DIVERSITY, EQUITY,
AND INCLUSIONREPORT 2021

INTRODUCTIONOUR FOUNDATIONDEI CULTURE

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Table of Contents
Introduction
A Message From Our Chairman and CEO, Robert Ford

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Section 1: A Foundation for the Future
Employee Network Timeline

4

Section 2: Building Our DEI Culture
Employee Networks
Mentoring and Internships
Employee Support and Development
Financial Security
Letter From Executive Vice President of Human Resources, Mary Moreland

5
6
6
6
7

Section 3: Increasing Diversity Across Our Workforce
Female Representation
Recruitment and Retention
Employee Spotlight: Swati Dalal
Black Business Network: More Than 20 Years of Progress
Growing With PRIDE
Sincerely, the Future of STEM
Employee Spotlight: Nikhita Ramachandrula

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9
10
11
13
14
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Section 4: Promoting an Equitable Society
Notable Equity Efforts
Supplier Diversity
Employee Spotlight: Julie Tyler

ON THE COVER
Kortni Foreman and Olivia
Muñoz are high school STEM
interns in Texas, USA. Theinternship program is one
way Abbott is expanding
opportunities for girls anddiverse students in science,technology, engineering,and math.

16
17
18

Section 5: Always Striving for Progress

Employees who lead andsupport the PRIDE Network,
which advocates for Abbott’s
global LGBTQ+ community,
gather at the Abbott House.

Commitment to the Future
Outside Recognition
Employee Spotlight: Benjamin Block
Letter From Divisional Vice President of Diversity and Inclusion, Sean Palacio

2021 Consolidated EEO-1

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INTRODUCTIONOUR FOUNDATIONDEI CULTURE

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A Message From
Our Chairman and CEO,
Robert Ford
Dear Abbott Stakeholder,
Living fully means different things
to each of us. But fundamental to theconcept is the ability to be fully and truly
ourselves and to be accepted in all of
our individuality.
Helping people live their fullest lives iswhat Abbott is about. We do that withthe healthcare products we create. And
we do it in our policies and actions as an
employer, a neighbor, and a citizen.
We’ve captured the essence of ourcommitment in this, our second annual
Diversity, Equity, and Inclusion (DEI)
Report. While we see DEI as a fundamental
part of our sustainability strategy, we view
it as a matter of such importance — for thecompany and for society — that we want togive it this dedicated, ongoing focus.
We know the value of diversity at Abbott.
It’s been our foundational business strategy
for decades. The diversity of our businesses
makes our company stronger, and it’s
driven by the diversity of our people.

There are 113,000 of us, doing business inmore than 160 countries. Without respectfor diversity, we simply and literally could
not be the successful company we are.
As this report discusses in detail, we’vetaken many actions to ensure that diverse
talent can thrive at Abbott. For example,
through our Executive Diversity Council,
I lead a group of diverse leaders whomeet several times a year to discuss our
successes, challenges, and goals related
to diversity and inclusion. This groupis committed to making sure that our
diversity and inclusion strategy is reflected
throughout our business practices andprograms. But our interest and our efforts
go far beyond our own walls as well. I’dlike to highlight a range of actions we’vetaken to support DEI throughout the fieldof medicine broadly to improve both healthand societal outcomes.

•	We’re working to increase diversity inclinical trials to deliver the best results
for all users of our products. This means
ensuring appropriate gender, racial, andethnic representation and developing
an outreach plan to build trust incommunities that have not traditionallybeen included.
• To address health and economic
disparities, Abbott made a three-year,$5 million commitment to support an
initiative from the American Diabetes
Association® (ADA) to advance its
Health Equity Bill of Rights. We’reworking with the ADA to reduce
health inequities by removing
barriers to tools and technology fordiabetes management.
• We launched a partnership with the
Local Initiatives Support Corporation™
(LISC) to support diverse, small
suppliers to improve equity in thehealthcare supply chain.

•	We’re helping to develop talent indiverse communities in multiple
ways. We engage organizations such
as Advancing Minorities’ Interest in
Engineering™ and the Societyof Women Engineers™ to identify
diverse talent.
•	
We’ve provided $5 million to fundnearly 300 medical scholarshipsfor Historically Black Colleges andUniversities (HBCUs) while also
working with HBCUs to bring morediverse talent into Abbott.

We’ve made progress, inside our company
and out. But we know there’s so much
more to do. We’ll keep moving forward;
we’ll keep getting better. And I hope you’ll
keep following our efforts — and pushing
us to do even more.
Thank you for your interest andyour support.
Sincerely,

Robert B. Ford
Chairman and Chief Executive Officer3

INTRODUCTIONSECTIONONE

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A Foundation for the Future
EMPLOYEENETWORKTIMELINE

Black Business Network (BBN)

Women in STEM
(W-STEM)

Women Leadersof Abbott(WLA)

Flex Network(part-time/flexibleschedule employees)

Veterans Network
LA VOICE Network(Hispanic and Latino employees)

Asian Leadershipand Cultural
Network (ALCN)OUR EMPLOYEE NETWORKSPRIDE Network (LGBTQ+ employees)

Advancing
Professionals
Network

AbbottdisABILITY
Network

(APN)

(ADN)

ORGANIZATION FOUNDED
2000 2001

2005

2007

2016 2017 2018

2021

Diversity, equity, and inclusion havea strong foundation at Abbott.
Rooted in our people, our innovations, andour management approach, DEI unites us
in our shared purpose of helping people
live healthier, fuller lives. As we report on
the updates of our DEI efforts, we want
to recognize the progress we’ve madeas we renew our commitment
to continuous improvement.

Our efforts to support a diverse workplaceand equitable society include increasing
opportunities at our company for thosefrom underrepresented groups.

We offer our employees the chance tolive their best lives while working withus. Our development and advancement
opportunities allow every employee toreach their full potential, from formal
training to learning gigs to mentoringand more. We provide the security ofcompensation and benefits that allow
employees to care for their — andtheir family’s — physical, emotional,
and financial well-being.

Working at Abbott provides the chance
to collaborate with colleagues who share
a common purpose of improving lives
through better health.
This year’s report showcases ourcommitment to the evolution of these
efforts, as shown in our employee network
timeline above, and celebrates our
2021 milestones.

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INTRODUCTIONSECTIONTWOOUR FOUNDATIONDEI CULTURE

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Building Our DEI Culture
Attracting and retaining diverse
employees is essential to our successto develop the innovative healthtechnologies needed to help more
people in more places.
This means we must create a workplaceculture where every person feels valued
and able to contribute fully. We work tobuild this culture in many ways throughour employee networks, mentoring,development opportunities, benefits, andprograms that help our employees pursue
personal and professional growth.
We also provide training to advance ourdiversity efforts, including unconscious
bias training, which all U.S.-based Abbott
employees attended in 2021. We expanded
training to employees outside the UnitedStates and incorporated the course into our
new hire program, helping us to exceed our
initial training goal for 2021.
We also launched our “Leading With
Impact” training for Abbott managers
globally, in which more than 97% of ourpeople managers worldwide participatedin the first year. This training guides
managers as they build trust and foster
open communication through listening andunderstanding their teams.

EMPLOYEE NETWORKS
Everyone benefits when employees havethe tools they need to reach their fullest
potential. One way they can find those tools
is by participating in one or more of our
10 employee networks. Our goal ofachieving an accepting, inclusive culture
is supported by our employee networks.
They provide Abbott employees with
opportunities to engage with local
communities, advance professional
development, and seek or provide
mentorship. They also provide support foreveryone to be their true self.
The nearly 15,000 members of these
networks represent backgrounds and comefrom businesses and functions within
Abbott. Our employee networks saw 45%
growth in membership in 2021.

2021 EMPLOYEE NETWORK GROWTH+87%*

Abbott disABILITY
Network+69%

Advancing
Professionals Network

+68%

Flex
Network

+65%

PRIDE
Network+45%

Women Leadersof Abbott+44%

Asian Leadership andCultural Network+34%

LA VOICE
Network

+28%

Women
in STEM+27%

Black BusinessNetwork+17%

Veterans
Network*Growth since summer 2021 launch.

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INTRODUCTIONOUR FOUNDATIONMENTORING AND
INTERNSHIPS
Our people’s willingness to take time tosupport one another allows Abbott’s DEI
efforts to thrive. Many do this through our
successful mentoring programs offeredaround the world. In 2021, we expanded
our formal mentoring program to an
additional seven countries, inviting more of
our colleagues globally to participate.
Abbott’s internship opportunities forscience, technology, engineering, and math
(STEM) high school students create abridge for students directly into our college
internship programs. From there, they
can pursue one of Abbott’s professional
development programs (PDPs) to start
careers with us.

EMPLOYEE SUPPORT AND
DEVELOPMENT
Abbott is committed to developing anenvironment where all employees cancontinue to grow and develop in theircareers. That’s why we created the new
FreeU program. Employees told
us they wanted to earn their college
degrees but faced obstacles getting
started — specifically, the expense of college
tuition and the time it takes to earn a degree.
FreeU allows employees to pursue
bachelor’s degrees on flexible schedules
and at no cost when combined with ourtuition reimbursement program. The firsttwo years of courses are free, and thentuition assistance can be used to complete
remaining coursework.

DEI CULTURE

Through FreeU, Abbott covers not only
tuition but also the costs of books andacademic advising.

FINANCIAL SECURITY

DIVERSE WORKFORCEEQUITY EFFORTS

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2021 EEO-1

Leaders from across Abbott’s
10 global employee networks meetat company headquarters. The
networks often partner on projects,
furthering intersectionality.

Abbott provides financial security programs
so employees can care for themselves andtheir family members at all ages and stagesof life. One such program is our first-of-itskind Freedom 2 Save™ program, whichallows U.S.-based employees with college
loans to pay off their educational debt while
simultaneously saving for retirement.
We work to incorporate innovation
throughout our company, and this program
was developed to meet the needs of
employees who were finding it difficult tofit both loans and retirement savings into
their budgets.
Since our Freedom 2 Save program wasintroduced in 2018, our employees havebenefited from $3.5 million in retirement
account contributions. Employees suchas clinical specialist Kyle Perez from
Milwaukee, Wisconsin, USA, no longer had
to choose between paying off student debt orsaving for retirement.
Perez was able to pay off his roughly $35,000
in student loan debt while Abbott depositeda contribution equal to 5% of his eligible pay
into his Abbott Stock Retirement Plan. Now
he’s chasing new goals. “I’m moving on tosaving for other things I’ve always dreamedof, like traveling the world,” he says.
A version of the program has also been
expanded to support Abbott employees in
the Netherlands.

DEVELOPMENT BY THE NUMBERS
Female representation within
the mentoring program:

60%

Female representation within theprofessional development programs:

50%
51%

GlobalUnited States

Race/ethnicity representation
within the U.S. professional
development programs:

14%
10%
11%
5%

Asian
Black or African American
Hispanic or Latino
Two or more races
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Letter From Executive
Vice President of
Human Resources,
Mary Moreland
At Abbott, we work hard to support andsustain a culture where inclusiveness issecond nature. This is not something driven
by an initiative or project — but by how wenaturally approach working with each otherday in and day out. We are committed to aculture where each person can bring their
total self to work, where everyone is valued
for their contributions, and where we work
together with no barriers.
We foster this culture by offering our
employees three basic things: opportunity,
security, and our common purpose.
We want our employees to reach theirfull potential. We offer opportunities andresources, including formal mentoring andtraining programs, to help employees achieve
their goals.
Our benefits provide the security employees
need to take care of themselves and theirfamilies — from their physical and emotional
health to their financial well-being.

Beyond our development and benefit
offerings, working at Abbott has the
additional aspect of having 113,000 other
employees who are united in working to
improve lives through health. Our people
are part of a community built on that sharedpurpose and a foundation where everyone
can bring their true selves to work each day.
I hope you see in our stories shared in thisreport that diversity, equity, and inclusion
unite us in our shared purpose to help people
live fuller, healthier lives. While there is stillmuch for us to do, we have worked hard tocreate an environment that welcomes andsupports everyone. And we will continue towork hard because we firmly believethat our success is rooted in the strengthof our diversity.
Sincerely,

Mary K. Moreland
Executive Vice President
Human Resources7

INTRODUCTIONSECTIONTHREE

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Increasing Diversity Across Our Workforce
As a global company, we needdiverse perspectives and ideas
to fuel our innovative healthtechnologies that serve people inmore than 160 countries.
We’ve said it before: Diversity fuels
creativity. Creativity drives innovation.
And innovation produces ideas that canchange lives for the better. New ideas
come from different places andpoints of view.
We are bringing this to life through the

FEMALE REPRESENTATIONWOMEN AT ABBOTTWOMEN IN MANAGEMENT

Mentorship is critical to building thediverse talent pipelines. Our internships
and professional development programs
mentor young women early in their
STEM careers. In our 2021 high schoolinternship program, 62% of the interns
were female, and 84% of the STEM interns
were from underrepresented groups.
In the 2021 college internship program,
58% of the interns were female, and
76% of the STEM interns were fromunderrepresented groups.

45%

GLOBAL40%

GLOBAL

47%

UNITED STATES

41%

Managers

39%

Directors

32%

DVPs* and Officers

43%

UNITED STATES

talent goals in our 2030 Sustainability Plan.
For example, we are working to achieve
gender balance across our global
management team by the end of thedecade. Through 2021, 40% of our global
management positions have been filled
by women. And we have already met
another important goal: one-third of ourleadership roles are held by people fromunderrepresented groups. We want tocontinue to take steps like these as part of2030 GOALWOMEN IN STEM

44%

GLOBAL

43%

UNITED STATES

43%

Managers

43%

Directors

38%

DVPs* and Officers

Achieve gender balanceacross global management and
STEM roles with at least 45%
female representation.

our journey to make Abbott an even morediverse workplace.
*DVP = Divisional Vice President

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INTRODUCTIONOUR FOUNDATIONDEI CULTURE

RECRUITMENT
AND RETENTION
Our commitment to internal development
means that our people have many
opportunities to grow and develop in theircareers at Abbott. We value leaders withdeep knowledge of our business and our
culture. That’s why we encourage a longterm commitment across our businesses
and divisions. We are on track to reachour commitment of providing 1 million
development and job opportunities for
current and future employees by 2030.
DEI is built into our recruitment andretention strategies and practices. In
2021, Abbott decided to strengthen our
relationships with groups such as the
Association of Latino Professionals for
America, Getting Hired™, National
Black MBA Association®, National Sales
Network™, National Society of Black
Engineers™, Reaching Out™ MBA, Societyof Hispanic Professional Engineers™,
Society of Women Engineers™, and
MBA Veterans®.
By creating more sustainable relationships
with organizations focused onunderrepresented groups in the industry,
we can create a long-term commitment todiverse and sustainable hiring practices.

DIVERSE WORKFORCE

We partner with HBCUs (Howard College,
North Carolina Agricultural and TechnicalState University, and Prairie View A&M
University) as well as Hispanic-serving
institutions (HSIs) (University of Puerto
Rico Mayagüez, University of Illinois at
Chicago™, and University of Texas at
Arlington™) to reach future hires fromdiverse talent pools.
Abbott recruiters work hard to reachas many people as possible with job
opportunities. We collaborate with
our employee networks to amplify our
employee referral programs. We know job
experience doesn’t look the same in every
community for everyone, which is why the
Careers section of our website includes adigital tool that translates military skills
to help veterans best match with current
job openings. The site is also equippedwith multiple accessibility options forindividuals with disabilities.

EQUITY EFFORTS

OUR COMMITMENT

2021 EEO-1

RACE AND ETHNICITY REPRESENTATION
IN THE UNITED STATES

42%

U.S. OVERALL

33%

U.S. MANAGEMENT

0.3%

American Indian or
Alaska Native

0.3%

American Indian or
Alaska Native

19.3%

Asian

19.2%

Asian

9.0%

Black or African
American

4.4%Black or African
American10.9%

Hispanic or Latino

7.0%

Hispanic or Latino

0.5%

Native Hawaiian orPacific Islander

0.3%

Native Hawaiian orPacific Islander

2.3%

Two or more races

2.3%

Two or more races2030 GOAL
Ensure one-third ofleadership roles areheld by people fromunderrepresented
groups by 2025.

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E M P LOYEE S P OTLIGHT

Swati Dalal
General Manager
Nutrition International
Mumbai, India
Swati Dalal’s 27 years at Abbott havebeen defined by two constants: continued
momentum as a leader and a focus on
DEI strategies.
Dalal’s success at Abbott started with her
first role as a brand manager in Abbott’s
Neurology business. She progressed into
more senior roles, eventually moving into
the Pharmaceutical business. In the years
since, Dalal has advanced her career totoday, leading the company’s Nutritionbusiness in India.
She feels it’s critical to pay that successforward, creating environments where
diverse employees can find support toachieve their own personal and professional
goals. For Dalal, diversity is a crucialcomponent of a thriving business.
“I feel this journey [of inclusion] hasdefinitely strengthened at Abbott. If I
expect it from my team, I can’t just say‘Drive this,’” Dalal says. “We have to rolemodel it, demonstrate its value, and discuss
the value of diversity and inclusion.”“For me, it’s been so many roles, so many opportunities,
that it always feels fresh,” Dalal says. “And you feel you
have so much more to learn and do.”
EXPANDINGOPPORTUNITIESDiversity has multiple meanings dependingon where you are in the world. In India,
Dalal says, gender diversity is an importantpart of the DEI conversation because,
compared with locations such asWestern Europe and the United States,
India has a lower percentage of women in
the workforce.
Providing opportunity and support for
women in India is a large part of Dalal’s DEI
work at Abbott. Her particular focus is on
young professionals and women leaders.
She sponsors the Advancing Professionals
Network (APN) for early-career employees
and is active with the Women Leadersof Abbott (WLA) network, which recently
launched a working mother’s groupin India.
WLA has become an integral part of
the recruitment strategy in India, Dalalsays, and she is excited about the group’s
programs that support women pursuingsecond careers after becoming parents.
“Many talented professional women find
it difficult to cope post-maternity and takea break from their careers. And very often,
after taking a career gap, it’s very difficult tocome back into the workforce.

That’s why we launched ASCENT, which
supports women’s second careers at
Abbott,” Dalal shares. ASCENT supports
women returning to the workforce after acareer break/gap of six months or more.

GLOBAL STRATEGIES,LOCAL SUCCESS
Dalal has seen her roles at Abbott take on
new meaning as she and other leaders strive
to innovate DEI strategies that work acrossemployee communities. Working with
employee networks, speaking on various
platforms, and joining the mentoring
program are all DEI priorities for her.
Actions like these allow DEI to live andbreathe at Abbott, she says.
“DEI must be part of the fabric of ourorganization,” Dalal says. “DEI is owned
by every leader in Abbott, and I think over
the years, I’ve definitely seen it grow acrossthe globe. Equity is also about ensuring that
we have what we need to support different
diverse people in the organization and thateveryone is treated equitably for the needs
that they have. As an organization, we
should be geared for that.”

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INTRODUCTIONOUR FOUNDATIONDEI CULTURE

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EMPLOYEE NETWORK SPOTLIGHT

Black Business Network:
More Than 20 Yearsof Progress
Two decades ago, 30 employees
gathered at Abbott’s headquarters
to create an employee networkthat would engage, encourage,
and energize Abbott’s Black
workforce while advocating forunderrepresented groups.

Partnerships with other employee networks
have been key for BBN, such as joining forces
with WLA for an International Women’sDay event focused on the importance ofchallenging gender inequality.

Today, the Black Business Network (BBN) has
more than 1,800 members and 14 chaptersaround the world that connect the company’s
global workforce.

BBN celebrated its 20th anniversary in
2021 with an event called “Sustainability
Through Inclusive Leadership” that
honored the group’s past, celebrated thepresent, and looked to its future. This theme
echoed the broader diversity and inclusion
goals in Abbott’s 2030 Sustainability Plan.

One of the many ways that BBN has helped
create spaces of community is by honoring
Black leaders in the medical field andpartnering with other employee networks tocreate impactful employee programming.

Members of Abbott’s Black
Business Network celebrate
the employee group’s 20th
anniversary. The network aims
to engage, encourage, andenergize Black employees
across the company.

Historically, BBN chapters have joined
together to honor Henrietta Lacks, whosecells played an important role in fighting
cancer, and the extraordinary work ofCharles Drew, the forefather of modern
blood banking.
Programming like this provides animportant reminder of the contributions
Black scientists, leaders, and physicians havemade and are making to the medical
device and healthcare field.

SUSTAINABILITY AND
BBN’S FUTURE

Achieving those goals isn’t possible without
support and guidance from engaged
employee networks like BBN, which Samer
Saleh, a BBN Executive Council member
and a divisional vice president in Abbott’s
Rapid Diagnostics business, says has themembership base to make an impact.
“What really keeps the flame moving is
knowing that what we do matters,” Salehsays. “Abbott as a whole, our work
really matters.”11

INTRODUCTIONOUR FOUNDATIONIMPORTANT MOMENTS
FOR BBN IN 2021
BBN took on a new role supporting thecompany after the 2020 murder of George
Floyd by guiding conversations throughout
the organization, Saleh says. Examples
include milestones listed below.

DEI CULTURE

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2021 EEO-1

Everett Tucker, divisional
vice president and generalmanager of Abbott’s
Hematology division, is theexecutive sponsor of theBlack Business Network.

BBN’S 2021 MILESTONES•	Hosting DEI conversations with seniorleaders through the year-long “Continuing
the Conversation Series: Myth Busting.”
Topics discussed during webinars included
systemic racism, becoming a leader, anddismantling stereotypes. More than
800 employees participated in the sessions.
•	Collaborating with Illinois partners(Something Good in Englewood, Rush
University Medical Center™, and theIllinois Department of Public Health)to support and educate the underserved
communities in Chicago on COVID-19’s
impact on the community. Specifically, thisincluded providing personal protective
equipment (PPE), on-site COVID testing,food, and care packages for more than
250 families. They also supported testingand screening for diabetes, heart disease,and mental health issues.
•	Donating $5,000 to Something Good inEnglewood to help fight COVID-19 while
members assembled PPE kits.
•	Volunteering to pack food boxes for theMartin Luther King Jr. Day holiday.

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INTRODUCTIONOUR FOUNDATIONDEI CULTURE

Growing With PRIDEAs representatives of Abbott’s
LGBTQ+ community, one of Abbott’sPRIDE Network’s priorities is
working on ways to create inclusive
workplaces for our employees
around the world.
PRIDE Network members approach thisin many ways, from developing a global
education video series, to promoting andsupporting allyship programs, to reachingout personally to help colleagues. A
powerful example is how network members
supported a transgender colleague in Brazil
who was struggling to transition.

“We told her, ‘This is a safe space. We cantalk about this,’” PRIDE Network cochair
Bruno Becker, counsel in our Rapid
Diagnostics legal division in Abbott Park,
Illinois, USA, remembers. “She was having
difficulties transitioning into society, but
she wanted to bring her true self to workat Abbott.”Her situation inspired the PRIDE Network
to publish a guide that Abbott employees
could reference to better understand andbest support nonbinary and transgendercolleagues and contribute to a more
inclusive workplace.
Current PRIDE Network cochairs Becker
and Jenna McGuire, risk management
manager in Structural Heart’s quality
assurance division in Plymouth, Minnesota,
USA, drafted the guide in 2020.

DIVERSE WORKFORCEEQUITY EFFORTS

OUR COMMITMENT

The intention was to provide knowledge forall employees, particularly managers, about
their transgender and nonbinary coworkers.
The guide was released in 2021.

“We are in 40 countries, 11 new countries,
half of the members are outside the UnitedStates. We now have 1,700 employees
enrolled globally,” Becker says.

Abbott’s Transgender and Nonbinary
Inclusion Guide includes information on:

As a global company with offices in
geographic locations where social stigmas
and legal restrictions may exist aroundqueer identities, it is vital for employees toreceive support. Launching local groups
has helped the PRIDE Network take actions
locally — like in Singapore, where thePRIDE chapter donated to a local shelter
for transgender people.

•	Why a chosen name is so importantand how managers can ensure its
implementation in Abbott systems.
• Clarity on Abbott’s dress code.
• Restroom usage guidance.
• Personal privacy guidelines.
The guide is also included as a resource inour workplace training courses, helping
others embody allyship for and affirmationand celebration of their transgender andnonbinary colleagues.

2021: THE YEAR OF GROWTH
The PRIDE Network has seen significant
growth, and McGuire and Becker say a key
factor is visibility.

TAKING ACTION TO
CONTINUE PROGRESSThe PRIDE Network’s momentum
produced a global ripple effect in 2021.
Many Abbott offices worldwide flew
rainbow PRIDE flags during PRIDE monthin June and hosted transgenderawareness weeks.

2021 EEO-1

In another noteworthy milestone, thePRIDE Network created an LGBTQA
Allyship Education Series with Out andEqual Workplace Advocates™ (O&E). The
PRIDE Network developed a curriculum
for the course and conducted a pilot. This
course has been added to the global Abbott
employee course catalog, making it available
to all interested colleagues worldwide.
As the network looks to the future, PRIDE
Network leadership is actively thinking
about implementing strategies that respect
and prioritize multicultural experiences in
the network’s educational materials
and events.

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2021 EEO-1

2021 INTERNSHIPS AT ABBOTT

1,000+

College and high schoolinterns globallyhigh
62% Female
school interns
High school intern Olivia
Muñoz, center, at anassignment in Texas, USA. She
is one of about 50 U.S. highschool STEM interns Abbott
hires each summer.

Underrepresented

high
84% STEM
school interns

76% Underrepresented
STEM college interns

58% Female college interns

Sincerely, the Future of STEM
Abbott’s high school and college
internships are changing the faceof STEM.
In June 2021, if you opened a copy of
The Wall Street Journal™ — or one of six
other prominent U.S. newspapers — you
would have found handwritten lettersaddressed to CEOs, urging them to provide
more access to STEM training programs,
identify more diverse STEM mentors, andplace more focus on inclusivity in STEM.
These letters weren’t written by corporate
executives but by female interns in Abbott’s
high school STEM program as part ofa pivotal campaign to change the faceof STEM.

Olivia Muñoz, a high school intern from
Texas, USA, was one of those letter writers.
She says she feels less alone in STEM since
writing her letter.

Muñoz is one of the hundreds of interns
looking for their place in the worlds ofscience, technology, engineering, and mathwith Abbott’s guidance.

“Interning with Abbott the past twosummers has made me feel more confident
in myself,” Muñoz says. “I’m surrounded bypeople from many different backgrounds,
and I learn something new every day. With
such a welcoming environment, I feelencouraged to try my best, even if I end up
failing miserably. I don’t feel judged.”

DIVERSITY SERVESSTEM SUSTAINABILITY
Behind the scenes, leaders like Bryan Quick,director, global university relations, talentacquisition, are hoping to ignite a passion
for STEM while creating sustainableinternship programming that brings
students long-term success.

“High school is a formative time to get
students excited and engaged,” Quicksays. “The college program helps us getthem in the right lane so when they’ve
graduated, they move into our professional
development program (PDP) and ultimately
to a career with us.”
In addition, Abbott’s high school interns,
college interns, and PDP participants areencouraged to explore to see what areas
spark their interest.

“Our goal is to provide access to students
who don’t have that opportunity,” Quicksays. “It’s compelling when you hear
students say, ‘Before the Abbott STEM
program, I never saw a scientist or engineer
who looked like me.’”Recruitment from diverse student
populations is built into the program’s
structure to drive diversity efforts fromthe beginning. Interns come from partnerhigh schools with racial, ethnic, orincome diversity.

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INTRODUCTIONOUR FOUNDATIONDEI CULTURE

DIVERSE WORKFORCEEQUITY EFFORTS

OUR COMMITMENT

2021 EEO-1

E M P LOYEE S P OTLIGHT

Nikhita Ramachandrula
Manufacturing Process Engineer
Professional Development Program
Zwolle, Netherlands
During Nikhita Ramachandrula’s firstinternship with Abbott as a high schooler
from Illinois, USA, she found herself on an
airplane to northern California, USA. In afew hours, she would have the chance to
see one of Abbott’s cardiac devices up
close — an experience that changed her
future STEM career trajectory.
“That was my very first and biggest aha
moment,” Ramachandrula says. “As soon
as I saw the demo, was able to touch it, andwas able to see the different steps that it
took to make it, I was like, ‘This is it. This iswhat I want to do.’”This year, Ramachandrula booked anotherflight. This time to the Netherlands for her
final rotation in Abbott’s PDP, which shejoined after graduating from the Universityof Iowa™ with a degree in neuroscience.

PROFESSIONAL
DEVELOPMENT THATSTANDS OUT
Abbott’s three-year PDPs give early-career
employees the experiences they’ll needfor successful, long-term careers withthe company. Participants rotate among
divisions, exposing them to different
businesses while being mentored andreceiving professional guidance.
In the Netherlands, Ramachandrula’s
priorities include learning operations
and project management. Her three
PDP rotations have already given her
opportunities to work with COVID-19 rapid
tests and to supervise a team for the firsttime. As a college intern with Abbott, she
worked in diabetes care, electrophysiology,
and neuromodulation, her college focus.

Moreover, for Ramachandrula, it made all
the difference to see leaders that looked
like her, asked for her input, and were truly
accessible. Today, she hopes to be that same
type of leader in STEM.

“I came in with noexperience, and now I’mmanaging a team of five.
When I picture myself
10, 15 years from now, I
just know I want to be ina role where I can impact
people around me.”“That was the biggest connection I was able
to make between what I was studying andwhat I was working on at Abbott,” she says.
“I knew the vocabulary. I knew what they
were talking about. That I got to do that
was amazing.”

15

INTRODUCTIONSECTIONFOUR

OUR FOUNDATIONDEI CULTURE

DIVERSE WORKFORCEEQUITY EFFORTS

OUR COMMITMENT

2021 EEO-1

Promoting an Equitable Society
Fostering broader access tohealthcare is where our DEI efforts
extend beyond our doors and into
the communities where we live
and work.
We are striving to advance health equity
by working closely with the communities
we serve to address health disparities,
expand access, and remove barriers to care.
We prioritized innovating for access andaffordability in our 2030 Sustainability
Plan and have made equitable care a key
principle for our community partnerships.
We’re working across our business toembed access and affordability into ourinnovations at every stage — creating ourtechnologies and products to reach moreof the people who need them.
This aligns with our goals aroundexpanding affordable access to healthcare
for underserved, diverse, and at-risk
communities, including women andchildren. We do this by delivering
innovative, decentralized models ofcare that advance prevention and early
diagnosis, improve nutrition, provide
quality treatment and care, and lower
total costs.

We know that to meet the healthcare
challenges of today and beyond, we need
to not only work across our business but
also in partnership with others. That’s
why we are working with stakeholders
to build strategic partnerships and invest
in community projects and sustainableinfrastructure to help ensure equitable
access to quality healthcare.
In 2021, Abbott products made a differencein the lives of more than 2.2 billion people.
Our goal is to improve the lives of one inevery three people on the planet by 2030.
And we are making strong progress ingetting there.

NOTABLE EQUITY EFFORTS

We build infrastructure, offer
training, and provide resources tohelp decentralize care and transform
healthcare standards in communities
around the world. In 2021, we
provided more than 705,000 people
with decentralized services globally.

Since early 2020, Abbott and The
Abbott Fund have provided more than
$22 million in investments to address
health disparities and other challenges
affecting communities of color in the
United States.

We established the Abbott Center for
Malnutrition Solutions, pledging a$45 million annual investment toenhance the identification, treatment,
and prevention of malnutrition.

16

INTRODUCTIONOUR FOUNDATION

Equitable access to healthcare looks
different around the world. As a global
company, we do not have a one-sizefits-all approach and instead turn to
our greatest resource for guidance: ourcommunities worldwide.
Our outreach efforts allow us to offer
solutions or partner directly withorganizations already invested in thecommunity. We offer expertise, resources,
and support while listening to the guidanceof local community leaders.
Abbott and The Abbott Fund collaborate
with organizations to build stronger healthinfrastructure in different ways aroundthe world.
•	Partnered with the Ministry of Health
Rwanda and the Society for Family Health
Rwanda to strengthen healthcare in rural
areas for approximately 260,000 people
through December 2021. Additionally,
we launched an antenatal care panel andstarted the development of panels for fever
and malnutrition.
•	Partnering with the Real Madrid Football
Club and the Real Madrid Foundation to
support children at risk of malnutritionin 80 countries by delivering education,
sports, and social welfare activities.

DEI CULTURE•	Collaborating with CARE® Philippines
to confront noncommunicable diseases
within the Philippines.
•	Partnering with the Tanzanian
government over a span of 20 years
to enhance the country’s emergency
medicine and healthcare system,
serving more than 1 million patients.

SUPPLIER DIVERSITY
Suppliers are an important part of our DEI
efforts. By sourcing from diverse suppliers,
we actively invest in the long-term health ofcommunities. We work alongside suppliers
from diverse backgrounds to help themgrow, which is just one of the ways DEI
extends across our business efforts.
Roughly 50% of diverse small businessowners in the United States face challenges
such as restricted access to loans forbusiness growth. We partnered with
LISC on a $37.5 million initiative toprovide diverse small businesses withfinancial support.

DIVERSE WORKFORCE

To advance our supplier diversity efforts,
Abbott partners with the Women’s BusinessEnterprise National Council, National
Minority Supplier Development Council™,
Diversity Alliance for Science, National
Veteran Business Development Council,
Diverse Manufacturing Supply Chain
Alliance, and National LGBT Chamber ofCommerce. We seek out small and diverse
business partners at a variety of events andtrade fairs hosted by these organizations.

EQUITY EFFORTS

OUR COMMITMENT

2021 EEO-1

Children play footballduring an Abbott and Real
Madrid Foundation event in
Stockton, California, USA.
Our partnership with thefoundation aims to address
childhood malnutrition.

As part of our 2030 Sustainability Plan
goals, Abbott has committed to a 50%
increase in spending with diverse and small
businesses by 2030 and a 150% increase
with Black- and women-owned businesses
by 2025, from a 2020 baseline.
• Total diverse spend in 2021: +37.5%•	Spend with Black suppliersin 2021: +30.8%•	Spend with women suppliersin 2021: +15.3%

We are also steadily increasing the amount
our organization spends with diverse
suppliers. In 2021, we spent $3.22 billion,
a 37.5% increase from $2.34 billion in 2020,
and a 69% increase over the $1.9 billion
in 2019. Our Supplier Diversity programsupported more than 3,783 jobs and had anestimated economic impact of $2.5 billion
in the communities where our diverse
suppliers operate.

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INTRODUCTIONOUR FOUNDATIONDEI CULTURE

DIVERSE WORKFORCEEQUITY EFFORTS

OUR COMMITMENT

2021 EEO-1

E M P LOYEE S P OTLIGHT

Julie Tyler
Senior Vice President
VascularSanta Clara, California, USA

Julie Tyler wasn’t always open withcolleagues about the details of her personal
life. That changed over the course of her
27 years at Abbott. During her time withthe company, she has personally witnessed
the devastating effects of heart disease andperipheral artery disease (PAD), ultimatelychanging her approach to life and her work.
By sharing her personal experiences, Tyler,
who serves as senior vice president of
Abbott’s Vascular business, has cultivatedunderstanding and a greater sense of
purpose across her teams.
“My aunt Dorothy was the pillar of myfamily — and had diabetes and PAD,” Tylersays. Unfortunately, she underwent an
amputation and passed away less than ayear later. “I saw my aunt Dorothy go fromthis strong woman to just a shell of herself,
and that was a defining moment in my life.”
Years later, the same thing happened to one
of Tyler’s uncles.

“I view this role as a mission and my purpose. I truly view our workfrom the perspective of a mother having the opportunity to be in
the room when her granddaughter is born or a father walking his
daughter down the aisle when she’s getting married.”
Then, in 1996, Tyler gave birth to herdaughter, Meredith, who was born witha congenital heart defect. Despite this,
Meredith was a sweet and active young girl
who loved to dance, read books, and enjoy
the theater. She wanted to be a cardiologist
when she grew up, like the wonderful
doctors who helped her. After numerous
therapies, multiple devices, and sevensurgeries, Meredith had a stroke at nineand passed away at the age of 11. The loss
was devastating for Tyler, so she vowed tochannel her grief into her work where she
could make a difference for families.
Tyler’s work isn’t only about getting
life-changing technologies to the people
who need them — it’s personal. Knowingthat PAD disproportionately affects theAfrican American community, Tyler and herteam discuss the disparities in healthcare
and what her team is going to do differently
to reach people who had been marginalized,
underserved, and underrepresented.

Clinical trials have historically excluded
people from underrepresented
communities, yet the therapies being
investigated must be safe for the general
population. Knowing this, Tyler’s teamdesigned trials to be more inclusive.
Altering the design of clinical trials to be
more inclusive has had a ripple effect across
Abbott. The work from Tyler’s team led
to Abbott’s corporate initiative to launchseveral programs to improve the diversity inclinical trials.
•	The LIFE-BTK clinical trial, which
evaluates a drug-eluting resorbablescaffold for treating PAD, focused on
improving patient diversity so that the
study participants mirror the populations
most affected by the disease.
•	Abbott partnered with Women as
One to train and recruit more
underrepresented physicians topursue clinical trial research.

Her team targeted clinical trials — theprimary tool available to test and investigate
the safety and effectiveness of new medical
therapies and technologies.

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INTRODUCTIONSECTIONFIVE

OUR FOUNDATIONDEI CULTURE

DIVERSE WORKFORCEEQUITY EFFORTS

OUR COMMITMENT

2021 EEO-1

Always Striving
for Progress
DEI is a dynamic and ever-evolving
area of importance for Abbott. We
are focused on building the diverse,
innovative workforce of tomorrow.
When we come together from different
places, backgrounds, and perspectives,
we create a space that is unique. As anorganization, we are constantly assessing
where we are, how we can continue toimprove, and how we can better serve one
another and our customers. Continuing
to review our progress and striving to
do better helps Abbott become a more
inclusive and welcoming space for all.

COMMITMENT TO
THE FUTURE
At Abbott, we are united by one purpose:to help people live more fully throughbetter health. We do not take this lightly.
We know that to serve more communities,
we must address the disparities andinequities that prevent people fromaccessing healthcare. That is why we are
actively expanding affordable access tohealthcare for underserved, diverse, andat-risk communities.

Our 2030 Sustainability Plan shares how
we are advancing disease prevention andearly diagnosis, improving nutrition, andproviding quality treatment with lower
total costs. We know that reducing healthdisparities in the future requires that ourinnovations are accessible and affordable
for everyone. These actionable steps
help us reach underserved communities
by delivering innovative, decentralized
models of care. We can’t meet the needs ofour communities alone, which is also why
we continue to invest in diverse suppliers
to work together to improve the lives ofeveryone involved.
None of this would be possible without thepeople at Abbott. We strive to create a work
environment where every employee feels
welcome and able to bring their whole self
to work. This means integrating diversity,
equity, and inclusion in all areas of ourbusiness and building teams reflective of
the communities in which we live
and serve.

Abbott is a long-term home for so manyof our employees. The path to success at
Abbott starts early, and we have multiple
mentorship and professional programs. Oneof our 2030 goals is to create opportunities
in Abbott’s STEM programs and internships
for more than 100,000 young people,
50% of whom are from underrepresented
backgrounds. So far, we have integrated
24,000 young professionals into Abbott’s
meaningful work.

2030 GOAL
Anticipate Abbott’s future
workforce needs and achievetalent readiness.

19

19

INTRODUCTIONOUR FOUNDATIONOUTSIDE RECOGNITION
We are proud that our work is
recognized externally. Here are a few
noteworthy honors Abbott’s DEI
efforts have received.

DEI CULTURE

DIVERSE WORKFORCEEQUITY EFFORTS

OUR COMMITMENT

2021 EEO-1

Kaliah Linear, a former
Abbott high school internand current college
intern, studies mechanicalengineering in college.

•	Firsthand™ No. 1 Best Internship
Program in Healthcare•	Firsthand No. 1 Best Internship Programin Engineering•	Firsthand No. 1 Best Internship
Program in Sales, Marketing, andCommunications•	
DiversityInc™ No. 4 in Top 50 Companies
for Diversity (18 years in Top 50)•	Seramount™ (formerly Working Mother™)
100 Best Company (for 21 years)•	Seramount Top Companies for
Executive Women•	Seramount Best Companies forMulticultural Women•	Seramount Inclusion Index•	
Human Rights Campaign Corporate
Equality Index™ score of 95/100

2030 GOAL
Create opportunities in Abbott’s STEM
programs and internships for more than
100,000 young people, including 50%
from underrepresented groups.

20

INTRODUCTIONOUR FOUNDATIONDEI CULTURE

DIVERSE WORKFORCEEQUITY EFFORTS

OUR COMMITMENT

2021 EEO-1

E M P LOYEE S P OTLIGHT

Benjamin Block
Senior Project Manager
Nutrition
Abbott Park, Illinois, USA
For Benjamin Block, senior project manager
of cost leadership in our Nutrition business,
allyship among the company’s employee
networks is what makes Abbott strong.
Each group supports the others, making one
another stronger and allowing Abbott’s DEI
efforts to flourish and grow.
“It’s foundational to our success andcritical in our journey partnering acrosscommunities, across backgrounds, acrossperspectives,” shares Block.
Active in the Flex Network, PRIDE
Network, and Advancing Professionals
Network, Block is keenly aware of thepower of working together to seek sharedsolutions. “I’ve learned to be intentional
about listening and making sure I am
seeking to understand before being
understood — and how it can make me amore effective colleague and leader.”Block took up a junior leadership role in
the PRIDE Network in 2020 but is now
the corporate cochair of the Flex Network,a group that empowers employees andmanagers to advocate for flexibility in theway we work.

“Allyship is in part building a community,
and that’s what we’re trying to do,” Blocksays. “Across networks, we are trying todrive more awareness about what allyshipis and what it means, and that’s something
all networks play a role in. Our networks
are growing, and that’s an indicator thatpeople are becoming more aware, they’rewanting to get more involved. That’s really
what we’re trying to foster.”In his view, the future of work is evolving,and meeting the needs of employees withdifferent backgrounds and experiences isincreasingly challenging. Abbott meets thatchallenge by offering employees the space
to pursue flexible work arrangements.

“I take great pride that Abbott is a placethat meets people where they are andsupports and encourages who they are,”Block says. “I find it rewarding to know I’mdoing something that is working to build abetter company and a stronger community
we can all be part of.”“I’m doing somethingthat is working to build
a better company and abetter tomorrow.”

Currently, Block leads the charge in kicking
off a Flex Network leadership council.
He points out that bringing in leadership
perspective and collaboration on flexible
work arrangements is vital. Block says
flexibility touches talent, learning, anddevelopment and is front and center forthe employee experience.

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OUR COMMITMENT

2021 EEO-1

Letter From Divisional Vice
President of Diversity and Inclusion,
Sean Palacio
Growing up amid a large family in Belize
and later the United States, a small gathering
meant dozens of people. But no matter how
crowded, my family’s spirit was to always
make room for one more. And we welcomedthat person with heartfelt acceptance,
whoever they were.
For nearly two decades, I have experienced
that same openness with my colleagues at
Abbott. Whether in Beijing or California,
Switzerland or Puerto Rico, I show my
Abbott badge anywhere in the world and feel
welcomed. That, to me, is the spiritof inclusion.
It’s reflected in the ways we support andencourage a culture where our employees
feel they can bring their full selves to work sothey can best collaborate and deliver on our
purpose: helping people live healthier,fuller lives.

We have taken many successful actions
across our company to create thatenvironment for everyone. One has been
conscious inclusion training. Another isdiversity recruiting — because we know we
can be a stronger company if we reflect thevaried communities we serve. These efforts
are supported with employee development
and succession planning to prepare
employees for promotions and advancement.
We are also proud to see collaboration
among our 10 employee networks increasing
allyship among colleagues and identifying
common areas for partnership. The story
about Benjamin Block in this report is agreat example of the intersectionality among
our networks. It also illustrates how thiscross-collaboration contributes to greater
understanding and acceptance.

Throughout my career, I have looked forways to continue my family tradition andbe welcoming to others in my workplaces.
Creating a diverse, equitable, and inclusive
organization is not a destination but ajourney. I have been impressed by our efforts
related to DEI and am excited to lead thisnext chapter in our journey. I hope you see,through this report, that we strive to create adiverse, equitable, and inclusive environment
at Abbott — a place where we always findroom for one more.
Best,

Sean Palacio
Divisional Vice President
Diversity and Inclusion

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INTRODUCTIONOUR FOUNDATIONDEI CULTURE

2021 CONSOLIDATED EEO-1

NON-HISPANIC OR LATINOHISPANIC ORLATINONATIVE HAWAIIAN OR
PACIFIC ISLANDERASIAN

AMERICAN INDIAN OR
ALASKA NATIVETWO OR MORE RACESWHITEBLACK OR AFRICANAMERICAN

NATIVE HAWAIIAN OR
PACIFIC ISLANDERASIAN

AMERICAN INDIAN OR
ALASKA NATIVETWO OR MORE RACESOVERALL TOTALS******FEMALE******BLACK OR AFRICANAMERICAN******MALE******

WHITE

Although it is impossible to capture thediversity of our organization through asingle chart, we publish this information
because we strive to be transparent about our
diversity. Our Diversity, Equity, and Inclusion
Report speaks to our current representationand our plans, policies, practices, principles,and aspirations to support diversity andinclusion across the globe.

2021 EEO-1

OUR COMMITMENTFEMALEThe chart on the diversity of Abbott’s U.S.
workforce is from our most recent annual
submission to the U.S. Equal Employment
Opportunity Commission (EEOC), and it
reflects data as of December 31, 2021. The
EEOC mandates the use of specific job
categories which do not reflect how Abbottorganizes its workforce.

EQUITY EFFORTS

MALE

Our employees are the lifeblood of ourcompany, and at Abbott, we want each
employee to contribute to their fullest
potential. This means we strive for anenvironment where inclusion is a naturalstate and where our 113,000 employees
from more than 160 countries are united
through a common purpose to help people
live fuller lives.

DIVERSE WORKFORCE

1

1

33

1

0

1

0

3

7

2

0

1

1

0

51

FIRST/MID OFFICIALS& MANAGERS

328

277

2564

186

15

598

9

99

1971

166

8

500

12

83

6816

PROFESSIONALS

728

578

5193

405

25

1549

21

203

3797

409

22

1423

12

140

14505

TECHNICIANS

34

40

106

32

0

41

2

7

108

97

1

37

2

12

519

SALES WORKERS

131

103

1362

84

5

51

8

34

1279

82

4

62

4

40

3249

ADMINISTRATIVESUPPORT

533

819

1284

769

26

825

14

71

1251

659

43

1279

14

52

7639

CRAFT WORKERS

20

4

124

7

1

23

0

3

3

1

0

6

0

0

192

OPERATIVES

21

13

135

77

3

9

0

7

30

17

0

2

0

2

316

LABORERS & HELPERS

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

SERVICE WORKERS

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

TOTAL

1796

1835

10801

1561

75

3097

54

427

8446

1433

78

3310

45

329

33287

PREVIOUS REPORT TOTAL

1669

1753

10562

1562

72

2801

50

570

8250

1416

68

3067

54

468

32362

JOB CATEGORIESEXECUTIVE/SR OFFICIALS& MANAGERS

23

Abbott Diversity and Inclusion
100 Abbott Park Road
Department 0396
Abbott Park, IL 60064-6048 USA
inclusionprograms@abbott.com
www.abbott.com/careers