOGG: It hasn't killed cash, but there has been a real shift to digital. So whether it's the use of contactless transactions and the widespread adoption of that, or whether it's the shift to e-commerce, you can see real evidence in changes in behavior. So I mean, I think the therapists tell us that, you take 21 days to make a habit and 90 days to make it permanent. Well, we're definitely counting more than that. And if you think that now we've seen half a billion transactions in the contactless space in Europe in the new limits that were raised over the course of the last few months, and if you think that 20 of the countries around Europe have seen a 25% increase in e-commerce, and large numbers of cards have been used in e-commerce that have never been used before, I think you have to see that there has been a real shift in adoption of digital and an embracing of that technology that perhaps we haven't seen before. 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