Snap Inc.
Diversity Annual
Report 2023

Seeing the World DifferentlySNAP INC. DIVERSITY ANNUAL REPORT 2023

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CONTENTS

Contents
I N T RO D U C T I O NIntro Letter

3

Executive Summary

4

S EC T I O N I : S N A P ’S ST R AT EGY

Inspire Empathy

10

Redesign Systems

20

Drive Accountability

29

S EC T I O N I I : S N A P ’S DATA

Data Snapshot

37

Data Charts

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CONTENTS

Intro from Evan, Oona and Arun
Last year’s Diversity Annual Report attempted to bring urgency and ambition to our DEI (Diversity,
Equity & Inclusion) efforts, though we noted “it is likely to get harder before it gets easier.” But wecouldn’t imagine how hard it would get, and how different the world would be. The war in Ukraine
and economic uncertainty combined in a perfect storm, leaving the tech industry — including Snap
— facing extraordinary headwinds.
This different world shaped the questions we asked in 2022: how do we operationalize DEI withfewer resources, set against a more challenging backdrop? How do we embed DEI at the heart ofour business, while our business sharpens its focus on essentials? What are critical DEI priorities toprotect?
Making DEI a business imperative requires a paradigm shift in thinking. Instead of asking “what DEI
tasks should we add to our urgent to-do list?” we must continue to ask “how do we introduce a
DEI lens to all our work?” This is the paradigm shift called for in the Action to Catalyze Tech (ACT)Report1, written by a group of DEI experts, that we helped initiate in January 2020 and published at
the end of 2021. During 2022, we did this work in stops and starts while reducing the size of our teamand reprioritizing our business. This report tells the story of that work — some of which ended in
failure, some of which is only just underway, and some of which is already paying dividends.
We hope that sharing our successes and setbacks will help others struggling with similar challenges.
Just because no company has solved the DEI dilemma doesn’t make it impossible. But 2022 taught
us that we must continuously reimagine our business in a different world.

Evan Spiegel

Oona King

Arun Batra

Co-founder and CEO

VP, DEI

Senior Director, DEI

How to read this report
The Executive Summary lays out the main lessons we’ve learned and the three pillars that drive ourstrategy, as well as topline data from 2022. The body of the report includes the initiatives that fuel our
DEI work, and the people who drive them - because we believe that people and their experiences are
as important as data and systems. Please also see our DEI video2, which brings this point to life.

Snap Inc. Diversity Annual Report 2022 © 2022 Snap Inc.
1
http://actreport.com/pdf
2
See Snap DEI Video at diversity.snap.com

SNAP INC. DIVERSITY ANNUAL REPORT 2023

Introduction

INTRODUCTION

Executive
Summary4

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INTRODUCTIONEXECUTIVE SUMMARY

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Executive Summary
In 2022, a variety of global challenges impacted efforts to make Snap – and the tech industry –more diverse, equitable, and inclusive. We’re working to integrate DEI into all our work, and hopethat sharing successes and setbacks provides helpful insights to others.

Our three strategic pillars:
Inspiring Empathy• Stories have the power to change hearts, minds, and behaviors; foster empathy; and create aculture of belonging. This section considers how to engage team members who may have very
different backgrounds but who all want the opportunity to do their best work in a culture where
success is determined by talent, not identity.
• What worked: inspiring empathy to drive intrinsic motivation and meet people where they are.
• What doesn’t work: treating DEI primarily as a “check the box” exercise.

Redesigning Systems• In 2022, we considered how changes to systems could drive the greatest impact. For example,
instead of focusing on individual teams to promote inclusive hiring, we worked to incorporate
inclusive hiring across our whole recruiting system.
• What worked: prioritizing systems change over ad hoc DEI initiatives, and committing to crossfunctional experimentation, such as our hiring pilot to bring more women into tech roles.
• What doesn’t work: bringing teams together without first engaging cross functional seniorleaders to develop and operationalize joint objectives.

Driving Accountability• Accountability drives improved DEI outcomes. Like any other priority, DEI needs well-definedgoals, governance systems, and data. Snap aims to support accountability for DEI at thepersonal, corporate, and industry level.
• What worked: sharpening accountability and governance structures to drive DEI objectives;• inviting the C-Suite to develop their own DEI Objectives & Key Results (OKRs) based aroundcompany-wide priorities; and establishing a clear, measurable plan monitored at Quarterly
Business Reviews with C-Suite.
• What doesn’t work: expecting change without leadership accountability.

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INTRODUCTIONEXECUTIVE SUMMARY

Section 1: Snap’s Strategy
We identified three key learnings that drive our work:
Leadership: Effective, proactive, accountable leadership determines success.
Insights: Great leadership requires great insight to make real change.
Incentives: Incentives to inspire personal commitment must be balanced with clear
expectations.

Section 2: Snap’s Data
Summary (note: gender data is global, race & ethnicity data is U.S. only)
We are making steady progress on representation of women in Tech (up 1.6 percentage
points (pp) to 21.2%), but must accelerate efforts. Attrition rates for women in our tech org
are lower than for men (see data section for detail).
Overall we lost ground on race and ethnicity. Representation of underrepresented
groups (URGs) in the U.S. workforce dropped 1.2pp to 16.2%. However, representation ofunderrepresented racial and ethnic groups in our leadership (Director+) increased 1.5pp
to 13.8%. And in our tech org, we increased representation of underrepresented racial andethnic groups among all people managers (+1.3pp to 11.3%).
Hiring of underrepresented groups fell. This includes both women globally andunderrepresented racial and ethnic groups in the U.S. We are working hard andsystematically to increase focused sourcing efforts on women and underrepresented racial
groups both inside and outside the U.S, which we hope will help to increase hiring rates ofunderrepresented groups. See inclusive hiring section on pp 21-23.

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Section I

SECTION I

Snap’sStrategy7

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8Snap’s Strategy
Snap’s DEI strategy is built around three interlocking pillars: Inspiring Empathy,
Redesigning Systems, and Driving Accountability. While maintaining those core
principles, Snap has spent the past year focusing on essentials across the board.
We learned that prioritizing DEI, especially during difficult times, requires a true
paradigm shift: instead of treating DEI as one aspect of our work, we must bringa DEI lens to all our work. To make this shift, we’ve identified three key learnings
that drive our strategy around empathy, systems, and accountability:

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

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SECTION I

These three learnings inform the strategy outlined in this report. To illustrate how the strategy
has evolved, we share stories of individuals and teams that are working hard to shift theparadigm: instead of adding DEI tasks to their work, a wide variety of our teams — including
Engineering, Product, Content, Marketing, Learning & Development (L&D), Talent Acquisition,and many more — have placed DEI at the heart of all their most important work.
The interlocking pillars of our strategy

INSPIRING

Empathy(empathy, systems, and accountability) are
just that: interlocking. There is overlap, forexample, between driving accountability
and redesigning systems. Or between
redesigning systems and inspiring empathy— you are unlikely to change a system if
you don’t change the way the people in thatDRIVING

Accountability

REDESIGNING

Systems

system think. Empathy changes thinking
more than process.

We believe that inclusive and accountable leadership is the difference between success andfailure; that great leadership requires great insight and empathy; and that redesigned systems
must balance incentives with accountability.

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INSPIRE EMPATHY

Inspire Empathy
What’s the story?

Who are the people?

As a storytelling company, we know that

“When I started Betterstories have the power to change hearts,

Up coaching I was notminds, and behaviors. Stories create empathy,

confident. Actually I was

which can inspire behavior change acrossvery afraid. I didn’t feelSnap and the broader industry. And althoughlike I belonged, I didn’t

our industry is data-driven, we understandfeel like I had a seat at

numbers are not a substitute for lived
experience. The differing lived experienceof underrepresented groups can reduce
feelings of belonging, which in turn reduces
opportunity to realize potential. Our goal in
inspiring empathy is to create a shared cultureof belonging for all. In this section we consider
how we can engage team members who may
have very different backgrounds but want
the same thing: the chance to do their best
work in an inclusive culture where success isdetermined by talent, not identity.

the table. A year later, I’mcompletely different. The
growth I’ve experienced
hasn’t just improved mylife at work, it’s improved
my life outside work too.
I’ve gone from feeling like someone who didn’t
have a seat at the table, to being the person at
the head of the table.”
Chidinma Chuku (she/her)
Co-Lead of SnapNoir,
Snap’s ERG for Black team members

What worked (and what didn’t)?
What are examples?
1.1 Building connection and empathy• DEI Learning Collection• Council Program: listen from the heart

In terms of our overall approach, whatworked is inspiring empathy to drive intrinsic
motivation. What worked is meeting people
where they are. In some areas, team members

1.2 Supporting team members in Ukraine

are becoming more personally committed to

1.3 Snap Employee Resource Groups (ERGs)

DEI -- and we aim to expand this success.

1.4 A more inclusive data set: Self-ID data
1.5 2022 DEI Innovation Summit

What didn’t work were instances when DEI

1.6 Inclusive design with ASL

became a list of tasks for people to check1.7 LACMA - Monumental Perspectives

off as a compliance exercise. Instead,when we inspire people to be imaginativeSNAP INC. DIVERSITY ANNUAL REPORT 2023

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and empathetic, that’s when we get truly

leadership, regardless of your role at Snap.

innovative ideas to make our company andAnd increasingly our ability to be empathetic

industry more inclusive.

and inclusive leaders will determine our
success.

Another example of what’s working is our
experience around ERGs. We are now pairing
ERGs directly with C-Suite leaders and,going forward, every ERG will have C-Suite
sponsorship. ERG Leads also access training
from our L&D team, including career readinessand leadership development. We want tosupport ERGs to help them make a positive
impact in their respective communities, andenable them to support our business. Our
Council Team — which provides a powerfulstorytelling forum where participants listen
to and connect with each other — supports
direct connection between Leadership and
ERGs. This helps ERGs amplify their leadership
impact, while inspiring empathy within Snap’s
top leadership team for communities that may
be underrepresented at Snap. Looking at what
we could have done better, we could havebenefitted from developing more individual
relationships between our leaders and our
ERGs earlier in our DEI journey.
In this section we look at how empathy
for other communities (the deaf and hardof hearing community and the LGBTQ+
community) can inspire new perspectives
and inclusive product design. We showed
up for our team members in Ukraine whose
lives were upended by war. And we saw how
supporting our ERG Leads is a win-win for
individuals and the company. Because DEI is
everyone’s responsibility, it requires personal

Initiatives
Building connection and empathy
DEI Learning Collection

Led by our Learning & Development (L&D)
Team, this includes a journey through multiple
courses on understanding unconscious bias
and allyship. The collection provides learning
around actionable ally skills, as well as aroundhow to navigate difficult conversations related
to our identity. Snap asks team members
and managers to explore these resources attheir own pace, and offers opportunities for
entire teams to join live facilitated workshops.
Many teams have also taken the initiative toschedule curated sessions to discuss their own
unique experiences around how unconscious
bias, power dynamics, and identity come intoplay in working relationships. Our goal is tocreate a culture of psychological safety as wellas to spark creativity and innovation.
Council Program: listen from the heartCouncil is a listening practice that invites
participants to share their stories witheach other as a way to connect and create
community. It’s a fundamental part of ourculture and a core component of our DEI
strategy, providing structured time led by anexperienced facilitator where team members

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can listen and better understand colleagues
from across the company. The Council Team
provides opportunities for team members tomeet in a variety of settings, and incorporates
activities designed to foster creativity andcommunity engagement.

“Council allows people
to be personal andgenuine and, in somecases, dependingon what the topics
are, vulnerable andtalk about things thatmight not come up in
the normal course of
conversation. Everytime I attend Council- often several times amonth - I’m always struck by the sheer impact,
and the creation of meaningful connections
with people right across the company.”
Jerry Hunter (he/him)
Chief Operating Officer

Council cultivates the kind of bonds that
contribute to an environment where
people feel more connected to each otherwhich, research shows, can lead to higher
retention rates. The feedback we’ve received
demonstrates that Council is successfully
helping us scale empathy across boundaries,
whether along lines of race, gender, LGBTQ+
status, disability, age, socio-economic
status, parental and caregiver status, veteranstatus and more and more. This program is

13“I grew up in India
on the outskirts of
Mumbai. I was born adark-skinned girl child,and some of my earliest
memories are getting
called names on thestreet, and not feelingsafe to walk around.
I was not considered
beautiful in any way,in fact I was called theugliest kid in the school. There was colorism
at every level. Even relatives would say ‘noone’s gonna marry her, she’ll never find love.’ I
tried to show up as love, but all I got was hate.
So I was depressed and suicidal as a child.
Colorism, caste-ism and queerphobia are allkind of interlinked. Language is critical too. The
word nonbinary is freeing because it explains
my existence to myself. At Snap I found aculture of radical listening, especially throughCouncil, and that gave me the confidence tocome out as nonbinary at work. But when I
was growing up a lot of the language didn’t
exist. When I found the word ‘colorism’, it wasso empowering to understand ‘okay, this iswhat I experienced, it’s a phenomenon, it’s asystemic issue. It’s not me, it’s the world!’ I’ve
gone from not wanting to exist at all, to wanting
to live more than anyone else I know. Small,radical acts of kindness from my friends reallyvalidated me. Just one friend standing up forme - that made me believe there was love inthe world, that it could exist. So remember thatjust accepting somebody for who they are canmake a huge difference between someone’s life
or death.”
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INSPIRE EMPATHY

unique to Snap, and we have developed a
training program — Dandelion — to invest in“I remember the day

underrepresented talent leading this practice.

I woke up hearing an

Supporting team members in

six more rocket strikes

UkraineEvacuating our team

On February 24, 2022, President Putin invaded
Ukraine, deploying over 100,000 Russian
troops towards Ukrainian cities including
Odessa and Kyiv, falsely claiming that Ukraine
was governed by neo-Nazis who oppressed
the ethnic Russian minority. Russia’s attack
on Ukraine has changed the world. Snap
was directly affected, as Ukraine is where we
acquired and developed our lens technology.
Ukrainian team members have always played

explosion, and then saw
from my window in Kyiv.
As Ukrainians, we areused to ironic pessimism.
But I feel the war changed
that — people gather tohelp, we don’t just rely on our army to defend
us, we all support each other. I probably havemore belief in humankind now than previously.
But I’m focused more on the present than the
future, because something can change andyou might not have a future. So if you have big
dreams, go after them right now. I also want
to express my gratitude to the Snap team.
Thank you for your empathy, understanding,an important role in Snap’s innovation andand sincere care for Ukraine. Thank you thosegrowth. Despite the devastation of full-scaleof you who decided to donate - and if you

war, today they remain at the heart of Snap’s

haven’t yet donated, you still can! Also if you’reaugmented reality business. When the war

collaborating with a Ukrainian teammate,began, over 300 members of our Ukrainian

giving a few words of support might feel liketeam were located in Kyiv and Odessa. Since
then, Snap has worked to support voluntary
relocation of more than half the team toother countries, while some have remainedin Ukraine. Snap team members are also
volunteering to support Ukraine throughcreative workshops with Ukrainian children
and through office supply drives to donate
critically needed materials to people in
Ukraine and to refugees. Snap also partneredwith CARE to launch a new Lens inviting
Snapchatters to virtually plant a sunflower –the national flower of Ukraine, representing
hope and peace – in solidarity with Ukraine.

it’s nothing, but it could be everything. In 2022
we unlocked a new superpower - resilience and we proved we are genuinely unbreakable.”
Vladyslav Vasylkevych (he/him)
Snap’s Director of AR Production

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INSPIRE EMPATHY“When we first heard of the invasion here in LA, there was a paralyzing fear.
But as a people leader, there was no time for panic. You understood people’s
lives depended on your guidance, strategy and actions. We worked in shifts
24/7. When you were about to pass out, you handed your phone to your peer
and they would continue to coordinate. Daily meetings started at 5AM, andwent every few hours up till 8PM. Snap’s CEO and leadership were with us
in every meeting — every single one. I almost don’t remember the first 6
months of the war. I wasn’t sleeping, had fainting spells, and just started to
shut down. My team carried me through that. They’ve always been the mostcreative, strongest and bravest people I’ve ever met, and now I have proof ofthat. But we still don’t understand why this happened, why someone hated
our country and our people so much that they wanted to destroy us. It’s
like a poorly written movie, where there’s no motivation behind the plot — it’s a really bad script. I
haven’t been able to get back to Ukraine, but I no longer have much left there. My sister’s home wasdestroyed. They even destroyed the cemetery where my father was buried. And the hardest thing
was losing my beloved grandmother, who was stuck in a refugee camp for weeks while trying toescape. She passed away at 86, a day after we got her to safety in the Netherlands. She survived somuch — the second World War, famines, cancer; she was a physicist and a huge inspiration to me.
In the future, I believe we will have our own Victory Day, like our grandparents did after the Second
World War. We will have to rebuild our homeland and make it even better. I’m also trying to do my
bit in every way I can think of: I created an alphabet book for my children that’s full of Ukrainian
symbols, and any profits I get from it, I send to kids and moms in Ukraine through the Masha Fund,which exists to support the emotional wellbeing of women and children during war.
Lidiia Bogdanovych (she/hers)
Snap’s Senior Director of Lens Design (based in Snap’s HQ in LA)

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Snap Employee Resource Groups(ERGs)
Snap’s ERG program is more focused thanit has ever been, comprising regional Leads
across the markets of North America, Europe,
MENA, and APAC, supported by Community
Representatives for local office-focused
initiatives for more than 2000 community
members around the world. In 2022 ERGs
were critical partners in building community
for underrepresented groups at Snap during
a really tough year. Snap recognizes both thevalue and potential of ERGs, and provides
equity awards, leadership training, andcoaching to ERG Leads. We began 2023
with a new ERG governance structure toprovide clearer leadership responsibilities,
and continued to develop ways to provide
more direct engagement with Snap leaders.
In January 2023 we invited ERG Leads fromaround the world to our HQ for Snap’s first
Global Summit for ERG Leads. ERGs used theopportunity to make suggested improvements
to our product, and to work more crossfunctionally toward shared interests. One
result is joint ERG campaigns to promoteintersectional issues such as World Mental
Health Day and International Women’sDay. And we’ve invested in a new ERG
management tool to help track and increase
ERG engagement — because a more inclusive
culture benefits all of us.
An example of an ERG influencing our
product offering was a partnership initiated by
SnapPride, Snap’s LGBTQ+ ERG. In partnershipwith V.O Curations, a London-based arts
organization supporting emerging andunderrepresented artists, Snap launched thefirst outdoor AR queer art exhibition called“Pride Augmented: A Celebration of QueerArt.” The exhibition was powered by our AR
technology and showcased the artwork andstories of six LGBTQ+ artists on the 50th
anniversary of London’s first Pride parade.
Developed by our Paris-based AR studio,
our City Landmarker technology allowed
Snapchatters to see each artwork, beautifully
displayed on iconic buildings as they explored
Old Compton Street, Soho. The experience
also transformed the sky into the rainbow
colors of the Pride flag.

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Self-ID Data: A more inclusive dataset

“I was born to a 19 year

In 2020 we began collecting Self-ID data,

Idaho who was told by

which provides a more inclusive and robust

her nurse to give me

picture of our team. This allows us to capture

up for adoption so I

non-binary gender data, as well as other

could have a better life.

facets of identity that go far beyond race andgender. For example our Self-ID data provides
a fascinating picture of how many teammembers at Snap are first generation students(the first in their family to go to college oruniversity in different countries) - ranging from
41% in Australia to 24.9% in the US.
Other data includes how many team members
are LGBTQ+; how many are neurodiverse orlive with a mental or physical disability; howmany are parents or caregivers; how many areold single mom in North

Instead she chose todrop out of college andraise me. When I wasfive we moved to Hawaii
and lived in a housewith no running wateror electricity. But it really taught me how to beinnovative and make do with what we had. We
caught rainwater to take showers, and used
our car battery to watch TV. I still remember
the looks we’d get when my mom got out her
food stamps to pay for groceries. I always
worked really hard because I wanted to makeserving or have served in the military; and how

things better for myself, my family and others.

many speak a language other than English as

I became the first person in my family totheir first language. For the full data set see

graduate from college. I spent years working in

Section 2. Our Self-ID survey now extends

consulting, and ultimately had the opportunity

to markets covering 93% of our workforce:of a lifetime to join Snap. But even if thisAustralia, Canada, France, Germany,
Netherlands, the United Arab Emirates, theUnited Kingdom, and the US. The DEI Self-ID
Survey is voluntary, and 82% of all surveyed
team members responded.

isn’t something I talk about often, I’ve neverforgotten where I come from. We should listen
to other people’s stories more. When I arrived
at snap and did my first Council, I thought‘what is happening here?’ Radical listening is so
powerful: it allows everyone in the room to beheard, not just the loudest people. And for an
introvert like me, that’s critical.”Rebecca Morrow (she/her)Chief Accounting Officer & ControllerSNAP INC. DIVERSITY ANNUAL REPORT 2023

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2022 DEI Innovation Summit
In November 2022, Snap held its annual DEI
Innovation Summit, a one-day virtual event
created to inspire leaders in tech to build amore equitable industry. The summit focusedon recommendations from the ACT Reportand fostered a cross-industry approach totransform DEI outcomes across workforce,
culture, and products. This year, seven18

engagement was up 22% year-over-year, with41 speakers total. We also saw tremendous
positive sentiment online, keeping mostviewers engaged for 2+ hours of content andearning a 95% satisfaction rate from attendees
who completed our post-summit survey (60%of those who completed the post-Summit
survey watched 3+ hours of content).

leaders from Snap plus 18 industry leaders

Inclusive design with American Signfrom Google, Uber, Spotify, LinkedIn, andLanguage (ASL)

more shared DEI best practices. Speakers
also included the actors Geena Davis andKeke Palmer. One particularly inspiring
conversation was with the late global
disability rights advocate Judy Heumann. She
highlighted lessons learned in the disability
rights movement, how the tech industry canraise the bar on inclusivity, and what we can all
do to build a more accessible future. Speaker

In 2022, Snap’s first-ever Oscar advertisement
was an example of real inclusion on-screen
and off-screen. The spot, starring castmembers from the deaf community andwith ASL-trained directors, showed peopleusing Snapchat’s AR Lenses to learn how tofingerspell, part of a series of Lenses thattranslate hand movements to text. These
Lenses were developed by a group of Deaf

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19

team members at Snap who bring theirhighlight perspectives from across the region.

perspective to the company’s products — andIn consultation with community leaders andthey are now available to all users.

historians, the second cohort of artists, Judy
Baca, Sandra de la Loza, and Kang Seung Lee,examined changing landscapes and memory“The specificity of the

as a way to connect past and present throughhuman condition is

augmented reality. Visitors can experience theinteresting to everyone.

augmented reality monuments at site-specific

And that allows us

locations across Los Angeles including Earvinto speak directly to“Magic” Johnson Park, Algin Sutton Recreation

audiences, to invite

Center, and The Great Wall of Los Angeles.

and engage a morediverse community on
our platform. To bring inthings that really matterto people and encouragethem to bring their own
things… That changes a company’s mentality
about who it’s for and who’s welcome, and

The monuments can also be experienced byanyone around the world, wherever they areon Snapchat by searching in Lens Explorer
and by scanning the Snapcodes on LACMA’s
website. Learn more about how to experience
the virtual monuments and see last year’s
Monumental Perspectives collection here. Inthen it changes who works here. That was ourfall 2023, the project will showcase its final

thinking when we worked on our first Oscar

collection.

advert showcasing Snap lenses created by
Deaf team members at Snap, for the Deaf
community and their allies.”
Colleen DeCourcy (she/her)Chief Creative Officer

LACMA — Monumental Perspectives
This multi-year initiative with the Los Angeles
County Museum of Arts (LACMA) uses
augmented reality to explore monuments
and murals, representation, and history.
Monumental Perspectives brings together
artists and technologists to create virtualmonuments that explore some of the histories
of Los Angeles communities in an effort to

Image credit: Judith F. Baca, The River Once Ran, 2022, in collaboration with LACMA × Snapchat: Monumental Perspectives, © Judith F. Baca, image
courtesy of Snap Inc. Judith F. Baca ©1983, The Great Wall of Los Angeles. Courtesy of the SPARC Archives sparcinla.org

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REDESIGN SYSTEMSRedesign
Systems

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REDESIGN SYSTEMSRedesign Systems
What’s the story?
Redesigning systems is hard work.
But expecting different outcomes without adifferent approach is often wasted effort.
In 2022 we considered where “systems
thinking” could have greatest impact.
This requires identifying patterns of behavior
over time, and the underlying structures thatdrive them. We then design interventions towhat are known as “high leverage points”.
We took this approach in areas including
recruitment, product development, content
creation, and widening non-traditional
pathways into tech. For example, insteadof focusing on individual teams to promote
inclusive hiring, we worked to incorporate
inclusive hiring across our whole recruiting
system. While this work is still in early stages,
it is beginning to impact every team across thecompany.

What are examples?
2.1 Inclusive Hiring
2.2 Product Inclusion Principles
2.3 523 Accelerator: Diversifying Creators
2.4 Inclusion in Marketing
2.5 Expanding non-traditional pathways• Snap Up (apprenticeship)

Who are the people?
“Reimagining People
processes, particularly inrecruiting, to support our
diversity and inclusion
objectives is often harderthan it sounds. You haveto be willing to let goof ‘how it has always
been’ and pursue a new
direction with a clear
vision of what can be,
garner unambiguous
sponsorship from seniorleaders, create
upfront cross-functional alignment, and drive
relentless project management. We haverebooted our efforts to increase the diversity ofour talent pipeline, and we hopethe impact will be significant.”
Scott Withycombe (he/him)
Chief People Officer

What worked (and what didn’t)?
In terms of our overall approach, whatworked was prioritizing systems changeover ad hoc DEI initiatives. What worked was
pulling together cross-functional teams fromacross the business — vocally supported• Snap Academies (apprenticeship)by leadership — with a mission to redesign• Supporting diverse legal talentsystems. What didn’t work was pulling• Inclusive Engineering Onboarding

2.6 Expanding Computer Science education• Georgia State University (GSU)• California State University Dominguez Hills(CSUDH)

together cross-functional teams without
ensuring joint responsibility for delivering
clear objectives, such as joint OKRs. Anotherexample of what didn’t work was a lesson weSNAP INC. DIVERSITY ANNUAL REPORT 2023

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REDESIGN SYSTEMS

learned around recruiting: when attempting
to incorporate DEI into our recruiting process,“Our technical recruiting

we lacked a clear operational plan, and failed

team, in partnership withto engage cross functional leaders to drive

our Engineering teamforward decisions and progress. We have now

and our SnapWomen

resolved that issue, and have begun making
significant progress.

ERG, wanted to build
community for womenengineers applying
for jobs at Snap. We
did this by thinking
about how to prioritize

Initiatives
Inclusive Hiring Planempathy, kindness andinclusion throughout
the recruiting process. Candidate feedback
told us that this group approach helped build

Snap is committed to building a company

confidence, reduce stress, and enabled themthat is representative of the geographies

to perform more normally. At the end of thewhere we operate. However, we mustday, we want to see how candidates perform

accelerate progress if we are to meet our

under normal circumstances, not how they2025 representation goals. A critical element

perform under acutely stressful circumstances.

is ensuring we have balanced (i.e., diverse)
candidate slates at the onsite interview
stage. Additionally we must make targetedinterventions at every stage of the recruitment
process. To help achieve this, we havedeveloped the concept of an Inclusive Hiring

The bonus for candidates is they gain a new
network. The bonus for us is it reduces overall
time spent interviewing, and improves ourhiring rates — an amazing win-win!”Michele Wilson (she/her)Program Lead, Technical Recruiting Team

Plan (IHP) – a detailed set of initiatives todevelop and nurture diverse talent pipelines.
We will always hire the most qualified

New approach to Inclusive Hiring

candidate, regardless of gender, race, or other

While the representation of women in ourdemographics. IHP focuses on systematicallytechnical teams is increasing, we want toincreasing the number of prospects fromexperiment with new hiring strategies that

underrepresented groups in our recruiting

help us make further progress toward ourpipeline. We are also rolling out pilots inrepresentation goals. One we are particularly

three countries — the US, UK, and Canada —excited about is an “Interviewing Event”

with the goal of considering a diverse set of

to engage more women engineers in ourcandidates for leadership roles.

candidate pipeline, which — with no reduction

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REDESIGN SYSTEMSin technical requirements on candidates —has almost doubled our normal interview
conversion rate (the percentage of applicants
who received job offers after the final interview
stage). The goal is to reduce the high level ofstress associated with technical interviews,
especially for underrepresented groups, andenable candidates to perform at their best.
Instead of using the traditional interviewing

Product Inclusion Principles
In 2022 Snap released Inclusion By Design
Principles that lay the foundation for our
thinking around product inclusion. The aim is
to provide three guiding principles for all those
involved with Product development at Snap:
Increase Inclusion, Build with Empathy, andTake Smart Risks.

structure with an individual-focused approach,candidates were brought together as acohort, and went through the interview day
as a group. Some candidates described it
like “coding with a friend.” They also got theopportunity to hear Snap team members talkabout our values and culture. Each attendee
had the option to complete a full 1:1 technicalinterview over the course of the event.
In addition to reducing stress for the
candidates, and connecting them to one
another, this non-traditional approach enabled
candidates to meet a greater number of Snapteam members (who wouldn’t typically havetime to meet such a high volume of individual
candidates). It also freed up Snap’s current“My hope is that our
Inclusion By Design
Principles help
everyone understandour goal. And if wemiss the mark, people
will be encouraged toprovide feedback, raiseawareness, and makesuggestions. Because if
we get product inclusion
right, even more people
will enjoy Snapchat — so this directly affects
our ability to grow and resonate with people allover the world.”
Bobby Murphy (he/him)
Snap co-founder & Chief Technical Officer

women engineers, who are often asked to taketime out from their day jobs to meet individual
candidates. Even candidates who did notreceive a job offer were instantly connectedwith a networking group of other aspiring
engineers. And the group approach made thehiring process significantly more efficient:engineering hours spent interviewing anddebriefing were reduced by 40%.

The principles were the result of a large
cross-functional effort between the Productteam, Engineering team, and IDEA (Inclusion,
Diversity, Equity, Awareness), with close
engagement from Camera Platform, Policy,
Platform Integrity, and Legal.
Prior to the release of the principles, productinclusion work had been happening at Snap
for some time with various ad hoc initiatives.

1
We take a broad view of diversity, which includes race, gender, LGBTQ+ status, disability, age, socio-economic status, parental and caregiver status, and more. The current
goals are specifically focused on global gender representation, and underrepresented U.S. racial groups, which are Black, Hispanic/Latinx, Indigenous, Middle Eastern/North
African/Arab and Multiple Races. While Asians are not underrepresented in Snap’s overall population in the US, we have a diversity goal that focuses on increasing theirrepresentation in leadership (Dir+) roles.

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REDESIGN SYSTEMS

523 Accelerator: Diversifying
Content Creator Programs
Beyond diversifying our team at Snap, we’realso working to diversify the talent creating
our content. The 523 Content Accelerator
Program is Snap’s group of programs designed
to help small content companies and creatorsfrom underrepresented groups grow andmonetize on Snap. These programs provide
For example, Snap made Bitmoji more
inclusive by enabling people with disabilities
to express themselves more authentically,
including the addition of wheelchairs, walking
canes, and hearing aids. Interestingly, thoseusers with disabilities who used these features
were 8x more likely to share those images thanother users, demonstrating that an increasein product inclusion drives better businessoutcomes.

stipends, educational tools, and networking
opportunities to boost diverse creators.
523 for Content Companies is a one-year
program that supports partners fromunderrepresented groups with Shows on
Discover. Since launching in March 2022,
the inaugural class has reached a total of 52
million viewers on Discover. In September
2022, we launched 523 for Black Creators,
a one-year program that supports emerging

Another example is Inclusive Camera. This isa multi-year commitment to focus resources
on making the Snap Camera work better“We’ve evolved ourfor everyone, particularly those with dark

thinking to recognize theskin tones who have been poorly served invalue of Product Inclusion

the past. In 2022, Snap also invested in a

in its own right. Sure,

new Inclusive Testing program as a route toimplementing inclusive

validate the inclusivity of our new camerafeatures. The team partnered with a third-party
vendor and identified 1500 people to help test
their products, starting with Ring Flash, on avariety of DEI attributes such as gender andskin tone.

design usually leads tobetter business outcomes.
But we are investing ininclusive design because
it is fundamentally theright thing to do.”Jack Brody (he/him)
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25

Black creators who may not have industry
knowledge, support, or connections.

“When we introduced
stickers representing

The program received more than 4,000

disabilities to Bitmoji,

applications, and the successful applicants

we were surprised tosecured partnerships with Westbrook Media,
Google Pixel, and UNCMMN, a talent andentertainment strategy firm that amplifies
diverse creators in new media.

Inclusion in Marketing
Snap’s Marketing team helps promote andcommunicate Snap’s various products
and services globally. Snap Marketing has
established more inclusive processes topromote DEI as part of its content production
and distribution processes. Last year, Snap
Marketing allocated at least 15% of its U.S.
digital media brand budget to BIPOC-owned
publishers or media creators. It also createdgreater access for diverse creatives by
ensuring that at least one underrepresented
Director was considered when multiple
vendors bid on a project. In 2023, Snap
Marketing seeks to continue or exceed theseobjectives while exploring others that promote
more diversity in the talent used in content
productions.

find that being more
inclusive significantly
increased engagement.
Bitmoji users who sharedwheelchair stickers
were sharing Bitmoji
stickers 8x more thanother Bitmoji Chatusers. And for those who shared stickers
with walking canes, they were sharing 10x
more. We guessed it would be meaningful tousers, but we did not expect the engagement
we received. People with disabilities havebeen ignored for too long in tech, and that’s
especially true for product development. I
know from personal experience that there
is a pain when you feel erased, but also
tremendous joy when you feel seen.”Rai Hsu (she/her)
Product Manager, Bitstrips Corporate - Bitmoji

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REDESIGN SYSTEMS

Expanding non-traditional pathways
into Snap“The truth is I neverSnap has created a broad suite of initiatives toplatform, but I see firstthought I’d work for agive people with non-traditional backgrounds

hand how Snapchat

the opportunity to work at Snap. A “non-empowers creators

traditional background” usually means

to be themselves andsomeone without a 4 year degree from an elite

encourages authenticity

university, or prior experience at other well-and creative freedom.

known tech companies.
Snap Up (apprenticeship)

To build more pathways into tech forunderrepresented groups, in 2019 we started
Snap Up, which connects with students who

That’s true for all creators
on Snapchat, but it’s
especially precious forunderrepresented groups
to show up and tell their own story, their own
way.”
Brooke Berry (she/her)Head of Talent Development

might not typically get the opportunity towork at a place like Snap, including those
who attend Historically Black Colleges andUniversities (HBCUs) and Hispanic Serving
Institutions (HSIs). A focal point is increasing
regional diversity, such as including schools
in the south, where tech opportunities
may be less prevalent. In 2022, Snap andthe University of Arizona launched Snap
Cats, which provides internships and otheropportunities for transfer students fromcollege students, and youth who may haveexperienced homelessness, foster care, or thejuvenile justice system. Our four academies
have custom Snap curricula to teach design,
engineering, storytelling, and AR-focused
Lenses.
We also created a new initiative called Lens

community colleges in southern Arizona.

Learning, which teaches learners fromSnap Academies (apprenticeship)

reality. Snap hosts challenges several times

Snap Academies are ambitious programs
designed to help provide meaningfulcareer opportunities to Black, Indigenous,
and Hispanic/Latinx communities, andother groups who have been historicallydisconnected from equal opportunity in thetech sector such as women, community

underrepresented groups about augmented
a year to provide foundational Lens Studiolearning and project based learning. For
example, one challenge involved students
who got the opportunity to learn Lens Studio,
interact with Snap team members, and thencompete for a cash prize and/or interview for
one of 15 Snap Lens Academy scholarships.

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27

summer associate program, partnering with a“I lead recruiting for
our Snap Up program,and it’s incredible tohave the opportunity tohelp people who comefrom less fortunatebackgrounds. I comefrom that background,
where your parents can’t
help you because they
never had the chance to
go to college or work in a
corporate environment.
Being a First Generation college student has a
lot of insecurity built in: both psychologicallyand literally. Working at Snap was the first time
I’ve had health insurance. I know the difference
these opportunities make. That’s why I
encourage applicants on our Snap Up program,because I know it can be life-changing.”
Laila Forghani (she/her)Senior University Recruiter

Supporting diverse legal talent

To help diversify the legal profession,
Snap’s Legal & Public Policy Team members
volunteered with several organizations that
focus on building access to law school
education and careers with prestigious law
firms for students from underrepresented
groups. In partnership with the Legal
Education Access Pipeline (LEAP), severalof our in-house attorneys serve as mentors
to underrepresented students applying tolaw school. Snap’s Legal & Public Policy
Team also continued its participation in the
Law in Tech Diversity Collaborative (LiTD)’s

major law firm to host a law student from anunderrepresented group.
Inclusive Engineering Onboarding Module

In addition to building new pathways into
tech, Snap is focusing on inclusion of diverse
talent. For example, as part of the onboarding
process, all new engineering hires go throughour Inclusive Engineering Onboarding Module,
which provides support and increases
visibility of new hires to current engineering
initiatives. It also provides engineers withresources such as our Inclusive By Design
Principles and our Machine Learning Fairness
Principles and Guidelines. This helps newengineers incorporate inclusion at very earlystages of their journey at Snap — making DEI
something that is baked into their work fromthe beginning.

Expanding Computer Scienceeducation
The ACT Report highlighted research that
demonstrates what we know: the education
system impacts life chances more thanany other system. The tech industry should
therefore intervene earlier to make highquality Computer Science (CS) education
available for all children, not just those inaffluent areas or attending well funded school
districts. But due to a chronic shortage of CS
teachers — especially from underrepresented
communities — expanding CS education isn’t
currently realistic. Taking a systems thinking

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REDESIGN SYSTEMS

approach, one of the highest leverage points

California State University Dominguez Hills

that would improve access to CS education is(CSUDH)the development of more CS teachers.

Snap’s investment impacts about 600

28

undergraduate and 400 graduate students
Snap has set out to do this by investing inin the CSUDH college of education, of which

training a thousand teachers each year in

50% are first generation college students andCS literacy and integrating CS concepts

87% are students of color.

across all areas of instruction. This has been

Both investments of $5 million createdmade possible by provision of a $10 million

endowments at each institution to lay theendowment from Snap: $5 million to Georgia

basis for long-term work. This means the two

State University, and $5 million to California

programs will be funded in perpetuity, and will

State University Dominguez Hills. This program

have a reliable source of funds to continue thisis made possible through Snap’s relationshipcritical work.

with CSforAll.
Georgia State University (GSU)

In 2022, due to Snap’s investment, GSU —which graduates about 400 teachers every
year — taught computer science to about
half of them. GSU is now closer to its goal ofteaching all 400 teachers computer science
every year. Of its 2022 intake, half of theteachers were Black or African American, athird were White, and 10% were Hispanic or
Latino.

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Drive
Accountability

29

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DRIVE ACCOUNTABILITY

Drive Accountability
What’s the story?

“I’ve never been part of

Accountability is a prerequisite to driving

an executive team where

improved DEI outcomes. Like any other

the CEO and leadershipbusiness priority, DEI needs well-definedgoals, governance systems, deadlines, anddata to track and measure success against DEI
outcomes. In other words DEI must be built into
how we do business. In this section we lookat Snap’s efforts to hold our team members,
especially leadership, accountable for ensuring
DEI isn’t just an add-on. Instead, by making it
part of a company’s business strategy, it will
be subject to the same scrutiny as other corebusiness functions. But imposing metrics

team commit so muchtime and energy on DEI.
Does that mean we’re
where we need to be?
No, we have a ways to go.
Are we gonna get there?
DEI is a long game, we’remaking progress and with
continued commitment I believe we can get
there.”
Kenny Mitchell (he/him)
Chief Marketing Officer

alone can become a box-checking exercisethat doesn’t necessarily lead to lasting change.
It’s critical to understand that accountability
must start with self. You cannot delegate DEI.
Fundamentally it requires personal leadership,
because DEI is everyone’s job.

What worked (and what didn’t)?
In 2022, what worked was improving
accountability and governance structures todrive DEI objectives. What worked was inviting
senior leadership to develop departmentally
focused DEI goals and objectives, with

What are examples?
3.1 DEI Quarterly Business Reviews
3.2 Tech Accountability Coalition
3.3 Supplier diversity and strategic sourcing
3.4 Snapchatters’ Global Identity Study
3.5 Snap content audit
3.6 Increasing inclusion in engineering
3.7 Gender Pay Gap

advice from the IDEA team, and providing
insights with org-level data. What didn’t
work was expecting departmental change
without ensuring each business org had asenior manager project managing DEI work.
Another approach that doesn’t work is whendifferent departments pursue unrelated DEI
efforts that fail to ladder up to company-wide
DEI objectives. Instead we want more woodbehind fewer arrows so we have a greater
chance to hit the target.

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DRIVE ACCOUNTABILITY

An example of what worked was putting inplace a clear, measurable plan facilitated by
Quarterly Business Reviews for leadership. This
has led to a meaningful change over time, with
Snap moving from one Department having
defined DEI OKRs to each Department having
them.

Tech Accountability Coalition
Snap is funding the incubation of a crossindustry entity, the Tech Accountability
Coalition (the Coalition), to measure, track

Who are the people?
“Ever since ourEngineering leader
started holding monthly

Initiatives
DEI Quarterly Business Reviews

meetings to monitor
DEI OKR (Objective &Key Result) status, our
DEI work really took

Snap introduced Quarterly Business Reviews

off. Everyone’s got

with Snap’s C-Suite to track efforts andimportant and urgent

progress toward our DEI OKRs throughout

work to do, so even2021 and 2022. Responsibility for meeting DEI

with the best intentions,objectives has steadily been redirected to ourleadership team. All members of our C-Suite
have been asked to appoint leaders (Sr. Mgr+)from their respective teams to serve as DEI
Business Leads.
In 2022 we increased hands-on support for theunless a leader puts
process in place to consistently offer support,
answer questions, and most importantly holdpeople accountable, DEI initiatives won’t get theattention they ultimately deserve.”
Antoine ‘Bo’ Bohanan (he/him)
Head of Inclusive Engineering

DEI Business Leads by delivering a program
focused on DEI expertise and leadership.

and accelerate DEI outcomes in tech. This isThis brings DEI Business Leads together froma direct result of the Action to Catalyze Techacross the company to walk through common

effort (ACT Report) that Snap initiated in 2020

roadblocks and solutions. Additionally in 2022

and published in 2021. The ACT Report is a

we continued to iterate on the Diversity Data

collaborative effort to reimagine and transform

Dashboard (DDD) to make it easier to track

DEI outcomes in tech, and provides a rigorous

year-on-year org-level progress toward ourframework for action for industry leaders.

representation goals.

The Coalition, being incubated by the Aspen
Institute, carries forward the vision and workof ACT by collaborating with tech companies

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DRIVE ACCOUNTABILITY

to standardize DEI data collection, amplify andreporting to reflect certified versus non-support the implementation of best practices,

certified suppliers.

32

and help the industry hold itself accountablefor progress. The Coalition’s mandate is to
track, measure, and accelerate DEI at anindustry level.

Supplier diversity and strategic
sourcing
In last year’s Diversity Annual Report, we
committed to doubling our spend with diverse
suppliers from $15 million to $30 million
by 2025. We’ve already achieved this goal,
spending over $30 million in 2022 alone withdiverse suppliers. In 2022, we focused onoutreach efforts to ensure Snap’s databases
are up-to-date and to share information about

Snapchatters’ Global Identity Study
In 2022, Snap commissioned a global identity
study of Snapchatters in 13 countries.
The study, undertaken by research firm
Kresnicka Research & Insights, establishedidentity profiles in each market based on
demographics and sentiment, and identified
which dimensions of identity Snapchattersfound most salient and wanted to see
represented more frequently on Snapchat.
The study revealed that, in a majority ofmarkets, Snapchatters are more diverse
than the general populations. For example,
around 20% or more of daily Snapchatters

our program with our suppliers.

identify as LGBTQ+. The study showed that,

We conducted a supplier outreach project

concerned with mental health, bullying, andin the summer of 2022, an initiative to reachout to all of Snap’s diverse suppliers andrequest that they self-report their diversity
classifications and upload their certifications
directly in our Supplier Portal (Oracle).
Looking ahead, the Strategic Sourcing team iscollaborating with the Workplace Experienceteam to begin capturing Tier 2 diverse
suppliers, which are subcontractors/suppliers
that work under Snap’s direct suppliers. The
team is also incorporating supplier outreachefforts into their supplier sourcing (Request foraround the world, Snapchatters are mostequality. When it comes to their sense of self,many Snapchatters experience a disconnect
between the way they see themselves andthe way society sees them – including theirvalues, skills, and character. The insights fromthis study have already led Snap to set content
representation targets for our 2023 OKRs. We
also plan to use these insights to connect our
advertising, marketing, and media partners
closer to Snapchatters and invite them to help
us better serve our diverse community.

Proposals) and contract renewals processes

Snap’s first content audit

to capture this information and continue toSnap partnered with Media Neuroscience Lab

encourage self-reporting in Oracle. Finally, the(MNL), University of California, Santa Barbara

team will be working on enriching our diversity

and the Annenberg Inclusion Initiative (AII),SNAP INC. DIVERSITY ANNUAL REPORT 2023

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University of Southern California to perform a
multi-year, first-of-its-kind representation auditof English-language content on Snapchat.
The project evaluated partnered content(content from traditional and digital media
partners) and Snap Originals (shows madeexclusively for Snapchat). The team used a
combination of computational methods andhuman assessors to understand how wellgender, race/ethnicity, LGBTQ+, and disability
were represented in Snapchat content. The
audit identified where our partnered content
ecosystem more or less effectively reflected
our users, highlighting positives as well
as gaps we need to address. For example,
Black and African American representationis on par with the national average, but
LGBTQ+ representation has room to grow. It
also revealed how effectively Snap Originals
allowed us to showcase diverse talent andinclusive stories, representing our community
members across all of the facets of theiridentity.
One of the difficult decisions we made as abusiness in 2022 was sunsetting our Snap
Originals. But we’re shifting that focus to our
network of trusted partners and creators,
working with them to apply the lessons welearned while producing Originals. We’re using
these insights to create a Content Action
Plan that will help us close the gap between
who Snapchatters are and the identities andcontent they see represented on Snapchat.

Increasing inclusion in engineering
In 2022, Snap’s Engineering leader, Jerry
Hunter (now Snap’s COO) introduced DEI
OKR Leadership Reviews. During 2022, Snap’sEngineering team achieved 75% of theirengineering DEI goals. These goals focused on
three key areas: product inclusion; attracting
and retaining diverse talent; and embracing
belonging and career growth of our internal
team. Many of the programs we have today
are due to a rigorous OKR commitment toplanning, listening, and iterating. Success has
been driven by greater accountability.
As one business leader wrote in Inc.com:“The essence of accountability isn’t aboutpunishing mistakes. It’s about giving everyone
the opportunity to set goals and find successin a transparent way with the support of yourentire team. Being held accountable is a gift.
Effective business leaders incorporate positive
accountability as part of their daily practice.
When done right, it fosters a culture whereindividuals help each other perform better,
while building trust and loyalty.” 3

Gender Pay Gap
The United Kingdom (UK) Government
Equalities Office requires all employers withmore than 250 Snap team members in the
UK to calculate and report on their Gender
Pay Gap (GPG). The GPG is different from theconcept of equal pay for equal work; it instead
calculates the aggregated difference between
what men and women earn, based on theirhourly average earnings.

3“3 Steps to Foster Positive Accountability in your Business” Inc.com, Oct 201833

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This year we have seen improvements in our
UK GPG, with the gaps closing compared tolast year. This, in part, reflects the positive
movements we have seen in increasing thenumber of women in leadership roles throughboth hiring and internal promotions. However,
we’re still not where we want to be and arefocusing on four key areas to continue toclose this gap: inclusive hiring, internal talentnurturing, building an inclusive culture andenhancing inclusive workplace benefits. Our
2022 UK GPG report sets out more detail ofour pay gaps, as well as our activities against
these four priority areas.

34

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35

Conclusion
When times are tough it’s more important than ever to bringa DEI lens to all our work, not just ad hoc DEI programs. Yetmainstreaming DEI takes time and effort, and more thanthat, a different mindset. We know it’s a long game, and ofcourse we are impatient for greater success.
As we said in our last Diversity Annual Report, “Rome wasn’t built in a day, but we also can’t
wait years to deliver results.” Where our progress has been slow — for example, in increasing
representation of racial and ethnic underrepresented groups — we must bring new strategies
and energy to the challenge. And where we are making steady progress — for example bringing
more women into our tech orgs and tech leadership — we must accelerate, experiment, andpush new boundaries. 2022 called us to reimagine our business in a different world. While thiswas challenging, it also increased our focus on the key lesson of 2022: ensuring DEI is not a
stand-alone effort. Rather it is collective work that calls on all of us to see the world differently.

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Section II

SECTION II

Snap’sData

36

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SECTION II

37

DATA SNAPSHOT

Self-ID Survey: A More Inclusive Dataset
In 2022, we conducted Snap’s DEI Self-ID survey across 93% of our workforce, covering
Australia, Canada, France, Germany, Netherlands, the United Arab Emirates, the United
Kingdom, and the US. The purpose of the survey is to enable team members to self-identify witha more inclusive data set beyond race/ethnicity and gender. The DEI Self-ID Survey is voluntary,and 82% of all surveyed team members responded. These results are representative of those
who completed the survey.

Snap Overall

Australia

CanadaEurope*Are members of LGBTQ+
community

8.0%

2.3%

15.7%

Are transgender

0.3%

0.0%

0.0%

Are currently serving or previously
served in a military organization

1.9%

0.0%

0.0%

Are first generation college
graduates

27.1%

41.0%

30.3%

35.8%

Are neurodiverse or living with amental illness and/or disability*

4.4%

2.2%

10.1%

Are living with a physical disability

2.4%

2.2%

Are parents

27.3%

Provide regular care for someone
other than a child
Speak a first language other thanEnglish

UAE

UK

US

4.4%

7.6%

8.2%

0.0%

0.4%

0.3%

3.0%

1.9%

32.8%

35.9%

24.9%

8.1%

5.1%

4.8%

4.0%

3.4%

3.5%

0.0%

3.2%

2.2%

42.2%

27.0%

33.0%

42.4%

28.3%

26.2%

6.8%

4.4%

6.7%

17.0%

33.9%

3.8%

6.2%

41.4%

28.9%

28.1%

90.3%

74.6%

40.9%

38.1%

*Team members who identified as living with both a physical disability and neurodiversity/mental illness and/or mental disability are counted
in both categories.
* ‘Europe’ is a combination of Self-ID responses from our team members in France, Germany and the Netherlands. Responses from our UK teammembers, are not included in the ‘Europe’ category, but instead reported out separately as they were in our 2022 DAR.

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38

Topline Data
Representation of women in Tech has increased each year since 2020
• Is now 21.2% (2021: +3.1pp to 19.6%, 2022: +1.6pp to 21.2%).
• Progress included both Director+ level, and People Manager level where we had the largest yearly
increase in representation of women People Managers in Tech (2021: +2.0pp to 13.3%, 2022: +2.9pp
to 16.2%).
• We also saw a decrease in the attrition index of women. There is now little difference in the attritionindex of men (0.99) and women (1.01) (where 1 equals the average attrition rate at Snap).
• The attrition index of women in Tech (0.83) is lower than men in Tech (0.93) and lower than womenin Non-Tech (1.11) (where 1 equals the average attrition rate at Snap).

We lost ground on the representation of underrepresented racial and ethnic groups in our
U.S. workforce (-1.2pp)• Underrepresented racial groups increased within our leadership (+1.5pp to 13.8%).
• Black representation decreased for both women (-0.4pp) and men (-0.5pp) in the U.S., and Black
women at People Manager level (-0.5pp).
• We experienced increased attrition rates among Black team members. These representation
changes are largely focused in Non-Tech roles, where representation of Black women has
decreased 0.7pp to 4.1%, and Black men decreased 0.9pp, to 3.3%.
• There has been little change in Hispanic/Latinx representation (+0.1pp to 7.3%), seen in both
Hispanic/Latinx women (+0.2pp to 3.0%) and Hispanic/Latinx men (-0.1pp to 4.3%).
• In Tech, we have seen an increase in the representation of URG People Managers (+1.3pp to 11.3%),
notably Black, Hispanic/Latinx and Middle Eastern/North African/Arab People Managers.

Representation in hiring for women and underrepresented racial and ethnic groups fell
• In 2022, women accounted for 37.6% of global hires (-1.3pp), and underrepresented racial groups
accounted for 22.2% of U.S. hires (-2.3pp).
• The decrease in women hires was generally seen across all racial and ethnic groups, with the
exception of Asian women who accounted for 16.5% of U.S. hires (+0.7pp).
• In Tech, women accounted for 22.6% of Tech hires globally (-1.3pp). Hires of women at Director+
level fell 7.6pp in 2022.

SNAP INC. DIVERSITY ANNUAL REPORT 2023

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39

DATA SNAPSHOT

Snap’s DEI goals by 2025
• Increase underrepresented U.S. racial and ethnic groups to 20%• Increase women in Tech roles to 25%• Increase women and U.S. racial and ethnic groups in Leadership by 30%

Women in Tech representation
Current representation: 21.2%
Growth required to achieve 2025 goal: 3.8pp
2025 goal

25.0%

2022

21.2%

2021

2020

19.6%

16.5%

URG in U.S. workforce representation
Current representation: 16.2%
Growth required to achieve 2025 goal: 3.8pp
2025 goal

2022

2021

2020

20.0%

16.2%

17.4%

16.1%

Because we use a combination of two data sources, the data that we report on in the DAR does not directly align with our Regulatory data set. For
example, Snap’s DEI Self ID Survey allows team members to identify as non-binary, Middle Eastern or Indigenous, whereas the Regulatory Data
does not. We utilize this methodology to gain a more holistic understanding of the identities represented at Snap. Specifically this data informs our
strategy to drive inclusion and promote equitable workplace outcomes. When setting and tracking representation goals, however, Snap uses theRegulatory data set. This data set is congruent with how the US regulatory agencies report on the current labor market. It allows us to more easily
see where we compare to the labor market, as it relates to the overall population.

SNAP INC. DIVERSITY ANNUAL REPORT 2023

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40

DATA SNAPSHOTWomen in Leadership representation
Current representation: 29.1%
Growth required to achieve 2025 goal: 5.4pp
2025 goal

34.5%

2022

29.1%

2021

26.5%

2020

26.3%

URG in U.S. Leadership representation
Current representation: 13.8%
Growth required to achieve 2025 goal: 5.7pp
2025 goal

19.5%

2022

2021

13.8%

12.3%

2020

14.3%

Asian in U.S. Leadership representation
Current representation: 23.2%
Goal achieved
2025 goal

17.9%

2022

23.2%

2021

2020

17.1%

14.3%

Because we use a combination of two data sources, the data that we report on in the DAR does not directly align with our Regulatory data set. For
example, Snap’s DEI Self ID Survey allows team members to identify as non-binary, Middle Eastern or Indigenous, whereas the Regulatory Data
does not. We utilize this methodology to gain a more holistic understanding of the identities represented at Snap. Specifically this data informs our
strategy to drive inclusion and promote equitable workplace outcomes. When setting and tracking representation goals, however, Snap uses theRegulatory data set. This data set is congruent with how the US regulatory agencies report on the current labor market. It allows us to more easily
see where we compare to the labor market, as it relates to the overall population.

SNAP INC. DIVERSITY ANNUAL REPORT 2023

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41

DATA VISUALIZATIONS

Snap’s Workforce DataKey

Gender (Global)
35.6%
34.9%

Black

63.0%
Men

39.8%
37.2%
34.3%

Asian

32.8%

4.3%
5.2%
4.9%

63.2%
65.7%

7.3%
7.2%
6.3%

Hispanic/
Latinx<1%<1%

Indigenous<1%<1%
Undeclared

2020

Race/Ethnicity (US)

Women

Non-Binary

2021

2022

Middle Eastern/
N. African/Arab

1.2%
<1%

Multiple Races

<1%
<1%
<1%
2.6%
2.6%
2.4%
4.9%
5.3%
5.3%
40.9%
42.3%
46.6%

White

Intersectional Race/Ethnicity (US)

Women

Men

Non-Binary

Asian

Black

Hispanic/Latinx

Indigenous

2022

12.8%

1.9%

3.0%

<1.0%

2021

11.6%

2.3%

2.7%

2020

9.7%

2.0%

2022

26.8%

2021

Middle Eastern/

Multiple Races

White

<1.0%

2.0%

15.4%

<1.0%

<1.0%

2.2%

15.8%

2.3%

<1.0%

<1.0%

2.2%

16.9%

2.3%

4.3%

<1.0%

1.7%

2.7%

25.3%

25.4%

2.8%

4.4%

<1.0%

1.7%

2.9%

26.1%

2020

24.4%

2.8%

4.1%

<1.0%

1.6%

3.1%

29.2%

2022

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

2021

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

2020

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

N.African/Arab

For all intersectional tables in the data section, where a number is not listed there is no representation for that intersectional group. All percentages
have been rounded to the nearest tenth. As a result, in some cases, the percentages for total gender and/or total race/ethnicity may not add up to
exactly 100%.

SNAP INC. DIVERSITY ANNUAL REPORT 2023

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42

DATA VISUALIZATIONSIntersectional Leadership Representation
Director+

Key

Gender (Global)
26.5%

Black

69.5%
Men

3.3%
2.1%
3.0%

72.9%
72.5%

4.4%
5.5%
6.0%

Hispanic/
Latinx<1%<1%

Indigenous<1%<1%
Undeclared

2020

22.1%
16.4%
14.3%

Asian

26.3%

Non-Binary

2021

Race/Ethnicity (US)
29.1%

Women

2022

Middle Eastern/
N. African/Arab0%<1%

Multiple Races

<1%
<1%
<1%
3.9%
4.1%
3.0%
6.1%
4.8%
5.3%
59.7%
66.4%
67.7%

White

Intersectional Race/Ethnicity (US)

Women

Men

Asian

Black

Hispanic/Latinx

2022

3.9%

<1.0%

1.7%

2021

3.4%

<1.0%

2020

3.8%

2022

Middle Eastern/

Multiple Races

White

1.7%

2.2%

21.5%

1.4%

2.1%

1.4%

20.5%

<1.0%

<1.0%

2.3%

1.5%

20.3%

18.2%

2.2%

2.8%

<1.0%

2.2%

3.9%

37.6%

2021

13.0%

1.4%

4.1%

<1.0%

2.1%

3.4%

45.2%

2020

10.5%

2.3%

5.3%

<1.0%

<1.0%

3.8%

46.6%

2022
Non-Binary

Indigenous<1.0%

N.African/Arab

<1.0%

2021

<1.0%

2020

<1.0%

SNAP INC. DIVERSITY ANNUAL REPORT 2023

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43

DATA VISUALIZATIONSIntersectional Leadership Representation
Vice President+

Key

Gender (Global)

2021

Race/Ethnicity (US)
25.5%

Women

8.9%
7.9%
9.4%

Asian

25.0%
29.4%
72.3%

Men

Black

6.7%
2.6%
3.1%

Hispanic/
Latinx

4.4%
5.3%
3.1%

Middle Eastern/
N. African/Arab

4.4%
2.6%
3.1%

72.5%
67.6%
2.1%

Non-Binary

2022

2.5%
2.9%

4.4%
5.3%
6.3%

Multiple Races

71.1%
76.3%
75.0%

White

Intersectional Race/Ethnicity (US)
Asian

Women

Men

Non-BinaryBlack

Hispanic/Latinx

Middle Eastern/
N.African/Arab

2.2%

Multiple Races

White

2.2%

15.6%

2.6%

13.2%

3.1%

18.8%

2022

2.2%

2.2%

2021

5.3%

2.6%

2020

6.3%

2022

6.7%

6.7%

2.2%

2.2%

2.2%

53.3%

2021

2.6%

2.6%

2.6%

2.6%

2.6%

60.5%

2020

3.1%

3.1%

3.1%

3.1%

3.1%

53.1%

2022

2.2%

2021

2.6%

2020

3.1%

2020

SECTION II

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44

DATA VISUALIZATIONSLeadership Representation
Executive

Key

Gender (Global)

2021

2020

Race/Ethnicity (US)
14.3%

Women

7.7%
Black

30.8%

7.7%

30.8%

7.7%

78.6%
Men

61.5%

7.7%
Multiple Races

7.7%

61.5%

7.7%

7.1%
Non-Binary

2022

84.6%
White

7.7%

84.6%

7.7%

84.6%

Board
Gender (Global)

Race/Ethnicity (US)
40.0%

Women

10.0%
Black

40.0%

10.0%

40.0%

10.0%

60.0%
Men

60.0%

Hispanic /Latinx

10.0%
0%
0%

60.0%

10.0%
Multiple Races

10.0%
10.0%

70.0%
White

80.0%
80.0%

SNAP INC. DIVERSITY ANNUAL REPORT 2023

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45

DATA VISUALIZATIONSIntersectional Representation | Company-wide
Tech

Key

Gender (Global)
21.2%

2020

53.1%
52.6%
49.5%

Asian

19.4%
16.4%

Black

77.2%
Men

2.4%
2.6%
2.5%

78.0%
81.6%

5.0%
4.5%
3.5%

Hispanic/
Latinx<1%<1%

Indigenous<1%<1%
Undeclared

2021

Race/Ethnicity (US)

Women

Non-Binary

2022

Middle Eastern/
N. African/Arab

1.7%
1.1%

Multiple Races

0%
<1%
<1%
2.6%
2.4%
2.1%
3.7%
4.0%
4.1%
33.1%
33.7%
38.3%

White

Intersectional Race/Ethnicity (US)

Women

Men

Non-Binary

Asian

Black

Hispanic/Latinx

2022

14.3%

<1.0%

1.1%

2021

13.0%

<1.0%

2020

10.4%

2022

Indigenous

Middle Eastern/

Multiple Races

White

<1.0%

<1.0%

5.0%

<1.0%

<1.0%

<1.0%

4.2%

<1.0%

<1.0%

<1.0%

<1.0%

4.1%

38.5%

1.8%

3.9%

2.1%

2.8%

27.8%

2021

39.3%

2.0%

3.5%

<1.0%

2.0%

3.1%

29.0%

2020

38.7%

1.9%

2.8%

<1.0%

2.0%

3.3%

33.6%

2022

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

2021

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

2020

<1.0%

<1.0%

<1.0%

N.African/ArabSNAP INC. DIVERSITY ANNUAL REPORT 2023

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46

DATA VISUALIZATIONSIntersectional Representation | Company-wide
Non-TechKey

Gender (Global)
57.9%

2020

57.0%

16.9%
15.0%
13.7%

Asian

55.5%

Men

7.5%
9.1%
8.0%

Black

41.2%
42.0%
43.6%

11.2%
11.1%
10.2%

Hispanic/
Latinx<1%<1%

Indigenous<1%<1%
Undeclared

2021

Race/Ethnicity (US)

Women

Non-Binary

2022

Middle Eastern/
N. African/Arab

<1%
<1%

<1%
<1%
<1%
2.7%
3.0%
2.9%
6.9%
7.0%
7.0%

Multiple Races

54.4%
54.6%
57.7%

White

Intersectional Race/Ethnicity (US)

Women

Men

Non-Binary

Asian

Black

Hispanic/Latinx

Indigenous

2022

10.2%

4.1%

6.2%

<1.0%

2021

9.6%

4.9%

5.4%

2020

8.7%

3.8%

2022

6.6%

2021

Middle Eastern/

Multiple Races

White

1.6%

4.2%

33.2%

<1.0%

1.8%

4.2%

32.5%

4.5%

<1.0%

1.7%

4.2%

34.1%

3.3%

4.9%

<1.0%

1.1%

2.5%

20.9%

5.3%

4.1%

5.7%

<1.0%

1.1%

2.7%

21.8%

2020

5.0%

4.1%

5.7%

<1.0%

1.2%

2.7%

23.3%

2022

<1.0%

<1.0%

<1.0%

<1.0%

2021

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

2020

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

N.African/ArabSNAP INC. DIVERSITY ANNUAL REPORT 2023

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47

DATA VISUALIZATIONSIntersectional Representation | People Manager
Tech

Key

Gender (Global)

45.0%
39.1%
36.8%

Asian

13.3%
11.3%
82.3%

Men

1.6%
1.0%
<1%

Black

84.5%
86.2%

Hispanic/
Latinx

2.9%
2.6%
2.9%

Middle Eastern/
N. African/Arab

2.4%
2.1%
2.5%

<1%
Non-Binary

<1%
1.7%
<1%

Undeclared

2021

Race/Ethnicity (US)
16.2%

Women

2022

4.4%
4.2%
3.6%

Multiple Races

1.5%
<1%

43.7%
50.9%
53.4%

White

Intersectional Race/Ethnicity (US)

Women

Men

Non-Binary

Middle Eastern/

Asian

Black

Hispanic/Latinx

2022

8.0%

<1.0%

<1.0%

2021

5.5%

<1.0%

2020

4.7%

2022

36.8%

<1.0%

2.4%

2.2%

3.3%

37.3%

2021

33.3%

<1.0%

2.6%

1.8%

3.7%

44.4%

2020

31.4%

<1.0%

2.9%

2.2%

3.6%

46.9%

2022

<1.0%

<1.0%

2021

<1.0%

<1.0%

2020

<1.0%

<1.0%

Multiple Races

White

<1.0%

1.1%

6.2%

<1.0%

<1.0%

6.3%

N.African/Arab

<1.0%

5.8%

<1.0%

2020

SNAP INC. DIVERSITY ANNUAL REPORT 2023

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48

DATA VISUALIZATIONSIntersectional Representation | People Manager
Non-TechKey

Gender (Global)
50.6%

2020

14.9%
10.9%
13.5%

Asian

50.6%
46.0%

Men

5.4%
5.8%
4.2%

Black

48.5%
49.0%
53.8%

7.5%
6.1%
6.4%

Hispanic/
Latinx<1%<1%

Indigenous<1%<1%
Undeclared

2021

Race/Ethnicity (US)

Women

Non-Binary

2022

Middle Eastern/
N. African/Arab<1%0%Multiple Races

<1%
<1%
<1%
3.4%
2.9%
4.2%
6.2%
6.8%
6.1%
62.1%
67.0%
64.7%

White

Intersectional Race/Ethnicity (US)

Women

Men

Non-Binary

Asian

Black

Hispanic/Latinx

2022

7.7%

2.3%

4.4%

2021

6.1%

3.2%

2.9%

2020

7.1%

1.3%

2.6%

2022

7.2%

3.1%

2021

4.9%

2020

6.4%

Indigenous

Middle Eastern/

Multiple Races

White

1.8%

3.1%

34.5%

1.9%

3.9%

35.9%

<1.0%

2.2%

3.2%

31.7%

3.1%

<1.0%

1.5%

2.6%

27.3%

2.7%

3.2%

<1.0%

<1.0%

2.7%

31.1%

2.9%

3.8%

<1.0%

1.9%

2.6%

33.0%

2022

<1.0%

<1.0%

2021

<1.0%

2020

<1.0%

N.African/ArabSNAP INC. DIVERSITY ANNUAL REPORT 2023

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49

DATA VISUALIZATIONSIntersectional Leadership Representation | Director+
Tech

Key

Gender (Global)

32.4%

Asian

13.8%

18.4%
13.3%

13.7%
82.7%
Men

2.8%
0%
2.2%

Black

84.5%
82.4%

2.8%
2.0%
2.2%

Hispanic/
Latinx2.5%
Non-Binary

1.7%

5.6%
6.1%
4.4%

Middle Eastern/
N. African/Arab

2.0%0%
Undeclared

2021

Race/Ethnicity (US)
14.8%

Women

2022

8.5%
8.2%
8.9%

Multiple Races

0%
2.0%

47.9%
65.3%
68.9%

White

Intersectional Race/Ethnicity (US)
Asian
2022
Women

Middle Eastern/
N.African/Arab

1.4%

2021

2.2%

Multiple Races

White

1.4%

12.7%

2.0%

14.3%

2.2%

11.1%

2.8%

4.2%

7.0%

33.8%

18.4%

2.0%

4.1%

8.2%

49.0%

13.3%

2.2%

2.2%

8.9%

55.6%

2022

31.0%

2021
2020
2022

Non-Binary

Hispanic/Latinx

1.4%

2020

Men

Black

1.4%

1.4%

1.4%

2021

2.0%

2020

2.2%

2020

SECTION II

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50

DATA VISUALIZATIONSIntersectional Leadership Representation | Director+
Non-TechKey

Gender (Global)

2021

2020

Race/Ethnicity (US)
37.4%

Women

15.5%
15.5%
14.8%

Asian

32.5%
32.1%

Men

3.6%
3.1%
3.4%

Black

61.9%
67.5%
67.9%

5.5%
7.2%
8.0%

Hispanic/
Latinx<1%
Undeclared

2022

0%

Indigenous

0%

Middle Eastern/
N. African/ArabMultiple Races

<1%
1.0%
1.1%
2.7%
3.1%
2.3%
4.5%
3.1%
3.4%
67.3%
67.0%
67.0%

White

Intersectional Race/Ethnicity (US)

Women

Men

Asian

Black

Hispanic/Latinx

2022

5.5%

<1.0%

2.7%

2021

5.2%

1.0%

2020

5.7%

2022

10.0%

2.7%

2.7%

2021

10.3%

2.1%

2020

9.1%

3.4%

Indigenous

Middle Eastern/

Multiple Races

White

1.8%

2.7%

27.3%

2.1%

2.1%

2.1%

23.7%

1.1%

2.3%

2.3%

25.0%

<1.0%

<1.0%

1.8%

40.0%

5.2%

1.0%

1.0%

1.0%

43.3%

6.8%

1.1%

1.1%

42.0%

N.African/ArabSNAP INC. DIVERSITY ANNUAL REPORT 2023

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51

DATA VISUALIZATIONSIntersectional Leadership Representation | Vice President+
Tech

Key

Gender (Global)

14.3%
Asian

10.0%

0%
0%

12.5%
78.6%
Men

80.0%

7.1%
Black

0%
0%

75.0%
7.1%
Non-Binary

2021

Race/Ethnicity (US)
14.3%

Women

2022

Middle Eastern/
N. African/Arab

10.0%

14.3%
10.0%
12.5%

12.5%

7.1%
Multiple Races

10.0%
12.5%
57.1%

White

80.0%
75.0%

Intersectional Race/Ethnicity (US)
Asian

Black

2022
Women

Non-Binary

N.African/ArabMultiple Races

7.1%

White

7.1%

2021

10.0%

2020

12.5%
7.1%

7.1%

42.9%

2021

10.0%

10.0%

60.0%

2020

12.5%

12.5%

50.0%

2022
Men

Middle Eastern/

14.3%

7.1%

2022

7.1%

2021

10.0%

2020

12.5%

2020

SNAP INC. DIVERSITY ANNUAL REPORT 2023

SECTION II

52

DATA VISUALIZATIONSIntersectional Leadership Representation | Vice President+
Non-TechKey

Gender (Global)

2022

2021

Race/Ethnicity (US)
30.3%

Women

6.5%
10.7%
12.5%

Asian

30.0%
34.6%
69.7%

Men

Black

6.5%
3.6%
4.2%

Hispanic/
Latinx

6.5%
7.1%
4.2%

Multiple Races

3.2%
3.6%
4.2%

70.0%
65.4%

77.4%
75.0%
75.0%

White

Intersectional Race/Ethnicity (US)
Asian

Women

Men

Black

Hispanic/Latinx

Multiple Races

White

2022

3.2%

3.2%

3.2%

19.4%

2021

7.1%

3.6%

3.6%

14.3%

2020

8.3%

4.2%

20.8%

2022

3.2%

6.5%

3.2%

58.1%

2021

3.6%

3.6%

3.6%

60.7%

2020

4.2%

4.2%

4.2%

54.2%

2020

SECTION II

SNAP INC. DIVERSITY ANNUAL REPORT 2023

53

DATA VISUALIZATIONSIntersectional Hiring
Company-wide

Key

Gender (Global)
37.6%
38.9%

Men

5.0%
6.6%
9.2%

Black

60.8%
58.3%
63.8%

9.2%
9.0%
6.2%

Hispanic/
Latinx<1%<1%

Indigenous

<1%
<1%

Middle Eastern/
N. African/Arab

2.1%
2.1%

Multiple Races

<1%
<1%
0%
2.6%
2.8%
1.9%
4.9%
5.8%
5.0%
33.0%
34.1%
40.4%

White

Intersectional Race/Ethnicity (US)

Women

Men

Non-Binary

2020

44.8%
41.4%
37.4%

Asian

33.5%

Undeclared

2021

Race/Ethnicity (US)

Women

Non-Binary

2022

Asian

Black

Hispanic/Latinx

Indigenous

2022

16.5%

2.8%

3.6%

<1.0%

2021

15.8%

3.2%

3.7%

<1.0%

2020

12.1%

4.8%

2.6%

2022

28.1%

2.3%

5.5%

2021

25.4%

3.2%

5.2%

2020

25.2%

4.3%

2022

<1.0%

2021

<1.0%

2020

<1.0%

<1.0%

Middle Eastern/

Multiple Races

White

<1.0%

1.7%

13.3%

1.3%

2.5%

14.3%

<1.0%

2.3%

14.1%

<1.0%

1.7%

3.0%

19.5%

<1.0%

1.5%

3.2%

19.4%

3.6%

1.6%

2.5%

25.8%

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

Hiring data represents hires by group as a percentage of total hires.

N.African/ArabSNAP INC. DIVERSITY ANNUAL REPORT 2023

SECTION II

54

DATA VISUALIZATIONSIntersectional Hiring
Leadership | Director+

Key

Gender (Global)

2021

Race/Ethnicity (US)
30.6%

Women

34.6%

Asian

38.2%

20.8%
15.0%

29.2%
67.7%
Men

Black

3.8%
4.2%
5.0%

Hispanic/
Latinx

3.8%
4.2%
10.0%

61.8%
70.8%
1.6%

Undeclared

2022

0%

Middle Eastern/
N. African/Arab

0%

0%
4.2%
0%
9.6%

Multiple Races

0%
5.0%
48.1%

White

66.7%
65.0%

Intersectional Race/Ethnicity (US)
Asian

Women

Men

2022

7.7%

2021

4.2%

2020

5.0%

2022

26.9%

2021

16.7%

2020

10.0%

Black

Hispanic/Latinx

4.2%

Middle Eastern/
N.African/ArabMultiple Races

White

3.8%

23.1%

4.2%

29.2%
30.0%

3.8%

3.8%

5.8%
4.2%

5.0%

Hiring data represents hires by group as a percentage of total hires.

10.0%

25.0%
37.5%

5.0%

35.0%

2020

SNAP INC. DIVERSITY ANNUAL REPORT 2023

SECTION II

55

DATA VISUALIZATIONSIntersectional Hiring
Tech

Key

Gender (Global)
22.6%

2020

58.5%
57.9%
52.6%

Asian

23.9%
16.7%

Men

2.4%
2.7%
3.9%

Black

75.5%
72.1%
80.0%

Hispanic/
Latinx

3.1%

1.0%
1.0%

Indigenous<1%<1%
Undeclared

2021

Race/Ethnicity (US)

Women

Non-Binary

2022

Middle Eastern/
N. African/Arab

3.1%
2.6%

Multiple Races

6.7%
6.3%

0%
<1%
0%
2.7%
3.1%
2.1%
3.8%
4.7%
4.1%
25.9%
25.0%

White

34.2%

Intersectional Race/Ethnicity (US)

Women

Men

Non-Binary

Asian

Black

Hispanic/Latinx

2022

18.0%

<1.0%

1.4%

2021

18.2%

<1.0%

1.4%

2020

12.4%

1.6%

<1.0%

2022

40.1%

2.0%

5.1%

2021

39.4%

2.0%

4.8%

2020

39.9%

2.3%

2022

<1.0%

2021

<1.0%

2020

<1.0%

<1.0%

Indigenous

Middle Eastern/

Multiple Races

White

<1.0%

<1.0%

4.0%

<1.0%

1.1%

4.4%

1.0%

3.9%

2.0%

3.3%

21.9%

2.1%

3.4%

20.2%

2.3%

2.1%

3.1%

29.8%

<1.0%

<1.0%

<1.0%

<1.0%

Hiring data represents hires by group as a percentage of total hires.

<1.0%

N.African/Arab

<1.0%

<1.0%
<1.0%

SNAP INC. DIVERSITY ANNUAL REPORT 2023

SECTION II

56

DATA VISUALIZATIONSIntersectional Hiring
Non-TechKey

Gender (Global)
57.8%

23.4%
19.3%
14.7%

Asian

58.7%
61.0%

Men

9.1%
11.9%

Black

41.1%
39.9%
37.1%

<1%

Indigenous

<1%
<1%

Middle Eastern/
N. African/Arab

<1%
1.3%

Multiple Races

17.1%

13.2%
12.7%
10.9%

Hispanic/
Latinx<1%

Undeclared

2021

Race/Ethnicity (US)

Women

Non-Binary

2022

1.1%
<1%
0%
2.5%
2.5%
1.6%
6.7%
7.2%
6.2%
44.1%
46.3%
49.6%

White

Intersectional Race/Ethnicity (US)

Women

Men

Asian

Black

Hispanic/Latinx

Indigenous

2022

14.0%

6.5%

7.2%

<1.0%

2021

12.5%

6.6%

6.9%

<1.0%

2020

11.6%

9.7%

5.4%

2022

9.4%

2.7%

6.0%

2021

6.8%

4.9%

2020

3.1%

7.4%

Multiple Races

White

1.1%

3.8%

27.8%

1.6%

4.3%

27.5%

<1.0%

4.3%

29.5%

1.3%

2.7%

15.8%

5.8%

<1.0%

2.8%

18.3%

5.4%

<1.0%

1.6%

19.8%

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

<1.0%

2022
Non-Binary

2021

Middle Eastern/

<1.0%

2020

Hiring data represents hires by group as a percentage of total hires.

<1.0%

N.African/Arab2020

SECTION II

SNAP INC. DIVERSITY ANNUAL REPORT 2023

57

DATA VISUALIZATIONS

Average Attrition Index
Company-wide

Key

Gender (Global)

Race/Ethnicity (US)
1.01

Women

Asian

1.05

0.96
0.76
0.93

1.02

Men

1.62
1.52
1.87

Black

0.99
0.93
1.00

1.20
1.17
1.09

Hispanic/
Latinx1.22
Non-Binary

1.28

1.74

Indigenous

0.00
1.24
Undeclared

4.29

Middle Eastern/
N. African/Arab

1.01

3.51

Gender (Global)

5.55

0.71
0.55
0.20

Multiple Races

1.10
1.45
0.97

White

1.03
1.03
0.97

Tech

Race/Ethnicity (US)
0.83

Women

2021

2022

0.56

Asian

0.89
0.47
0.78

Black

0.45

0.97
0.93
Men

0.77
0.89

Hispanic/
Latinx

1.08
Non-Binary

0.94

1.40

0.93
0.57
0.24
4.15

Indigenous

0.00

5.65

0.00
1.27

Undeclared

1.10

3.79

Middle Eastern/
N. African/Arab

0.60

0.70
0.25
0.00

Multiple Races
0.41

White

1.12
1.46

0.92
0.81
0.96

Snap’s company-wide (Tech and Non-Tech) average attrition rate represents 1.00 on the index above (displayed as the dotted reference line).
Groups where attrition is above 1.00 have a higher attrition rate than the average.

2020

SNAP INC. DIVERSITY ANNUAL REPORT 2023

SECTION II

58

DATA VISUALIZATIONS

Average Attrition Index
Non-TechKey

Gender (Global)

1.34

Asian

1.27

1.60

1.04

1.36
1.27

1.37
1.51
1.45

Hispanic/
Latinx1.56
Non-Binary

2.01

Indigenous

0.00
1.18
Undeclared

6.43

0.42
2.54

Middle Eastern/
N. African/Arab

1.41
0.90
0.36

Multiple Races

1.30
1.44
1.39

3.08

White

2.24

1.86
1.98
2.06

Black

1.16
Men

2021

Race/Ethnicity (US)
1.11

Women

2022

6.56

1.13
1.23
0.97

Snap’s company-wide (Tech and Non-Tech) average attrition rate represents 1.00 on the index above (displayed as the dotted reference line).
Groups where attrition is above 1.00 have a higher attrition rate than the average.

2020

SNAP INC. DIVERSITY ANNUAL REPORT 2023

SECTION II

59

DATA VISUALIZATIONSWorkforce Representation | Self-ID
Key

Race/Ethnicity (Australia)

1.9%
0%

Hispanic/
Latinx

1.9%
1.5%

Hispanic/
Latinx

Middle Eastern/
N. African/Arab

1.9%
0%

Middle Eastern/
N. African/Arab

1.9%
0%

Multiple Races

1.9%
0%

Multiple Races

<1%
1.4%

Other

<1%
1.4%

Black

15.4%
11.9%
51.9%
67.2%

White

4.9%
4.2%
2.9%
2.1%

17.5%
23.6%

Prefer not toanswer (non-US)

45.6%
40.3%

White

Minority Ethnic Group (Europe*)

Race/Ethnicity (UAE)

Yes

Asian

24.2%

No

56.1%

Not sure
Prefer not toanswer

15.7%

4.0%

2020

25.2%
27.1%

Asian

Black/
African descentPrefer not toanswer (non-US)

2021

Race/Ethnicity (Canada)

25.0%
19.4%

Asian

2022

Black

13.8%
1.7%

Middle Eastern/
N. African/ArabMultiple Races
White/
European descent

65.5%

1.7%

17.2%

* ‘Europe’ is a combination of Self-ID responses from our team members in France, Germany and the Netherlands. Responses from our UK teammembers, are not included in the ‘Europe’ category, but instead reported out separately as they were in our 2022 DAR.
For all intersectional tables in the data section, where a number is not listed there is no representation for that intersectional group (such as Indigenous representation in Australia and Canada). All percentages have been rounded to the nearest tenth. As a result, in some cases, the percentages
for total gender and/or total race/ethnicity may not add up to exactly 100%.

SNAP INC. DIVERSITY ANNUAL REPORT 2023

SECTION II

60

DATA VISUALIZATIONSWorkforce Representation | Self-ID
Key

Race/Ethnicity (UK)Black

Hispanic/
LatinxIndigenous

4.4%
4.4%
3.6%

Black

2.3%
2.2%
3.2%

4.3%
5.2%
4.9%
7.3%
7.2%
6.3%

Hispanic/
Latinx0%<1%<1%

Indigenous

<1%
<1%
<1%
2.6%
2.6%
2.4%

3.9%
3.0%
3.2%

Middle Eastern/
N. African/ArabMultiple Races

5.8%
5.5%
5.0%

Multiple Races

White

2020

39.8%
37.2%
34.3%

Asian

Middle Eastern/
N. African/Arab

Prefer not toanswer (non-US)

2021

Race/Ethnicity (US)

12.9%
11.1%
10.0%

Asian

2022

14.0%
15.9%
11.4%

White

4.9%
5.3%
5.3%
40.9%
42.3%
46.6%

56.7%
57.7%
63.3%

* ‘Europe’ is a combination of Self-ID responses from our team members in France, Germany and the Netherlands. Responses from our UK teammembers, are not included in the ‘Europe’ category, but instead reported out separately as they were in our 2022 DAR.
For all intersectional tables in the data section, where a number is not listed there is no representation for that intersectional group (such as Indigenous representation in Australia and Canada). All percentages have been rounded to the nearest tenth. As a result, in some cases, the percentages
for total gender and/or total race/ethnicity may not add up to exactly 100%.

Snap Inc.
Diversity Annual
Report 2023