37 Social We still have more work to do to increase representation of historically marginalized groups. We’re expanding inclusive hiring training for recruiters and managers, creating access for emerging talent by adding three Hispanic Serving Institutions (HSIs) and more HBCUs (totaling four) to our pipeline programs , and finding new ways to diversify our executive and company networks. While increasing representation is important, it’s only part of the work. So we continue to build an inclusive workplace where everyone can thrive. The strategy we laid out in our first inclusion report remains the same. First, we’re improving our culture of inclusion and belonging . This past year, we: • Conducted our annual compensation review to ensure pay equity across the company, • Progressed inclusions trainings across all our offices, most recently launching an internal leadership initiative on how to lead inclusively, • Continued offering inclusive benefits , including gender-inclusive parental leave, transgender and non-binary care in our US health plans, and family-forming support for employees regardless of marital status, gender, or sexual orientation, and • Supported our growing employee resource group program around the world. Last year, we held 90 virtual learning workshops on inclusion topics ranging from accessibility on service to understanding US Latino/a/x representation on-screen. These workshops help employees look at every decision with an “inclusion lens,” asking questions like, whose voice is missing? Who is being excluded? Are we portraying this authentically? Last year, at least 4,500 employees participated in a virtual learning workshop.