FEDERAL DEPOSIT 

INSURANCE CORPORATION

Federal Agency 

Annual EEO Program 

Status Report

Fiscal Year 2022
FDIC/FY 2022 1

TABLE OF CONTENTS

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

EEOC FORMS 715-01

PARTS A-D: 

Agency and Official Identifying Information and Total Employment Information 2

PART E:

Executive Summary 5

PART F:

Certification of Establishment of Continuing Equal Employment Opportunity Programs 15

PART G:

Agency Self-Assessment Checklist 16

PART H:

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program 52

PART J:

Special Program Plan for the Recruitment, Hiring, Advancement, and 

Retention of Persons with Disabilities 54

ATTACHMENTS

ATTACHMENT A: FDIC Workforce Data Tables 70

ATTACHMENT A: FDIC Applicant Flow Data 126

ATTACHMENT B: FDIC EEO Policy 149

Attachment C: FDIC Organizational Chart 151

Attachment D: FDIC Circular 2710.03 - Anti-Harassment Program 153

Attachment E: FDIC Strategic Plan 171

Attachment F: FDIC Alternative Dispute Resolution Procedures 209

Attachment G: FDIC Circular 2710.5 - FDIC Reasonable Accommodation Program 216

Attachment H: FDIC Guidance/Procedures for Providing Personal Assistance Services 251

Attachment I: FDIC FY 2021 Disabled Veterans Affirmative Action Program (DVAAP) 254

Attachment J: FDIC FY 2021 Federal Employee Viewpoint Survey Results 273

Attachment K: FDIC Diversity, Equity, and Inclusion Strategic Plan 2021-2023 297
FDIC/FY 2022 2

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

EEOC FORM 715-01 | PARTS A–D

For period covering October 1, 2021, to September 30, 2022.

PART A

Department

or Agency

Identifying

Information 

1. Agency 1. Federal Deposit Insurance Corporation 

1.a. 2nd level reporting componentN/A

2. Address 2. 550 17th Street NW

3. City, State, Zip Code 3. Washington, District of Columbia 20429-9990

4. CPDF Code 4. FD00 

PART B

Total

Employment 

1. Enter total number of permanent full-time and part-time employees 5,503

2. Enter total number of temporary employees 379

3.TOTAL EMPLOYMENT [add lines B 1 through 2] 5,882

PART C.1

Head Agency

and Head of

Agency Designee

Head 

of Agency 

Official Title 

Martin Gruenberg, Chairman

Agency Head 

Designee 

Nikita Pearson, Deputy to the Chairman for External Affairs and Director, 

Office of Minority and Women Inclusion

PART C.2

Agency

Official(s)

Responsible

For Oversight

of EEO

Program(s) 

Head of Agency Martin Gruenberg, Chairman

Head of Agency 

Designee/

Principal EEO 

Director/Official

Nikita Pearson, Deputy to the Chairman for External Affairs and Director, 

Office of Minority and Women Inclusion

Principal EEO 

Deputy Director/

Official

Brian Guy, Senior Deputy Director, Office of Minority and Women Inclusion

Affirmative 

Employment 

Program Manager

Terrian Hicks, Branch Chief, Affirmative Employment Diversity and Inclusion 

Complaint 

Processing 

Program Manager

Michael Moran, Branch Chief, Equal Employment Opportunity Compliance 

and Training

Hispanic Program 

Manager

Isaac Hernandez, Branch Chief, Office of Minority and Women Inclusion

Diversity & 

Inclusion Officer

Terrian Hicks, Branch Chief, Affirmative Employment Diversity and Inclusion
FDIC/FY 2022 3

EEOC FORM 715-01 | PARTS A–D

For period covering October 1, 2021, to September 30, 2022.

PART C.2

Agency

Official(s)

Responsible

For Oversight

of EEO

Program(s) 

(cont'd)

Special Emphasis 

Program Manager 

(SEPM)

Joyce Hunter, Special Emphasis Program Manager

Women's 

Program Manager 

(SEPM)

Kara-Renee Pepin, Special Emphasis Program Manager

Disability 

Program Manager 

(SEPM)

Jessica Hill, Special Emphasis Program Manager

Special 

Placement 

Program 

Coordinator 

(Individuals with 

Disabilities)

Roxana Flores, HR Specialist

Reasonable 

Accommodation 

Program Manager 

Michelle Curry, Reasonable Accommodation Program Manager

Anti-Harassment 

Program Manager

Terrian Hicks, Branch Chief, Affirmative Employment Diversity and Inclusion 

ADR Program 

Manager

Donald Ballard, EEO Counselor

Compliance 

Manager

Michael Moran, Branch Chief, Equal Employment Opportunity Compliance 

and Training

Principal MD-715 

Preparer

Terrian Hicks, Branch Chief, Affirmative Employment Diversity and Inclusion 

Other EEO Staff Amy DelValle, EEO Specialist

Other EEO Staff Peter Mueller, Senior EEO Specialist

Other EEO Staff Stephanie Foster , EEO Specialist

Other EEO Staff Theresa Marshall, EEO Specialist

Other EEO Staff Jared Bruff, EEO Specialist
FDIC/FY 2022 4

For period covering October 1, 2021, to September 30, 2022.

PART D.1 

List of 

Subordinate 

Components 

Covered in 

This Report 

Please identify the subordinate components within the agency (e.g., bureaus, regions, etc.).

 If the agency does not have any subordinate components, please check the box.

Subordinate Component and Location (City/State) CPDF and 

FIPS Codes

PART D.2

Mandatory 

and Optional 

Documents 

for this Report 

In the table below, the agency must submit these documents with its MD-715 report.

Did the agency submit the following mandatory 

documents?

Please respond 

Yes or No Comments

Organizational Chart Yes

EEO Policy Statement Yes

Agency Strategic Plan Yes

Anti-Harassment Policy and Procedures Yes

Reasonable Accommodation Procedures Yes

Personal Assistance Services Procedures Yes

Alternative Dispute Resolution Procedures Yes

In the table below, the agency may decide whether to submit these documents with its MD-715 report.

Did the agency submit the following mandatory 

documents?

Please respond 

Yes or No Comments

Federal Equal Opportunity Recruitment Program (FEORP) 

Report No

FDIC is not 

required to 

complete 

this report.

Disabled Veterans Affirmative Action Program (DVAAP) Report Yes

Operational Plan for Increasing Employment of Individuals with 

Disabilities under Executive Order 13548 No See comment 

above

Diversity and Inclusion Plan under Executive Order 13583 Yes

Diversity Policy Statement No See comment 

above

Human Capital Strategic Plan No See comment 

above

EEO Strategic Plan No See comment 

above

Results from most recent Federal Employee Viewpoint Survey 

or Annual Employee Survey Yes

EEOC FORM 715-01 | PARTS A–D
FDIC/FY 2022 5

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

1 These figures are as of September 30, 2022.

PART E.1 - EXECUTIVE SUMMARY: MISSION 

The Federal Deposit Insurance Corporation (FDIC) is pleased to deliver its Equal Employment Opportunity (EEO)

Program Status report for FY 2022. The FDIC is an independent agency created by the Congress to maintain stability and

public confidence in the nation's financial system by: Insuring deposits, examining and supervising financial institutions 

for safety and soundness and consumer protection, making large and complex financial institutions resolvable, and

managing receiverships. The FDIC is the primary federal regulator of state-chartered banks that are not members of

the Federal Reserve System, state-chartered savings associations, and foreign banks with an insured branch and is the 

back-up supervisor for the remaining insured banks and thrift institutions. As of December 31, 2022, the FDIC was the 

primary federal regulator for 3,050 FDIC-supervised institutions. 

The FDIC is a recognized leader in promoting sound public policies; addressing risks in the nation’s financial system; 

and carrying out its insurance, supervisory, consumer protection, resolution planning, and receivership management 

responsibilities.

PART E.2 - EXECUTIVE SUMMARY: ESSENTIAL ELEMENT A – F

The FDIC’s initiatives to strengthen our EEO program through ongoing implementation of the 2021-2023 Diversity,

Equity, and Inclusion Strategic Plan (DEI Strategic Plan) continued during the reporting period. As a result we achieved 

and maintained a Model EEO Program by increasing from 95 percent to 97 percent in overall Essential Elements categories.

This section provides representative examples of where FDIC has taken steps to achieve and maintain a model EEO program

in relationship to the six essential elements. Highlights in this summary also include proactive actions we have taken to 

prevent EEO program deficiencies. Finally, we discuss actions that FDIC will take to maintain a model EEO program. 

ELEMENT

FY 2022 % 

OF MEASURES 

MET1

*

A. DEMONSTRATED COMMITMENT FROM AGENCY LEADERSHIP 93%

B. INTEGRATION OF EEO INTO THE AGENCY’S STRATEGIC MISSION 97%

C. MANAGEMENT AND PROGRAM ACCOUNTABILITY 97%

D. PROACTIVE PREVENTION 100%

E. EFFICIENCY 96%

F. RESPONSIVENESS AND LEGAL COMPLIANCE 92%

TOTAL 97%

*The calculation excludes “Not Applicable” measures in Part G.

EEOC FORM 715-01 | PART E | EXECUTIVE SUMMARY
FDIC/FY 2022 6

SUMMARY OF ACCOMPLISHMENTS TOWARDS ATTAINING A MODEL EEO PROGRAM

Essential Element A: Demonstrated Commitment from Agency Leadership

FDIC met 14 out of 15 measures for Fiscal Year (FY) 2022. Chairman Gruenberg affirmed his commitment to EEO by issuing 

an EEO Policy Statement on April 26, 2022. This policy statement expressed FDIC’s continued support to diversity, EEO and 

a workplace culture of dignity and respect free of harassment. The agency assesses and ensures EEO principles are part of 

its culture by recognizing employees with the Annie D. Moore EEO-DEIA award and using our Federal Employee Viewpoint 

Survey (FEVS) to develop action plans based on the inclusion quotient and the new DEIA index. The one measure where 

FDIC is taking new action arises from 29 CFR 1614.102(b)(7), requiring that the business contact information for our

Special Emphasis Program Managers be posted and available to employees. We updated information on the internal

and external website on April 17, 2023 and now that FDIC employees have returned to the office on a regular basis we

are including the contact information on new EEO Posters for our various locations.

Essential Element B: Integration of EEO into the Agency’s Strategic Mission

The FDIC met 36 of 37 measures for FY 2022. The Office of Minority and Women Inclusion (OMWI) Director reports directly 

to the agency head and has regular meetings with executives and other senior leaders to ensure effectiveness, efficiency, 

and legal compliance. In addition, the OMWI Director controls all aspects of the EEO and DEIA programs and has sufficient budget

and staffing to support the EEO Programs. Further, the OMWI Director leads the Diversity and Inclusion Executive Advisory 

Council (EAC) who advise on and consider ways to accomplish DEIA goals. FDIC managers are involved in implementation 

of our EEO program by participating in developing DEIA actions plans within their divisions to correct potential barriers. 

The one measure that FDIC did not meet was for effectively administering our special emphasis programs (SEP). While the

FDIC actively recruited to fill permanent positions during FY 2022, there were staff transitions among the special emphasis

program managers (SEPMs) and the supervisor who directs their work. In the interim, certain SEPM activities were not 

effectively administered, such as some analyses and the programmatic parts of the Disability program. On January 30, 2023, a

supervisor with extensive expertise joined and implemented corrective measures. 

Essential Element C: Management and Program Accountability 

The FDIC made progress in this element and met 37 of 38 measures for FY 2022. To ensure accountability in management and

programs, OMWI partners with divisions and offices on the implementation of their DEIA actions plans and receives periodic

feedback on division and offices’ status. FDIC has clear procedures to prevent and address all forms of EEO discrimination 

and these procedures have been posted and disseminated for all employees. Annually OMWI provides management officials

with EEO updates, we provide regional briefings and we seek leadership input at the EAC meetings monthly. In addition, 

the FDIC has a corporate recruitment partnership with Historically Black Colleges and Universities and Hispanic Serving 

Institutions and created a Hispanic/Latinx Recruitment and Retention taskforce (HLRRTF). In this element, we have one 

outstanding Part H action step connected to establishing timetables/schedules to review at regular intervals the merit

promotion program, employee recognition awards program, employee development/training programs, and management/

personnel policies, procedures, and practices for systemic barriers that may be impeding full participation in the program 

by all EEO groups. Based on the existing plan, this remaining action will be completed by the due date of June 30, 2023. 

Once the Part H item is completed, this measure will be met. 

Essential Element D: Proactive Prevention

The FDIC met all 14 measures for FY 2022. FDIC has made efforts to prevent discrimination and to identify and eliminate

barriers to EEO by monitoring progress for achieving EEO throughout the year. Some of the FDIC Performance Goals

(FPGs) for 2022 focused on improving workforce representation, reasonable accommodation efficiency and enhancing

EEO complaint procedures. Offices provide quarterly updates on the status of each goal in the performance goal reporting 

system. SEPMs report quarterly on their engagement with divisions and offices in connection with the DEIA plans tailored 

to divisional needs and circumstances. These plans supplement the agency-wide DEI Strategic Plan.

EEOC FORM 715-01 | PART E
FDIC/FY 2022 7

Essential Element E: Efficiency 

2 As requested by the EEOC, the FDIC workforce analysis uses the new CLF and focuses on females, Hispanics, senior pay, disability and 

Science, Technology, Engineering, and Mathematics (STEM) mission critical occupations. 

The FDIC met 30 of 31 measures for FY 2022. This element demonstrates the most improvement from FY 2021, increasing 

the measure of success from 83 to 97 percent because of strategies implemented to improve EEO complaint processing. 

This includes maintaining an efficient, fair, and impartial complaint process. The average time for the agency to process 

acceptance letters was 44 days. We met with the contractor working FDIC’s EEO complaints several times via conference 

call to address noted deficiencies and concerns that resulted in less delays in processing complaints without errors. OMWI 

has two internal attorneys that conduct legal sufficiency reviews for the office to ensure that the agency’s EEO function is 

separate from our defensive function. FDIC continues to encourage the widespread use of Alternative Dispute Resolution 

with the continued goal of bolstering the overall organizational numbers to resolve conflict early in a dispute at the 

lowest level possible. The outstanding measure in this section is that the data collection system in place for Reasonable 

Accommodation did not have all of the elements of an effective and accurate data collection system as set forth in 29 CFR 

1614.203(b)(4). The new Reasonable Accommodation Coordinator currently uses SharePoint while FDIC is in the process 

of building an automated system as required by the EEOC. This system should be completed by the end of FY 2023. 

Essential Element F: Responsiveness and Legal Compliance

The FDIC met 11 of 12 measures for FY 2022. We continue to comply with all EEO statutes and EEOC regulations, policy 

guidance and other written instructions timely. In addition, the agency timely responds and complies with EEOC orders 

and ensures that complainants’ rights are preserved by adequately adjudicating complaints. During FY 2022, FDIC noticed 

that a few complaint numbers in the No FEAR Act report we submitted to EEOC for FY 2021 were not accurate. As part of 

the FY 2022 report submitted to EEOC, we addressed those items to ensure an accurate report which has been posted on 

the FDIC public website. 

These examples illustrate that the FDIC’s EEO Program is strong and continues to make meaningful progress on the six 

essential elements of a Model EEO program. The next section will highlight our current workforce representation. 

Part E.3 - Executive Summary: Workforce Analyses 

The FDIC used several different data sources to prepare the FY 2022 MD-715 report: the National Finance Center (NFC), 

Monster and FDIC internal data base systems. NFC data is as of September 30, 2022 as required by the EEOC and our 

internal data base systems utilized FY 2022 data reconciled as of October 14, 2022. Due to the differences with the data 

pull, some numbers or percentages will not be equal but will be within statistical equivalence. The goal for the FY 2023 

report will be to update current codes in NFC and our internal data base so we can get the data from one source along 

with the applicant data from Monster. 

EEOC provided the latest published benchmarks covering census data from years 2014 through 2018, including the civilian 

labor force (CLF) statistics, which serve as the Federal standard for comparing the participation rates within EEO groups.2

In FY 2022 the Corporation’s total workforce decreased by 154 employees bringing the total workforce to 5,882 as 

of the end of FY 2022. During the reporting period, the number of permanent employees decreased by 121, and 

temporary employees decreased by 33 compared to the prior fiscal year. The racial and ethnic diversity of the FDIC’s 

permanent workforce was statistically equivalent to FY 2021 percentages. While we have made measurable progress 

with regard to diverse representation in our workforce, FDIC understands the need to assess current recruitment and 

retention strategies, including those of Hispanics and consider new ones for White females who had the largest ratio 

change in representation from the prior year. Below is a summary of the FDIC workforce profile for FY 2022, noting key 

improvements and ongoing challenges with regard to workforce representation. 

EEOC FORM 715-01 | PART E
FDIC/FY 2022 8

At the end of the FY 2022 reporting cycle, FDIC’s permanent workforce totaled 5,503, down from 5,624 in FY 2021—

a decrease of 2.15 percent:

• Personnel on the Corporate Grade (CG) pay scale make up 85.24 percent (4,691) of the permanent workforce: 

55.43 percent are male and 44.57 percent are female which is below their CLF of 48.21 percent. 

• Personnel on the Leadership pay scale3 make up 14.79 percent (812) of the permanent workforce: 60.71 percent are

male and 39.29 percent are female based on the CG pay; this is a lower than expected participation rate of females 

in the leadership pay scale. Of this group, more than 128 executives and equivalents are represented.

• Hispanics continue to lag behind the CLF within our permanent workforce of 12.98 percent with FY 2022 rate 

of 4.58 percent which is an increase from FY 2021 of 3.95 percent. 

• Personnel receiving senior pay (CG grades 13-15 and above) shows Black females have a less than expected 

participation rate above the CG-13 pay grade; Black males have a less than expected participation at the CG-15 

and CM-02 levels; Asian females have a less than expected participation rate at the CG-13 and CM-01 levels; and 

White females have a lower than expected participation rate at the CG-15 and CM-01 levels. 

• FDIC is exceeding all disability and disability related Section 501 goals. 

3 Leadership Pay consists of Corporate Managers, Corporate Experts, Inspector General, Administrative Law and Executives Managers.

FEMALES

Table 1 shows workforce distribution for ethnic/racial information (ERI) and sex. “Ethnicity and Race Identification” allows 

employees and applicants to select multiple racial and ethnic categories for self-identification. Review of the FY 2022 data 

against the new CLF statistics revealed that Hispanic males, Hispanic females and White females have less-than-expected 

participation rates across the organization. 

The permanent workforce had 56.21 percent males and 43.79 percent females. Within this group, Black females comprise 

the largest minority group (12.14 percent). When the overall workforce is compared to the CLF, Hispanic males, Hispanic 

females and White females have a lower representation than their respective benchmark by greater than one percentage 

point. Table 1 below shows FDIC’s FY 2022 workforce as compared to FY 2021 and the CLF. 

TABLE 1. FDIC WORKFORCE, ERI AND GENDER (PERCENT), BY FISCAL YEAR AND CLF

MALES FEMALES

FY 2022 FY 2021 CLF FY 2022 FY 2021 CLF

HISPANIC 2.62 2.36 6.82 1.96 1.69 6.16

WHITE 41.18 41.66 35.65 24.77 25.68 31.82

BLACK 6.29 6.21 5.70 12.14 11.91 6.61

ASIAN 4.58 4.11 2.19 4.11 3.79 2.18

NH/PI 0.09 0.09 0.08 0.04 0.04 0.08

AI/AN 0.56 0.57 0.31 0.29 0.30 0.31

2 OR MORE 0.31 0.23 1.05 0.31 0.31 1.05

Source: NFC MD-715-A1 Permanent Workforce Distribution; highlights shows lower than expected participation rates. 

(NH/PI stands for Native Hawaiian and Other Pacific Islander; AI/AN stands for American Indian and Alaskan Native; 

TM stands for 2 or More Races). 

EEOC FORM 715-01 | PART E
FDIC/FY 2022 9

MD-715 A-1 table reveals female permanent workforce participation rate had a low entry and high exit rate during FY 2022.

Specifically, the data shows that females make up 41.84 percent of permanent new hires and 48.28 percent of employee 

losses. The highest type of employee loss is retirement where females are at 56.03 percent of all retirements. When 

looking at female retirements, the largest group is White females, who were 35.11 percent of all retirees even though their 

participation rate stands at 24.77 percent of the permanent workforce and 17.93 percent of permanent new hires. This 

shows that White females departed at almost double their hiring rate and a 10.34 percent net change below their overall 

workforce participation rate. White females also had a negative net change of 5.61 from FY 2021 to FY 2022 which was the 

highest of any group within FDIC. 

In alignment with EEOC’s yearly improvement objectives, FDIC has made progress with our Hispanic male and Hispanic 

female categories even though they still fall below their CLF representation. Specifically, within our permanent workforce, 

Hispanic females increased by 13 employees and Hispanic males increased by 11 employees from FY 2021. This is significant 

because the permanent workforce decreased from FY 2021 to FY 2022 while the Hispanic workforce increased. FDIC will 

continue to work on improving our Hispanic recruitment and retention through the HLRRTF and other ongoing strategies. 

SENIOR PAY 

As related to senior pay, 53.39 percent of FDIC’s permanent workforce is represented in CG grades 13–15 and 14.76 percent 

of the workforce is represented in leadership pay which makes up FDIC total senior pay scale as defined in EEOC’s guidance. 

Workforce data shows that males make up 58.75 percent of FDIC’s workforce within CG grades 13-15 and 60.64 percent 

of our leadership pay. The largest gap for females occurs at the Executive levels that are equivalent to SES in the 

government and Corporate Manager (CM) positions at FDIC. Black females within our leadership pay grades have 

a participation rate of 6.85 percent in these grades even though the comparison benchmark for them is 11.81 percent. 

Table 2 shows the notably lower representation of Black females within the CG grades 13-15 in contrast to their workforce 

representation. CG-14 is the most populous grade within FDIC with almost 24 percent of the workforce within this 

grade. White and Black females are the only two groups with a less than expected participation rate as it relates to their 

overall representation in FDIC’s workforce in this grade. Among bank examiners in the senior pay scale, Black females’ 

representation is lower than expected in CG-15, CM-01 and CM-02 grades. White females’ participation is lower than 

expected in CG-15 and CM-01 grades. 

TABLE 2. FDIC SENIOR PAY AND EXECUTIVES, ERI AND GENDER (PERCENT), BY GRADE/RANK

HISPANIC 

OR LATINO

WHITE BLACK ASIAN AI OR AN NH OR PI TWO 

OR MORE

M F M F M F M F M F M F M F

BENCHMARK 2.89 1.85 41.54 25.02 6.02 11.81 4.16 3.92 0.09 0.04 0.36 0.20 1.18 0.93

OCLF (0570) 3.90 4.60 44.10 32.80 3.00 4.90 2.30 2.30 0.00 0.10 0.10 0.20 0.80 0.90

EXECUTIVES 1.91 0.64 49.68 28.03 7.01 3.82 3.18 3.82 0.00 0.00 0.00 0.00 0.64 1.27

CM-02 1.62 1.62 42.70 31.89 3.24 7.57 3.78 4.86 0.00 0.00 0.00 0.00 2.16 0.54

CM-01 2.53 1.48 50.21 25.95 6.54 7.59 2.32 1.48 0.00 0.00 0.21 0.00 1.05 0.63

CG-15 3.17 0.90 50.38 22.62 3.02 4.53 6.79 5.28 0.30 0.00 0.60 0.30 1.21 0.00

CG-14 2.38 1.73 43.68 23.68 6.35 10.04 4.91 4.98 0.00 0.00 0.58 0.14 0.79 0.72

CG-13 2.63 1.43 40.57 25.66 5.81 14.69 3.62 2.08 0.00 0.22 0.22 0.33 1.32 1.43

Source: FDIC MD-715 Table A4; highlights shows lower than expected participation rates within our Senior Pay.

EEOC FORM 715-01 | PART E
FDIC/FY 2022 10

MISSION CRITICAL OCCUPATIONS 

FDIC has five mission critical occupations (MCO), listed below in Table 3 that comprises 63.98 percent of the permanent 

workforce for FY 2022. The table shows the percentage of FY 2022 permanent workforce. When comparing the Occupational 

CLF (OCLF) to FDIC’s MCOs, Hispanics and White females have a less than expected participation rate within our workforce 

and MCOs because the majority of our workforce reside in these five positions. 

TABLE 3. TOP FIVE MISSION CRITICAL OCCUPATIONS 

JOB SERIES/TITLE WORKFORCE PERCENT 

0570/FINANCIAL INSTITUTION EXAMINING 44.72

2210/INFORMATION TECHNOLOGY MANAGEMENT 7.45

0905/ATTORNEY 5.72

1101/GENERAL BUSINESS & INDUSTRY 5.40

0110/ECONOMIST 1.24

Source: NFC A6P MD715 table 

The workforce data table A6-P shows that almost 45 percent of FDIC’s permanent workforce is in mission critical occupation 

Financial Institution Examining (0570). Looking at this workforce breakout, there is a lower than expected participation rate 

of Hispanic males, Hispanic females and White females as compared to their OCLF. Because a majority of employees in the 

FDIC’s senior pay scale are within this mission critical occupation, we compared their senior pay participation to the OCLF 

to see if this could explain the less than expected participation rates. White females have a lower than expected participation 

rate in all our MCOs occupations except Attorneys. Breaking down the females with lower than expected participations 

rates shows: Hispanics females in occupation series 570, 905 and 1101 while White females have a lower than expected 

participation rate within 570, 1101, 2210 and 0110. Table 4 below shows a clear breakout of the Hispanic and White female 

populations within our mission critical occupations that highlights where FDIC could improve our recruitment and retention 

in these population. 

TABLE 4. FDIC FEMALE MISSION CRITICAL OCCUPATIONS (PERCENT), BY ERI AND CATEGORY

JOB SERIES

FEMALES OCLF HISPANIC/F HISPANIC/F 

OCLF

WHITE/F WHITE/F 

OCLF

0570/FINANCIAL 

INSTITUTION 

EXAMINING 

39.49 45.80 1.61 4.60 28.42 32.80

2210/INFORMATION 

TECHNOLOGY 

MANAGEMENT 

29.10 27.80 1.22 1.60 9.02 21.60

0905/ATTORNEY 42.59 37.10 1.26 2.50 30.28 28.50

1101/GENERAL 

BUSINESS & INDUSTRY

37.95 54.30 0.99 5.55 23.10 36.40

0110/ECONOMIST 31.82 32.00 1.52 2.00 10.61 24.10

Source: FDIC MD-715 Table A6P; Highlights shows lower than expected participation rates 

EEOC FORM 715-01 | PART E
FDIC/FY 2022 11

A deeper dive into the specific race, ethnicity of these females reveals that, the FDIC participation of Hispanic females 

OCLF is 5.55 percent in General business as compared to FDIC participation rate of 0.99 percent. In addition, Hispanic 

females also have a less than expected participation rate in the Attorneys and Financial Administration and program 

occupations. White females have a less than expected participation rate in four of the five mission critical occupations; 

the exception is the Attorney occupation. Hispanic males have a lower than expected participation rate within the 

Economist and Financial Institution Examining occupational series. These less than expected participation rates in our 

MCOs contribute to a less than expected female participation rate within the FDIC permanent workforce. To improve 

these participation rates, FDIC will work to identify barriers in these areas and monitor this data for trends so that we 

can access the effectiveness of our strategies. 

DISABILITY 

In FY 2022, FDIC continued to exceed the federal sector 501 goals for employing persons with disabilities (PWD) and persons 

with targeted disabilities (PWTD), as shown in Figure 1. PWTD employees represented 2.58 percent of the FDIC permanent 

workforce, and PWD employees represented 12.43 percent of the workforce, PWTD had an increase from the FY 2021 

participation rate of 2.52 percent and PWD showed an increase also from 11.81 percent in FY 2021. Across the workforce, 

more than 83 percent (4,605) of permanent employees are coded as not having a disability and 2.47 percent (136) elected 

not to identify their disability. As related to the Section 501 goals for our disabled permanent workforce in grades 0-10 and 

11-SES equivalent, FDIC exceeded these goals for each group. 

FIGURE 1. FDIC PERMANENT WORKFORCE, DISABILITY AND TARGETED DISABILITY, BY FISCAL YEAR

Source: NFC MD-715 Table B1 

As Disability relates to our MCO workforce, table 6 shows that only General Business industry is meeting the Section 501 

Goal. Our most populous MCO, Financial Institution Examining PWD is well below the Section 501 goal of 12 percent. When 

we look at PWD by grade, representation of both PWD and PWTD is below the Section 501 goal in CG 9, CG 11 and CM2. In the 

Information Technology and Attorneys categories, the occupational participation rate for PWD falls below the Section 501 

goal for PWD. In the majority of our MCOs, representation of PWTDs exceeds the Section 501 goal of 2 percent. 

2021

2022

501 Goal

 14

 12

 10

 8

 6

 4

 2

 0 

 11.81 12.43 12.00

 PWD PWTD

 2.52 2.58 2.00

EEOC FORM 715-01 | PART E
FDIC/FY 2022 12

The FDIC monitors workforce statistics on an ongoing basis and takes action to attract, develop, and maintain a diverse 

workforce representative of the applicant pool. We will analyze the FY 2022 data further as part of our ongoing and future 

barrier analysis efforts. The accomplishments section below highlights some progress we have made through initiatives 

developed in part based on FY 2021 data.4

4 Some data integrity issues affected the completeness of the data. For instance, Monster applicant data did not include all required 

fields to complete Part J. The FDIC template still used outdated mapping codes and did not include all required fields needed to complete 

the report. For data outside of applicant data, the most complete data set was the NFC data which was provided directly to the EEOC. We will 

be working with NFC to map supervisory information in accordance with the regulatory requirements for Table 3 and to make sure tables 6-8 

calculations reflect EEOC guidance. When evaluating the data for triggers, the FDIC used the standard of one percent or more lower than the 

corresponding benchmark, to determine whether it is significant enough to require further investigation.

PART E.4 - EXECUTIVE SUMMARY: ACCOMPLISHMENTS 

The FDIC has developed and implemented strategies for advancing DEIA across the agency. The work our divisions and 

offices have completed during FY 2022 aligns directly with our DEI Strategic Plan. Highlighted below are some of the 

notable FDIC accomplishments. 

Notable Accomplishments: 

• Essential Element Self-Assessment increase from 95 to 97 percent 

• Hispanic females’ workforce representation increased from FY 2021

• Exceeded Section 501 goals 

• Hired Reasonable Accommodation Program Manager 

Agency leadership played a significant role in demonstrating and communicating the agency’s commitment to DEIA through 

their engagement on initiatives and ongoing time commitment. The EAC, comprised of the FDIC’s most senior leaders, met 

monthly to discuss DEIA matters. Each month, a representative from an employee resource group (ERG) met with the EAC to 

share perspectives. ERGs also met directly with the Chairman to communicate their members’ insights on fostering DEIA to 

advance the FDIC mission and bolster employee engagement. The FDIC has executive sponsors who are overseeing specific 

objectives of the DEI Strategic Plan to support implementation. In addition, Regional Directors discussed DEIA strategies 

with regional and field office employees. Through these efforts, we continue to demonstrate the importance of DEIA through 

leadership support. 

In an effort to improve the agency’s Hispanic workforce representation, the FDIC established an executive level task force, 

HLRRTF, to address challenges for Hispanic recruitment and retention. While the agency is being intentional in its efforts to 

reach individuals that self-identify as Hispanic, the FDIC will continue recruiting strategically to reach all available talent in 

the labor market, providing upward mobility opportunities to current employees, and supporting employee engagement at 

all levels.

The Chief Financial Officer Organization partnered with stakeholders to create strategies to recruit and hire candidates from 

populations with lower than expected participation rates within CFOO with a particular emphasis on Hispanic, Asian and 

PWD/PWTD. They leveraged the Pathways intern program to recruit a diverse group of less senior employees so that they 

are well positioned for a future of diverse representation. As a result, they hired 14 new Pathways interns in FY 2022. 

For FY 2022, Corporate University continued its signature Cultivating DEI @ CU on Wednesday programs. During this monthly 

discussion series, CU covered some of the following topics: The danger of a Single Story, Invisible Disabilities, Promoting 

Racial Equity in the Workplace, Building/Maintaining a Remote Work Culture, Anti-Asian Bias, and Bias against Working 

Moms. They completed over seven discussions during FY 2022. 

The Division of Insurance and Research (DIR) conducted DEI training and exercises at their Division All-Hands Conference 

through a session on Respecting Differences for Cultural Competence-An Introduction to Core Identities. Other events 

included diversity dialogues, a mini-mentoring program and hearing from ERGs throughout the year. Some of DIR’s Diversity 

Dialogues included topics on constructive conflict, disabilities associated with mental illness and three ways to be a better 

ally in the workforce. These and other events spanned from March 2022 to December 2022. 

EEOC FORM 715-01 | PART E
FDIC/FY 2022 13

The Legal Division implemented a knowledge-transfer process by offering employees the opportunity to cross-train and 

increase visibility working on high-profile projects. The Legal Executive Management Shadowing Rotational Program is a 

90-day detail assignment that provides exposure to senior FDIC leaders who share insights into business operations while 

demonstrating how the division resolves complex issues. In addition to business unit and legal subject matter, the program 

includes training on leadership, communication, staffing, budgeting, and issues such as labor and employment.

The Office of the Ombudsman is using staff meetings to solicit feedback and encourage open discussion by allotting time 

for “unscripted” staff comments, feedback, and observations regarding the office, FDIC and the general state of the banking 

industry. Multiple meetings and discussions were held with staff to discuss the results of the 2022 FEVS, with particular focus 

on those components that reflected material declines compared to previous surveys. The Internal Ombudsman facilitated a 

staff-only meeting to discuss the findings and to solicit additional feedback on the areas of material decline. 

Office of Communications (OCOM) at all staff meetings begins with the “ASL Word of the Day”, where and employee teaches 

a new sign to staff, elevating her within the team, creating more understanding of Deaf culture and as a way to improve 

inclusion. OCOM finalized their “To-Be” structure, creating lines of succession for various position series across different 

functional areas in OCOM. They also worked with employees on desk audits, with management’s support.

The Chief Information Officer Organization (CIOO) implemented a comprehensive and multi-pronged approach to strengthen 

the CIOO workplace culture, using the Expression of Interest (EOI) program to provide developmental opportunities for aspiring 

leaders. CIOO has had a significant amount of EOIs involving temporary promotion opportunities, including for leadership roles. 

CIOO used information and recommendations gained through a 2021 Pulse Survey, Ask Me Anything sessions and other venues 

to identify ways to strengthen and support a culture of inclusion and excellence. 

FDIC moved toward making our buildings and training centers more accessible during FY 2022. These initiatives included: 

• Listen Everywhere – Adaptive Listening Capability throughout the training center (in three buildings 2A, 2B and 3B, 

as well as the Hove auditorium). 

o Capability was also incorporated into the Bair auditorium.

o Allows hearing impaired individuals to use any blue tooth enabled device (hearing aide, BT headphones, 

iPhones, iPads, laptops, etc.) to receive amplified audio. 

• Hove auditorium

o Separate access designed to allow wheel chair bound speakers access to the stage area

o Size appropriate row dedicated to accommodate wheel chair participants

• ADA compliant ramps installed (vice steps) in areas where the floor level in the hallways is different.

For additional information about specific DEIA activities conducted by FDIC Divisions and Offices, please see our 2022 Section 

342 Dodd-Frank Wall Street Reform and Consumer Protection Act Report to Congress included as Attachment L. The next 

section will discuss our planned activities for FY 2023 as FDIC is committed to sustaining a work environment in which all 

employees have a fair and equal chance to succeed and will continue to make DEIA our priority in FY 2023. 

EEOC FORM 715-01 | PART E
FDIC/FY 2022 14

PART E.5 - EXECUTIVE SUMMARY: PLANNED ACTIVITIES

Our commitment to establishing and maintaining a diverse workforce and accessible and inclusive environment within the 

FDIC and across financial services industry has been demonstrated over the last year with our numerous accomplishments 

linked to our DEI Strategic Plan. In FY 2023, we will build upon these efforts our data driven approach to push our efforts 

forward. We will also continue to implement initiatives in five key areas from the prior barrier analysis: 

1. Recruitment: The Minority Recruitment Task force will evaluate applicant flow data to identify potential gaps in 

the recruitment process and solicit feedback from prospective job seekers about their interest in FDIC employment 

opportunities by surveying applicants; 

2. Hiring: We are creating a dashboard to analyze the applicant data aggregated and separated to key in on our entry level

Financial Institution Specialist positions. This dashboard will include all aspects of the recruitment process to give the 

Minority Recruitment Task Force members data concerning the hiring process. This will allow for the identification of 

potential barriers within the hiring process and to see if pandemic- era changes have made any difference; 

3. Talent Management: Continue to ensure that feedback, opportunities and awards are distributed consistent with 

criteria that support FDIC’s DEIA mission, values and goals. Continue developing the infrastructure that provides 

timely and effective accommodation for people with disabilities; 

4. Culture: FDIC is continuing its pay equity program in FY 2023 focusing on supervisory positions. Advertise the 

support services that FDIC has for eligible dependents and LGBTQ+; 

5. Leadership: Encourage employees to participate in leadership training programs that were developed to help 

create a pipeline of promotion-eligible employees such as the Leadership Excellence Acceleration Program and 

Special Assistant Rotation Program. 

Conclusion

The FDIC has taken many steps to achieve and maintain a Model EEO program. The continued implementation of our DEI Strategic 

Plan, completion of FPGs and newly developed initiatives will further strengthen DEIA and equal employment opportunity at the 

FDIC. Currently, the FDIC has made internal changes (i.e., HLRRTF, Pay Adjustment Program, EOI Program, etc.) as provided by 

our DEI Strategic Plan. Because of this, we made significant strides and are working diligently to be even more successful with the 

continued support of FDIC senior leadership, management, employees and key partners.

EEOC FORM 715-01 | PART E
FDIC/FY 2022/ 15

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

CERTIFICATION OF ESTABLISHMENT OF CONTINUING EQUAL EMPLOYMENT OPPORTUNITY PROGRAMS

I, Nikita Pearson, Deputy to the Chairman for External Affairs and Director, Office of Minority and Women Inclusion, am 

the Principal EEO Director/Official for the Federal Deposit Insurance Corporation.

The agency has conducted an annual self-assessment of Section 717 and Section 501 programs against the essential 

elements as prescribed by EEO MD-715. If an essential element was not fully compliant with the standards of EEO 

MD-715, a further evaluation was conducted and as appropriate, EEO Plans for Attaining the Essential Elements of

a Model EEO Program, are included with this Federal Agency Annual EEO Program Status Report.

The agency has also analyzed its workforce profiles and conducted barrier analyses aimed at detecting whether 

any management or personnel policy, procedure or practice is operating to disadvantage any group based on race, 

national origin, gender or disability. EEO Plans to Eliminate Identified Barriers, as appropriate, are included with this 

Federal Agency Annual EEO Program Status Report.

I certify that proper documentation of this assessment is in place and being maintained for EEOC review upon request.

Signature of Principal EEO Director/Official

Certifies that this Federal Agency Annual EEO Program Status Report is in compliance with 

EEO MD-715.

Date

Signature of Agency Head or Agency Head Designee Date

EEOC FORM 715-01 | PART F

06/01/2023

06/01/2023
FDIC/FY 2022 16

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

The Part G Self-Assessment Checklist is a series of questions designed to provide federal agencies with an effective means for 

conducting the annual self-assessment required in Part F of MD-715. This self-assessment permits EEO Directors to recognize, 

and to highlight for their senior staff, deficiencies in their EEO program that the agency must address to comply with MD-715's 

requirements. Nothing in Part G prevents agencies from establishing additional practices that exceed the requirements set forth in 

this checklist.

All agencies will be required to submit Part G to EEOC. Although agencies need not submit documentation to support their Part G 

responses, they must maintain such documentation on file and make it available to EEOC upon request.

The Part G checklist is organized to track the MD-715 essential elements. As a result, a single substantive matter may appear in 

several different sections, but in different contexts. For example, questions about establishing an anti-harassment policy fall within 

Element C (Management and Program Accountability), while questions about providing training under the anti-harassment policy 

are found in Element A (Demonstrated Commitment from Agency Leadership). 

For each MD-715 essential element, the Part G checklist provides a series of "compliance indicators." Each compliance indicator, 

in turn, contains a series of “yes/no” questions, called “measures.” To the right of the measures, there are two columns, one for 

the agency to answer the measure with "Yes", "No", or "NA;" and the second column for the agency to provide “comments”, if 

necessary. Agencies should briefly explain any “N/A” answer in the comments. For example, many of the sub-component agencies 

are not responsible for issuing final agency decisions (FADs) in the EEO complaint process, so it may answer questions about FAD 

timeliness with "NA" and explain in the comments column that the parent agency drafts all FADs.

 A "No" response to any measure in Part G is a program deficiency. For each such "No" response, an agency will be required in Part 

H to identify a plan for correcting the identified deficiency. If one or more sub-components answer “No” to a particular question, 

the agency-wide/parent agency’s report should also include that “No” response.

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST
FDIC/FY 2022 17

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ESSENTIAL ELEMENT A: DEMONSTRATED COMMITMENT FROM AGENCY LEADERSHIP

This element requires the agency head to communicate a commitment to equal employment opportunity 

and a discrimination-free workplace.

Compliance 

Indicator

Measures

A.1 - The agency issues an effective, 

up-to-date EEO policy statement.

Measure 

Met?

(Yes/No/

NA)

Comments Current 

Part G 

Questions

A.1.a Does the agency annually issue 

a signed and dated EEO policy 

statement on agency letterhead that 

clearly communicates the agency’s 

commitment to EEO for all employees 

and applicants? If “yes”, please 

provide the annual issuance date in 

the comments column. [see MD-715, 

II(A)]

Yes April 26,2022 A.1.a.2

A.1.b Does the EEO policy statement 

address all protected bases (age, 

color, disability, sex (including 

pregnancy, sexual orientation and 

gender identity), genetic information, 

national origin, race, religion, and 

reprisal) contained in the laws EEOC 

enforces? [see 29 CFR § 1614.101(a)] 

Yes New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT A
FDIC/FY 2022 18

Compliance 

Indicator

Measures

A.2 – The agency has communicated 

EEO policies and procedures to all 

employees.

Measure 

Met?

(Yes/No/

NA)

Comments Current 

Part G 

Questions

A.2.a Does the agency disseminate the 

following policies and procedures 

to all employees:

A.2.a.1 Anti-harassment policy? [see MD 715, 

II(A)] 

Yes New

A.2.a.2 Reasonable accommodation 

procedures? [see 29 C.F.R § 

1614.203(d)(3)]

Yes New

A.2.b Does the agency prominently post the 

following information throughout the 

workplace and on its public website: 

A.2.b.1 The business contact information 

for its EEO Counselors, EEO Officers, 

Special Emphasis Program Managers, 

and EEO Director? [see 29 C.F.R § 

1614.102(b)(7)]

No FDIC intranet site was 

updated 4/17/2023 and 

the EEO Posters are in the 

process of being updated. 

New

A.2.b.2 Written materials concerning the EEO 

program, laws, policy statements, and 

the operation of the EEO complaint 

process? [see 29 C.F.R § 1614.102(b)

(5)]

Yes A.2.c

A.2.b.3 Reasonable accommodation 

procedures? [see 29 C.F.R. § 

1614.203(d)(3)(i)] If so, please provide 

the internet address in the comments 

column.

Yes A.3.c

A.2.c Does the agency inform its employees 

about the following topics: 

Yes

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT A
FDIC/FY 2022 19

A.2.c.1 EEO complaint process? [see 29 CFR 

§§ 1614.102(a)(12) and 1614.102(b)(5)]

If “yes”, please provide how often. 

Yes Biennial No FEAR Act 

training and Annual 

supervisor EEO and 

Diversity training. 

Materials Posted 

throughout FDIC 

locations. 

A.2.a

A.2.c.2 ADR process? [see MD-110, Ch. 3(II)(C)] 

If “yes”, please provide how often. 

Yes Biennial No FEAR Act 

training and Annual 

supervisor EEO and 

Diversity training. 

Materials Posted 

throughout FDIC 

locations. 

New

A.2.c.3 Reasonable accommodation 

program? [see 29 CFR § 1614.203(d)

(7)(ii)(C)] If “yes”, please provide how 

often. 

Yes Biennial No FEAR Act 

Training and Annual 

new supervisor EEO and 

Diversity training. Also, biweekly and quarterly new 

employee orientations, 

and bi-monthly supervisor 

trainings.

New

A.2.c.4 Anti-harassment program? [see EEOC 

Enforcement Guidance on Vicarious 

Employer Liability for Unlawful 

Harassment by Supervisors (1999), 

§ V.C.1] If “yes”, please provide how 

often.

Yes New Supervisor EEO and 

Diversity and Biennial No 

FEAR Act Training.

New

A.2.c.5 Behaviors that are inappropriate 

in the workplace and could result 

in disciplinary action? [5 CFR § 

2635.101(b)] If “yes”, please provide 

how often.

Yes Biennial No FEAR Act 

Training. Supervisor 

Training

A.3.b

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT A
FDIC/FY 2022 20

Compliance 

Indicator

Measures

A.3 - The agency assesses and 

ensures EEO principles are part 

of its culture.

Measure 

Met?

(Yes/No/

NA)

Comments Current 

Part G 

Questions

A.3.a Does the agency provide recognition 

to employees, supervisors, 

managers, and units demonstrating 

superior accomplishment in equal 

employment opportunity? [see 29 CFR 

§ 1614.102(a) (9)] If “yes”, provide one 

or two examples in the comments 

section.

Yes Each year the Chairman 

at the annual awards 

ceremony presents the 

Annie D. Moore EEO, 

Diversity and Inclusion 

Award to an executive 

and a non-executive 

employee Annie D. 

Moore EEO Diversity and 

Inclusion Award.

New

A.3.b Does the agency utilize the Federal 

Employee Viewpoint Survey or other 

climate assessment tools to monitor 

the perception of EEO principles within 

the workforce? [see 5 CFR Part 250]

Yes New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT A
FDIC/FY 2022 21

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ESSENTIAL ELEMENT B: INTEGRATION OF EEO INTO THE AGENCY’S STRATEGIC MISSION

This element requires that the agency’s EEO programs are structured to maintain a workplace that is free 

from discrimination and support the agency’s strategic mission.

Compliance 

Indicator

Measures

B.1 - The reporting structure for the 

EEO program provides the principal 

EEO official with appropriate 

authority and resources to 

effectively carry out a successful 

EEO program.

Measure 

Met?

(Yes/No/

NA)

Comments

B.1.a Is the agency head the immediate 

supervisor of the person (“EEO 

Director”) who has day-to-day control 

over the EEO office? [see 29 CFR 

§1614.102(b)(4)] 

Yes B.1.a

B.1.a.1 If the EEO Director does not report 

to the agency head, does the EEO 

Director report to the same agency 

head designee as the mission-related 

programmatic offices? If “yes,” please 

provide the title of the agency head 

designee in the comments.

N/A New

B.1.a.2 Does the agency’s organizational 

chart clearly define the reporting 

structure for the EEO office? [see 29 

CFR §1614.102(b)(4)]

Yes B.1.d

B.1.b Does the EEO Director have a 

regular and effective means of 

advising the agency head and other 

senior management officials of the 

effectiveness, efficiency and legal 

compliance of the agency’s EEO 

program? [see 29 CFR §1614.102(c)(1); 

MD-715 Instructions, Sec. I] 

Yes B.2.a

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT B
FDIC/FY 2022 22

B.1.c During this reporting period, did the 

EEO Director present to the head 

of the agency, and other senior 

management officials, the "State of 

the agency" briefing covering the 

six essential elements of the model 

EEO program and the status of the 

barrier analysis process? [see MD-715 

Instructions, Sec. I)] If “yes”, please 

provide the date of the briefing in the 

comments column. 

Yes September 29, 2022 B.2.b

B.1.d

Does the EEO Director regularly 

participate in senior-level staff 

meetings concerning personnel, 

budget, technology, and other 

workforce issues? [see MD-715, II(B)]

Yes New

Compliance 

Indicator

Measures

B.2 - The EEO Director controls all 

aspects of the EEO program.

Measure 

Met?

(Yes/No/

NA)

Comments

B.2.a Is the EEO Director responsible for 

the implementation of a continuing 

affirmative employment program 

to promote EEO and to identify and 

eliminate discriminatory policies, 

procedures, and practices? [see MD110, Ch. 1(III)(A); 29 CFR §1614.102(c)] 

Yes B.3.a

B.2.b Is the EEO Director responsible for 

overseeing the completion of EEO 

counseling [see 29 CFR §1614.102(c)

(4)]

Yes New

B.2.c Is the EEO Director responsible for 

overseeing the fair and thorough 

investigation of EEO complaints? [see 

29 CFR §1614.102(c)(5)] [This question 

may not be applicable for certain 

subordinate level components.]

Yes New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT B
FDIC/FY 2022 23

B.2.d Is the EEO Director responsible for 

overseeing the timely issuance of 

final agency decisions? [see 29 CFR 

§1614.102(c)(5)] [This question 

may not be applicable for certain 

subordinate level components.]

Yes New

B.2.e Is the EEO Director responsible for 

ensuring compliance with EEOC 

orders? [see 29 CFR §§ 1614.102(e); 

1614.502]

Yes F.3.b

B.2.f Is the EEO Director responsible 

for periodically evaluating the 

entire EEO program and providing 

recommendations for improvement 

to the agency head? [see 29 CFR 

§1614.102(c)(2)]

Yes New

B.2.g If the agency has subordinate level 

components, does the EEO Director 

provide effective guidance and 

coordination for the components? 

[see 29 CFR §§ 1614.102(c)(2) and (c)

(3)]

N/A The FDIC does not 

have subordinate level 

components.

New

Compliance 

Indicator

Measures

B.3 - The EEO Director and other 

EEO professional staff are involved 

in, and consulted on, management/

personnel actions.

Measure 

Met?

(Yes/No/

NA)

Comments

B.3.a Do EEO program officials participate 

in agency meetings regarding 

workforce changes that might impact 

EEO issues, including strategic 

planning, recruitment strategies, 

vacancy projections, succession 

planning, and selections for training/

career development opportunities? 

[see MD-715, II(B)]

Yes B.2.c & B.2.d

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT B
FDIC/FY 2022 24

B.3.b Does the agency’s current strategic 

plan reference EEO / diversity and 

inclusion principles? [see MD-715, 

II(B)] If “yes”, please identify the EEO 

principles in the strategic plan in the 

comments column. 

Yes These are two examples 

of EEO principles within 

FDIC Diversity, Equity, 

and Inclusion Strategic 

Plan for 2021-2023:

1.1 Culture of Excellence: 

Ensure every employee 

has the opportunity to 

develop and excel in their 

career and recognize and 

reward high performers.

2.1 Talent Acquisition: 

Ensure talent acquisition 

practices consistently 

provide equal 

opportunity and strive to 

close representation gaps 

at all levels. 

New

Compliance 

Indicator

Measures

B.4 - The agency has sufficient 

budget and staffing to support the 

success of its EEO program.

Measure 

Met?

(Yes/No/

NA)

Comments

B.4.a Pursuant to 29 CFR §1614.102(a)(1), 

has the agency allocated sufficient 

funding and qualified staffing to 

successfully implement the EEO 

program, for the following areas: 

B.4.a.1 to conduct a self-assessment of 

the agency for possible program 

deficiencies? [see MD-715, II(D)]

Yes B.3.b

B.4.a.2 to enable the agency to conduct 

a thorough barrier analysis of its 

workforce? [see MD-715, II(B)]

Yes B.4.a

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT B
FDIC/FY 2022 25

B.4.a.3 to timely, thoroughly, and fairly 

process EEO complaints, including 

EEO counseling, investigations, 

final agency decisions, and legal 

sufficiency reviews? [see 29 CFR § 

1614.102(c)(5) & 1614.105(b) – (f); MD110, Ch. 1(IV)(D) & 5(IV); MD-715, II(E)]

Yes E.5.b

B.4.a.4 to provide all supervisors and 

employees with training on the 

EEO program, including but not 

limited to retaliation, harassment, 

religious accommodations, disability 

accommodations, the EEO complaint 

process, and ADR? [see MD-715, II(B) 

and III(C)] If not, please identify the 

type(s) of training with insufficient 

funding in the comments column. 

Yes B.4.f & B.4.g

B.4.a.5 to conduct thorough, accurate, 

and effective field audits of the EEO 

programs in components and the 

field offices, if applicable? [see 29 CFR 

§1614.102(c)(2)]

Yes E.1.c

B.4.a.6 to publish and distribute EEO 

materials (e.g. harassment 

policies, EEO posters, reasonable 

accommodations procedures)? [see 

MD-715, II(B)]

Yes B.4.c

B.4.a.7 to maintain accurate data collection 

and tracking systems for the following 

types of data: complaint tracking, 

workforce demographics, and 

applicant flow data? [see MD-715, 

II(E)]. If not, please identify the 

systems with insufficient funding in 

the comments section.

Yes New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT B
FDIC/FY 2022 26

B.4.a.8 to effectively administer its special 

emphasis programs (such as, 

Federal Women’s Program, Hispanic 

Employment Program, and People 

with Disabilities Program Manager)? 

[5 USC § 7201; 38 USC § 4214; 5 CFR § 

720.204; 5 CFR § 213.3102(t) and (u); 5 

CFR § 315.709]

No While the FDIC recruited 

to fill positions during 

FY 2022, there were staff 

transitions among the 

SEPMs and the supervisor 

who directs their work. 

Certain activities were not 

effectively administered, 

such as some analyses and 

the programmatic parts 

of the Disability program. 

On January 30, 2023, a 

supervisor with extensive 

AEP expertise joined and 

implemented corrective 

measures.

B.3.c, 

B.3.c.1, 

B.3.c.2, & 

B.3.c.3

B.4.a.9 to effectively manage its antiharassment program? [see MD715 Instructions, Sec. I); EEOC 

Enforcement Guidance on Vicarious 

Employer Liability for Unlawful 

Harassment by Supervisors (1999), § 

V.C.1]

Yes New

B.4.a.10 to effectively manage its reasonable 

accommodation program? [see 29 

CFR § 1614.203(d)(4)(ii)] 

Yes B.4.d

B.4.a.11 to ensure timely and complete 

compliance with EEOC orders? [see 

MD-715, II(E)]

Yes New

B.4.b Does the EEO office have a budget 

that is separate from other offices 

within the agency? [see 29 CFR § 

1614.102(a)(1)]

Yes New

B.4.c Are the duties and responsibilities of 

EEO officials clearly defined? [see MD110, Ch. 1(III)(A), 2(III), & 6(III)]

Yes B.1.b

B.4.d Does the agency ensure that all 

new counselors and investigators, 

including contractors and collateral 

duty employees, receive the required 

32 hours of training, pursuant to Ch. 

2(II)(A) of MD-110?

Yes E.2.d

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT B
FDIC/FY 2022 27

B.4.e Does the agency ensure that 

all experienced counselors and 

investigators, including contractors 

and collateral duty employees, 

receive the required 8 hours of annual 

refresher training, pursuant to Ch. 

2(II)(C) of MD-110?

Yes E.2.e

Compliance 

Indicator

Measures

B.5 - The agency recruits, hires, 

develops, and retains supervisors 

and managers who have effective 

managerial, communications, and 

interpersonal skills.

Measure 

Met?

(Yes/No/

NA)

Comments

B.5.a Pursuant to 29 CFR § 1614.102(a)

(5), have all managers and 

supervisors received training on their 

responsibilities under the following 

areas under the agency EEO program:

B.5.a.1 EEO Complaint Process? [see MD715(II)(B)]Yes New

B.5.a.2 Reasonable Accommodation 

Procedures? [see 29 C.F.R. § 

1614.102(d)(3)]

Yes A.3.d

B.5.a.3 Anti-Harassment Policy? [see MD715(II)(B)] Yes New

B.5.a.4 Supervisory, managerial, 

communication, and interpersonal 

skills in order to supervise most 

effectively in a workplace with diverse 

employees and avoid disputes arising 

from ineffective communications? 

[see MD-715, II(B)]

Yes New

B.5.a.5 ADR, with emphasis on the federal 

government’s interest in encouraging 

mutual resolution of disputes and 

the benefits associated with utilizing 

ADR? [see MD-715(II)(E)]

Yes E.4.b

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT B
FDIC/FY 2022 28

Compliance 

Indicator

Measures

B.6 - The agency involves managers 

in the implementation of its EEO 

program.

Measure 

Met?

(Yes/No/

NA)

Comments

B.6.a Are senior managers involved in the 

implementation of Special Emphasis 

Programs? [see MD-715 Instructions, 

Sec. I]

Yes New

B.6.b Do senior managers participate in the 

barrier analysis process? [see MD-715 

Instructions, Sec. I] 

Yes D.1.a

B.6.c When barriers are identified, do senior 

managers assist in developing agency 

EEO action plans (Part I, Part J, or the 

Executive Summary)? [see MD-715 

Instructions, Sec. I]

Yes D.1.b

B.6.d Do senior managers successfully 

implement EEO Action Plans and 

incorporate the EEO Action Plan 

Objectives into agency strategic 

plans? [29 CFR § 1614.102(a)(5)]

Yes D.1.c

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT B
FDIC/FY 2022 29

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ESSENTIAL ELEMENT C: MANAGEMENT AND PROGRAM ACCOUNTABILITY

This element requires the agency head to hold all managers, supervisors, and EEO officials responsible 

for the effective implementation of the agency’s EEO Program and Plan.

Compliance 

Indicator

Measures

C.1 - The agency conducts regular 

internal audits of its component 

and field offices.

Measure 

Met?

(Yes/No/

NA)

Comments

C.1.a Does the agency regularly assess 

its component and field offices for 

possible EEO program deficiencies? 

[see 29 CFR §1614.102(c)(2)] If ”yes”, 

please provide the schedule for 

conducting audits in the comments 

section.

N/A New

C.1.b Does the agency regularly assess its 

component and field offices on their 

efforts to remove barriers from the 

workplace? [see 29 CFR §1614.102(c)

(2)] If ”yes”, please provide the 

schedule for conducting audits in the 

comments section.

N/A New

C.1.c Do the component and field offices 

make reasonable efforts to comply 

with the recommendations of the field 

audit? [see MD-715, II(C)] 

N/A New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT C
FDIC/FY 2022 30

Compliance 

Indicator

Measures

C.2 – The agency has established 

procedures to prevent all forms of 

EEO discrimination.

Measure 

Met?

(Yes/No/

NA)

Comments

C.2.a Has the agency established 

comprehensive anti-harassment 

policy and procedures that comply 

with EEOC’s enforcement guidance? 

[see MD-715, II(C); Enforcement 

Guidance on Vicarious Employer 

Liability for Unlawful Harassment by 

Supervisors (Enforcement Guidance), 

EEOC No. 915.002, § V.C.1 (June 18, 

1999)]

Yes New

C.2.a.1 Does the anti-harassment policy 

require corrective action to prevent 

or eliminate conduct before it rises 

to the level of unlawful harassment? 

[see EEOC Enforcement Guidance 

on Vicarious Employer Liability for 

Unlawful Harassment by Supervisors 

(1999), § V.C.1]

Yes New

C.2.a.2 Has the agency established a firewall 

between the Anti-Harassment 

Coordinator and the EEO Director? 

[see EEOC Report, Model EEO 

Program Must Have an Effective AntiHarassment Program (2006]

Yes New

C.2.a.3 Does the agency have a separate 

procedure (outside the EEO complaint 

process) to address harassment 

allegations? [see Enforcement 

Guidance on Vicarious Employer 

Liability for Unlawful Harassment by 

Supervisors (Enforcement Guidance), 

EEOC No. 915.002, § V.C.1 (June 18, 

1999)]

Yes New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT C
FDIC/FY 2022 31

C.2.a.4 Does the agency ensure that the EEO 

office informs the anti-harassment 

program of all EEO counseling 

activity alleging harassment? [see 

Enforcement Guidance, V.C.]

Yes New

C.2.a.5 Does the agency conduct a prompt 

inquiry (beginning within 10 days 

of notification) of all harassment 

allegations, including those initially 

raised in the EEO complaint process? 

[see Complainant v. Dep’t of Veterans 

Affairs, EEOC Appeal No. 0120123232 

(May 21, 2015); Complainant v. Dep’t 

of Defense (Defense Commissary 

Agency), EEOC Appeal No. 0120130331 

(May 29, 2015)] If “no”, please provide 

the percentage of timely-processed 

inquiries in the comments column.

Yes New

C.2.a.6 Do the agency’s training materials 

on its anti-harassment policy 

include examples of disability-based 

harassment? [see 29 CFR 1614.203(d)

(2)]

Yes New

C.2.b Has the agency established disability 

reasonable accommodation 

procedures that comply with EEOC’s 

regulations and guidance? [see 29 CFR 

1614.203(d)(3)]

Yes New

C.2.b.1 Is there a designated agency 

official or other mechanism in 

place to coordinate or assist with 

processing requests for disability 

accommodations throughout the 

agency? [see 29 CFR 1614.203(d)(3)

(D)]

Yes E.1.d

C.2.b.2 Has the agency established a 

firewall between the Reasonable 

Accommodation Program Manager 

and the EEO Director? [see MD-110, 

Ch. 1(IV)(A)]

Yes New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT C
FDIC/FY 2022 32

C.2.b.3 Does the agency ensure that job 

applicants can request and receive 

reasonable accommodations during 

the application and placement 

processes? [see 29 CFR 1614.203(d)(1)

(ii)(B)]

Yes New

C.2.b.4 Do the reasonable accommodation 

procedures clearly state that the 

agency should process the request 

within a maximum amount of time 

(e.g., 20 business days), as established 

by the agency in its affirmative action 

plan? [see 29 CFR 1614.203(d)(3)(i)(M)]

Yes New

C.2.b.5 Does the agency process all 

accommodation requests within the 

time frame set forth in its reasonable 

accommodation procedures? [see 

MD-715, II(C)] If “no”, please provide 

the percentage of timely-processed 

requests in the comments column.

Yes E.1.e

C.2.c Has the agency established 

procedures for processing requests 

for personal assistance services that 

comply with EEOC’s regulations, 

enforcement guidance, and other 

applicable executive orders, 

guidance, and standards? [see 29 CFR 

1614.203(d)(6)]

Yes New

C.2.c.1 Does the agency post its procedures 

for processing requests for Personal 

Assistance Services on its public 

website? [see 29 CFR § 1614.203(d)

(5)(v)] If “yes”, please provide the 

internet address in the comments 

column.

Yes https://www.fdic.gov/

about/diversity/pdf/pas.

pdf

New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT C
FDIC/FY 2022 33

Compliance 

Indicator

Measures

C.3 - The agency evaluates 

managers and supervisors on their 

efforts to ensure equal employment 

opportunity.

Measure 

Met?

(Yes/No/

NA)

Comments

C.3.a Pursuant to 29 CFR §1614.102(a)

(5), do all managers and supervisors 

have an element in their performance 

appraisal that evaluates their 

commitment to agency EEO policies 

and principles and their participation 

in the EEO program?

Yes New

C.3.b Does the agency require rating 

officials to evaluate the performance 

of managers and supervisors based 

on the following activities:

C.3.b.1 Resolve EEO problems/

disagreements/conflicts, including 

the participation in ADR proceedings? 

[see MD-110, Ch. 3.I]

Yes A.3.a.1

C.3.b.2 Ensure full cooperation of employees 

under his/her supervision with 

EEO officials, such as counselors 

and investigators? [see 29 CFR 

§1614.102(b)(6)]

Yes A.3.a.4

C.3.b.3 Ensure a workplace that is free from 

all forms of discrimination, including 

harassment and retaliation? [see MD715, II(C)]

Yes A.3.a.5

C.3.b.4 Ensure that subordinate supervisors 

have effective managerial, 

communication, and interpersonal 

skills to supervise in a workplace 

with diverse employees? [see MD-715 

Instructions, Sec. I]

Yes A.3.a.6

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT C
FDIC/FY 2022 34

C.3.b.5 Provide religious accommodations 

when such accommodations do not 

cause an undue hardship? [see 29 CFR 

§1614.102(a)(7)]

Yes A.3.a.7

C.3.b.6 Provide disability accommodations 

when such accommodations do not 

cause an undue hardship? [ see 29 

CFR §1614.102(a)(8)]

Yes A.3.a.8

C.3.b.7 Support the EEO program in 

identifying and removing barriers to 

equal opportunity. [see MD-715, II(C)]

Yes New

C.3.b.8 Support the anti-harassment program 

in investigating and correcting 

harassing conduct. [see Enforcement 

Guidance, V.C.2]

Yes A.3.a.2

C.3.b.9 Comply with settlement agreements 

and orders issued by the agency, 

EEOC, and EEO-related cases from the 

Merit Systems Protection Board, labor 

arbitrators, and the Federal Labor 

Relations Authority? [see MD-715, II(C)]

Yes New

C.3.c Does the EEO Director recommend 

to the agency head improvements 

or corrections, including remedial 

or disciplinary actions, for managers 

and supervisors who have failed in 

their EEO responsibilities? [see 29 CFR 

§1614.102(c)(2)]

Yes There have not 

been any findings 

of discrimination.

New

C.3.d When the EEO Director recommends 

remedial or disciplinary actions, 

are the recommendations regularly 

implemented by the agency? [see 29 

CFR §1614.102(c)(2)]

Yes New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT C
FDIC/FY 2022 35

Compliance 

Indicator

Measures

C.4 – The agency ensures effective 

coordination between its EEO 

programs and Human Resources 

(HR) program.

Measure 

Met?

(Yes/No/

NA)

Comments

C.4.a Do the HR Director and the EEO 

Director meet regularly to assess 

whether personnel programs, 

policies, and procedures conform 

to EEOC laws, instructions, and 

management directives? [see 29 CFR 

§1614.102(a)(2)]

Yes New

C.4.b Has the agency established 

timetables/schedules to review at 

regular intervals its merit promotion 

program, employee recognition 

awards program, employee 

development/training programs, 

and management/personnel 

policies, procedures, and practices 

for systemic barriers that may be 

impeding full participation in the 

program by all EEO groups? [see MD715 Instructions, Sec. I]

No See, Part H, Plan 5. C.2.a, C.2.b, 

& C.2.c

C.4.c Does the EEO office have timely 

access to accurate and complete data 

(e.g., demographic data for workforce, 

applicants, training programs, etc.) 

required to prepare the MD-715 

workforce data tables? [see 29 CFR 

§1614.601(a)]

Yes New

C.4.d Does the HR office timely provide 

the EEO office with access to other 

data (e.g., exit interview data, climate 

assessment surveys, and grievance 

data), upon request? [see MD-715, II(C)]

Yes New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT C
FDIC/FY 2022 36

C.4.e Pursuant to Section II(C) of MD-715, 

does the EEO office collaborate with 

the HR office to:

C.4.e.1 Implement the Affirmative Action Plan 

for Individuals with Disabilities? [see 

29 CFR §1614.203(d); MD-715, II(C)]

Yes New

C.4.e.2 Develop and/or conduct outreach and 

recruiting initiatives? [see MD-715, 

II(C)]

Yes New

C.4.e.3 Develop and/or provide training for 

managers and employees? [see MD715, II(C)]

Yes New

C.4.e.4 Identify and remove barriers to equal 

opportunity in the workplace? [see 

MD-715, II(C)]

Yes New

C.4.e.5 Assist in preparing the MD-715 report? 

[see MD-715, II(C)]

Yes New

Compliance 

Indicator

Measures

C.5 - Following a finding of 

discrimination, the agency 

explores whether it should take a 

disciplinary action.

Measure 

Met?

(Yes/No/

NA)

Comments

C.5.a Does the agency have a disciplinary 

policy and/or table of penalties that 

covers discriminatory conduct? [see 

29 CFR § 1614.102(a)(6); see also 

Douglas v. Veterans Administration, 5 

MSPR 280 (1981)]

Yes C.3.a.

C.5.b When appropriate, does the agency 

discipline or sanction managers 

and employees for discriminatory 

conduct? [see 29 CFR §1614.102(a)

(6)] If “yes”, please state the number 

of disciplined/sanctioned individuals 

during this reporting period in the 

comments.

Yes There were no findings of 

discrimination issued in 

FY 2022.

C.3.c

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT C
FDIC/FY 2022 37

C.5.c If the agency has a finding of 

discrimination (or settles cases in 

which a finding was likely), does 

the agency inform managers and 

supervisors about the discriminatory 

conduct? [see MD-715, II(C)]

Yes New

Compliance 

Indicator

Measures

C.6 - The EEO office advises 

managers/supervisors on EEO 

matters.

Measure 

Met?

(Yes/No/

NA)

Comments

C.6.a Does the EEO office provide 

management/supervisory officials 

with regular EEO updates on at least an 

annual basis, including EEO complaints, 

workforce demographics and data 

summaries, legal updates, barrier analysis 

plans, and special emphasis updates? 

[see MD-715 Instructions, Sec. I] If “yes”, 

please identify the frequency of the EEO 

updates in the comments column.

Yes Annually. We also 

conduct regional 

briefings and share 

information at the 

Diversity and Inclusion 

Executive Advisory 

Council meetings.

C.1.a

C.6.b Are EEO officials readily available to 

answer managers’ and supervisors’ 

questions or concerns? [see MD-715 

Instructions, Sec. I]

Yes New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT C
FDIC/FY 2022 38

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ESSENTIAL ELEMENT D: PROACTIVE PREVENTION

This element requires that the agency head make early efforts to prevent discrimination 

and to identify and eliminate barriers to equal employment opportunity.

Compliance 

Indicator

Measures

D.1 - The agency conducts a 

reasonable assessment to monitor 

progress towards achieving 

equal employment opportunity 

throughout the year.

Measure 

Met?

(Yes/No/

NA)

Comments

D.1.a Does the agency have a process for 

identifying triggers in the workplace? 

[see MD-715 Instructions, Sec. I]

Yes New

D.1.b Does the agency regularly use the 

following sources of information 

for trigger identification: workforce 

data; complaint/grievance data; exit 

surveys; employee climate surveys; 

focus groups; affinity groups; union; 

program evaluations; special emphasis 

programs; reasonable accommodation 

program; anti-harassment program; 

and/or external special interest groups? 

[see MD-715 Instructions, Sec. I]

Yes New

D.1.c Does the agency conduct exit 

interviews or surveys that include 

questions on how the agency could 

improve the recruitment, hiring, 

inclusion, retention and advancement 

of individuals with disabilities? [see 29 

CFR 1614.203(d)(1)(iii)(C)]

Yes New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT D
FDIC/FY 2022 39

Compliance 

Indicator

Measures

D.2 – The agency identifies areas 

where barriers may exclude EEO 

groups (reasonable basis to act.)

Measure 

Met?

(Yes/No/

NA)

Comments

New Indicator

D.2.a Does the agency have a process for 

analyzing the identified triggers to 

find possible barriers? [see MD-715, 

(II)(B)]

Yes New

D.2.b Does the agency regularly examine 

the impact of management/personnel 

policies, procedures, and practices 

by race, national origin, sex, and 

disability? [see 29 CFR §1614.102(a)

(3)]

Yes B.2.c.2

D.2.c Does the agency consider whether 

any group of employees or applicants 

might be negatively impacted 

prior to making human resource 

decisions, such as re-organizations 

and realignments? [see 29 CFR 

§1614.102(a)(3)]

Yes B.2.c.1

D.2.d Does the agency regularly review the 

following sources of information to 

find barriers: complaint/grievance 

data, exit surveys, employee climate 

surveys, focus groups, affinity 

groups, union, program evaluations, 

anti-harassment program, special 

emphasis programs, reasonable 

accommodation program; antiharassment program; and/or external 

special interest groups? [see MD-715 

Instructions, Sec. I] If “yes”, please 

identify the data sources in the 

comments column.

Yes The FDIC uses the 

following sources to 

find barriers: Applicant 

Data; Workforce 

statistics; Federal 

Employee Viewpoint 

Survey (FEVS); Employee 

Resource Groups; special 

emphasis programs; 

Chairman's Diversity 

Advisory Councils; 

anti-harassment 

program; reasonable 

accommodation 

program; focus groups; 

and EEO complaint data.

New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT D
FDIC/FY 2022 40

Compliance 

Indicator

Measures

D.3 – The agency establishes 

appropriate action plans to remove 

identified barriers.

Measure 

Met?

(Yes/No/

NA)

Comments

New Indicator

D.3.a. Does the agency effectively tailor 

action plans to address the identified 

barriers, in particular policies, 

procedures, or practices? [see 29 CFR 

§1614.102(a)(3)]

Yes New

D.3.b If the agency identified one or more 

barriers during the reporting period, 

did the agency implement a plan in 

Part I, including meeting the target 

dates for the planned activities? [see 

MD-715, II(D)] 

N/A FDIC did not identify any 

barriers this FY.

New

D.3.c Does the agency periodically review 

the effectiveness of the plans? [see 

MD-715, II(D)]

Yes New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT D
FDIC/FY 2022 41

Compliance 

Indicator

Measures

D.4 – The agency has an affirmative 

action plan for people with 

disabilities, including those 

with targeted disabilities.

Measure 

Met?

(Yes/No/

NA)

Comments

New Indicator

D.4.a Does the agency post its affirmative 

action plan on its public website? [see 

29 CFR 1614.203(d)(4)] Please provide 

the internet address in the comments.

Yes https://www.fdic.

gov/about/diversity/

omwireports.html

New

D.4.b Does the agency take specific 

steps to ensure qualified people 

with disabilities are aware of 

and encouraged to apply for job 

vacancies? [see 29 CFR 1614.203(d)

(1)(i)]

Yes New

D.4.c Does the agency ensure that 

disability-related questions from 

members of the public are answered 

promptly and correctly? [see 29 CFR 

1614.203(d)(1)(ii)(A)]

Yes New

D.4.d Has the agency taken specific steps 

that are reasonably designed to 

increase the number of persons with 

disabilities or targeted disabilities 

employed at the agency until it meets 

the goals? [see 29 CFR 1614.203(d)(7)

(ii)]

Yes New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT D
FDIC/FY 2022 42

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ESSENTIAL ELEMENT E: EFFICIENCY

This element requires the agency head to ensure that there are effective systems for evaluating the impact 

and effectiveness of the agency’s EEO programs and an efficient and fair dispute resolution process.

Compliance 

Indicator

Measures

E.1 - The agency maintains an 

efficient, fair, and impartial 

complaint resolution process.

Comments

E.1.a Does the agency timely provide 

EEO counseling, pursuant to 29 CFR 

§1614.105?

Yes E.3.a.1

E.1.b Does the agency provide written 

notification of rights and 

responsibilities in the EEO process 

during the initial counseling session, 

pursuant to 29 CFR §1614.105(b)(1)?

Yes E.3.a.2

E.1.c Does the agency issue 

acknowledgment letters immediately 

upon receipt of a formal complaint, 

pursuant to MD-110, Ch. 5(I)?

Yes New

E.1.d Does the agency issue acceptance 

letters/dismissal decisions within a 

reasonable time (e.g., 60 days) after 

receipt of the written EEO Counselor 

report, pursuant to MD-110, Ch. 5(I)? 

If so, please provide the average 

processing time in the comments.

Yes During the fiscal year, 

44 days was the average 

processing time for 

acceptance letters.

New

E.1.e Does the agency ensure all employees 

fully cooperate with EEO counselors 

and EEO personnel in the EEO 

process, including granting routine 

access to personnel records related to 

an investigation, pursuant to 29 CFR 

§1614.102(b)(6)? 

Yes New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT E
FDIC/FY 2022 43

E.1.f Does the agency timely complete 

investigations, pursuant to 29 CFR 

§1614.108?

Yes E.3.a.3

E.1.g If the agency does not timely 

complete investigations, does the 

agency notify complainants of the 

date by which the investigation will 

be completed and of their right to 

request a hearing or file a lawsuit, 

pursuant to 29 CFR §1614.108(g)?

N/A New

E.1.h When the complainant does not 

request a hearing, does the agency 

timely issue the final agency decision, 

pursuant to 29 CFR §1614.110(b)?

Yes E.3.a.4

E.1.i Does the agency timely issue final 

actions following receipt of the 

hearing file and the administrative 

judge’s decision, pursuant to 29 CFR 

§1614.110(a)?

Yes E.3.a.7

E.1.j If the agency uses contractors to 

implement any stage of the EEO 

complaint process, does the agency 

hold them accountable for poor work 

product and/or delays? [See MD-110, 

Ch. 5(V)(A)] If “yes”, please describe 

how in the comments column.

Yes Work with Contracting 

Officer to address any 

noted deficiencies. Meet, 

via conference call, with 

investigative firm several 

times during the fiscal 

year to address any 

concerns.

E.2.c

E.1.k If the agency uses employees to 

implement any stage of the EEO 

complaint process, does the agency 

hold them accountable for poor 

work product and/or delays during 

performance review? [See MD-110, 

Ch. 5(V)(A)]

Yes New

E.1.l Does the agency submit complaint 

files and other documents in the 

proper format to EEOC through the 

Federal Sector EEO Portal (FedSEP)? 

[See 29 CFR § 1614.403(g)]

Yes New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT E
FDIC/FY 2022 44

Compliance 

Indicator

Measures

E.2 - The agency has a neutral 

EEO process.

Measure 

Met?

(Yes/No/

NA)

Comments

Revised Indicator

E.2.a Has the agency established a clear 

separation between its EEO complaint 

program and its defensive function? 

[see MD-110, Ch. 1(IV)(D)] 

Yes New

E.2.b When seeking legal sufficiency 

reviews, does the EEO office 

have access to sufficient legal 

resources separate from the agency 

representative? [see MD-110, Ch. 

1(IV)(D)] If “yes”, please identify the 

source/location of the attorney who 

conducts the legal sufficiency review 

in the comments column. 

Yes There are two attorneys 

within the EEO office that 

conduct legal sufficiency 

reviews.

E.6.a

E.2.c If the EEO office relies on the 

agency’s defensive function to 

conduct the legal sufficiency review, 

is there a firewall between the 

reviewing attorney and the agency 

representative? [see MD-110, Ch. 1(IV)

(D)]

N/A OMWI does not rely on 

the agency's defensive 

function to conduct legal 

sufficiency reviews.

New

E.2.d Does the agency ensure that its 

agency representative does not 

intrude upon EEO counseling, 

investigations, and final agency 

decisions? [see MD-110, Ch. 1(IV)(D)]

Yes E.6.b

E.2.e If applicable, are processing time 

frames incorporated for the legal 

counsel’s sufficiency review for timely 

processing of complaints? [see EEOC 

Report, Attaining a Model Agency 

Program: Efficiency (Dec. 1, 2004)]

N/A This does not apply 

to the FDIC.

E.6.c

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT E
FDIC/FY 2022 45

Compliance 

Indicator

Measures

E.3 - The agency has established 

and encouraged the widespread 

use of a fair alternative dispute 

resolution (ADR) program.

Measure 

Met?

(Yes/No/

NA)

Comments

E.3.a Has the agency established an ADR 

program for use during both the 

pre-complaint and formal complaint 

stages of the EEO process? [see 29 

CFR §1614.102(b)(2)]

Yes E.4.a

E.3.b Does the agency require managers 

and supervisors to participate in ADR 

once it has been offered? [see MD-715, 

II(A)(1)]

Yes E.4.c

E.3.c Does the agency encourage all 

employees to use ADR, where ADR is 

appropriate? [see MD-110, Ch. 3(IV)

(C)]

Yes D.2.a

E.3.d Does the agency ensure a 

management official with settlement 

authority is accessible during the 

dispute resolution process? [see MD110, Ch. 3(III)(A)(9)]

Yes New

E.3.e Does the agency prohibit the 

responsible management official 

named in the dispute from having 

settlement authority? [see MD-110, 

Ch. 3(I)]

Yes E.4.d

E.3.f Does the agency annually evaluate 

the effectiveness of its ADR program? 

[see MD-110, Ch. 3(II)(D)]

Yes New

MD-715 PART G | AGENCY SELF-ASSESSMENT CHECKLIST | ESSENTIAL ELEMENT E
FDIC/FY 2022 46

Compliance 

Indicator

Measures

E.4 – The agency has effective and 

accurate data collection systems in 

place to evaluate its EEO program.

Measure 

Met?

(Yes/No/

NA)

Comments

E.4.a Does the agency have systems in 

place to accurately collect, monitor, 

and analyze the following data:

E.4.a.1 Complaint activity, including the 

issues and bases of the complaints, 

the aggrieved individuals/

complainants, and the involved 

management official? [see MD-715, 

II(E)]

Yes E.5.a

E.4.a.2 The race, national origin, sex, and 

disability status of agency employees? 

[see 29 CFR §1614.601(a)] 

Yes E.5.c

E.4.a.3 Recruitment activities? [see MD-715, 

II(E)]

Yes E.5.f

E.4.a.4 External and internal applicant flow 

data concerning the applicants’ race, 

national origin, sex, and disability 

status? [see MD-715, II(E)]

Yes New

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FDIC/FY 2022 47

E.4.a.5 The processing of requests for 

reasonable accommodation? [29 CFR 

§ 1614.203(d)(4)]

No The outstanding measure 

in this section is that the 

data collection system 

in place for Reasonable 

Accommodation did not 

have all of the elements of 

an effective and accurate 

data collection system as set 

forth in 29 CFR 1614.203(b)

(4). The new Reasonable 

Accommodation 

Coordinator currently uses 

SharePoint while FDIC is 

in the process of building 

an automated system 

as required by EEOC. 

This system should be 

completed by the end of FY 

2023. 

New

E.4.a.6 The processing of complaints for the 

anti-harassment program? [see EEOC 

Enforcement Guidance on Vicarious 

Employer Liability for Unlawful 

Harassment by Supervisors (1999), § 

V.C.2]

Yes New

E.4.b Does the agency have a system in 

place to re-survey the workforce on a 

regular basis? [MD-715 Instructions, 

Sec. I]

Yes New

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FDIC/FY 2022 48

Compliance 

Indicator

Measures

E.5 – The agency identifies and 

disseminates significant trends and 

best practices in its EEO program.

Measure 

Met?

(Yes/No/

NA)

Comments

E.5.a Does the agency monitor trends in its 

EEO program to determine whether 

the agency is meeting its obligations 

under the statutes EEOC enforces? 

[see MD-715, II(E)] If “yes”, provide an 

example in the comments.

Yes Weekly meetings are 

held with the EEO staff 

to identify and discuss 

noted trends within the 

EEO process. Based on 

noted trends, the EEO 

staff revised its standard 

operating procedures to 

address timeliness issues 

within the process.

E.5.e

E.5.b Does the agency review other 

agencies’ best practices and adopt 

them, where appropriate, to improve 

the effectiveness of its EEO program? 

[see MD-715, II(E)] If “yes”, provide an 

example in the comments.

Yes Benchmarked our EEO 

ADR program activity 

against other Federal 

agencies of similar 

size and highly ranked 

agencies in the EEOC’s 

Annual Report on the 

Federal sector complaints 

process. 

We conducted interviews 

with the Agency’s EEO 

ADR Coordinators and 

researched their websites 

for ADR marketing and 

brochures.

E.5.g

E.5.c Does the agency compare its 

performance in the EEO process to 

other federal agencies of similar size? 

[see MD-715, II(E)] 

Yes

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U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ESSENTIAL ELEMENT F: RESPONSIVENESS AND LEGAL COMPLIANCE

This element requires federal agencies to comply with EEO statutes and EEOC regulations, policy guidance, 

and other written instructions.

Compliance 

Indicator

Measures

F.1 – The agency has processes 

in place to ensure timely and full 

compliance with EEOC Orders and 

settlement agreements.

Measure 

Met?

(Yes/No/

NA)

Comments

F.1.a Does the agency have a system of 

management controls to ensure that 

its officials timely comply with EEOC 

orders/directives and final agency 

actions? [see 29 CFR §1614.102(e); 

MD-715, II(F)] 

Yes F.1.a

F.1.b Does the agency have a system of 

management controls to ensure 

the timely, accurate, and complete 

compliance with resolutions/

settlement agreements? [see MD-715, 

II(F)]

Yes E.3.a.6

F.1.c Are there procedures in place to 

ensure the timely and predictable 

processing of ordered monetary 

relief? [see MD-715, II(F)]

Yes F.2.a.1

F.1.d Are procedures in place to process 

other forms of ordered relief 

promptly? [see MD-715, II(F)]

Yes F.2.a.2

F.1.e When EEOC issues an order requiring 

compliance by the agency, does the 

agency hold its compliance officer(s) 

accountable for poor work product 

and/or delays during performance 

review? [see MD-110, Ch. 9(IX)(H)]

Yes F.3.a.

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Compliance 

Indicator

Measures

F.2 – The agency complies with the 

law, including EEOC regulations, 

management directives, orders, 

and other written instructions.

Measure 

Met?

(Yes/No/

NA)

Comments

F.2.a Does the agency timely respond and 

fully comply with EEOC orders? [see 

29 CFR §1614.502; MD-715, II(E)]

Yes C.3.d

F.2.a.1 When a complainant requests a 

hearing, does the agency timely 

forward the investigative file to the 

appropriate EEOC hearing office? [see 

29 CFR §1614.108(g)]

Yes E.3.a.5

F.2.a.2 When there is a finding of 

discrimination that is not the subject 

of an appeal by the agency, does the 

agency ensure timely compliance 

with the orders of relief? [see 29 CFR 

§1614.501]

Yes E.3.a.7

F.2.a.3 When a complainant files an appeal, 

does the agency timely forward the 

investigative file to EEOC’s Office 

of Federal Operations? [see 29 CFR 

§1614.403(e)]

Yes New

F.2.a.4 Pursuant to 29 CFR §1614.502, does 

the agency promptly provide EEOC 

with the required documentation for 

completing compliance?

Yes F.3.d (1 to 9)

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FDIC/FY 2022 51

Compliance 

Indicator

Measures

F.3 - The agency reports to 

EEOC its program efforts and 

accomplishments.

Measure 

Met?

(Yes/No/

NA)

Comments

F.3.a Does the agency timely submit to 

EEOC an accurate and complete No 

FEAR Act report? [Public Law 107-174 

(May 15, 2002), §203(a)] 

No There were a few 

complaint numbers that 

had inaccurate data for 

FY 2021, but the FY 2022 

report addressed those 

items and is accurate. 

New

F.3.b Does the agency timely post on its 

public webpage its quarterly No FEAR 

Act data? [see 29 CFR §1614.703(d)]

Yes New

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U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO program.

0 If the agency did not address any deficiencies during the reporting period, please check the box.

PLEASE DESCRIBE THE STATUS OF EACH PLAN THAT THE AGENCY HAS IMPLEMENTED TO CORRECT 

DEFICIENCIES IN THE EEO PROGRAM.

Type of Program Deficiency Brief Description of Program Deficiency – C.4.b

C – Management and Program 

Accountability

The agency has not established timetables to review its merit promotion 

program, employee recognition awards program, and employee development/

training program for systemic barriers.

OBJECTIVE(S) AND DATES FOR EEO PLAN

Date 

Initiated 

(mm/dd/

yyyy)

Objective

Target Date 

(mm/dd/

yyyy)

Modified 

Date (mm/

dd/yyyy)

Date 

Completed 

(mm/dd/

yyyy)

07/21/2019

Establish timetables to review the FDIC’s 

merit promotion program, employee 

recognition awards program, and 

employee development/training program 

for systemic barriers.

12/31/2019 06/30/2023

RESPONSIBLE OFFICIAL(S) 

Title Name

Performance Standards 

Address the Plan?

(Yes or No)

Director, Office of Minority 

and Women Inclusion (OMWI)

Nikita Pearson Yes

Branch Chief, Affirmative 

Employment, Diversity and 

Inclusion (Acting) (OMWI)

Terrian Hicks

Yes

Chief Human Capital Officer 

(DOA)

Jeff Rosenblum Yes

Chief, Corporate HR, 

Performance Management 

and Compensation (DOA)

Nancy Green

Yes

Deputy Director, Corporate 

University (CU)

Steve Cooper No

Assistant Inspector General 

for Management (OIG)

Bronzwyn M. Palmer No

MD-715 PART H | AGENCY EEO PLAN TO ATTAIN THE ESSENTIAL ELEMENTS OF A MODEL EEO PROGRAM
FDIC/FY 2022 53

PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE 

Target Date 

(mm/dd/yyyy) Planned Activities

Sufficient 

Funding & 

Staffing? 

(Yes or No)

Modified 

Date (mm/

dd/yyyy)

Completion 

Date (mm/

dd/yyyy)

07/21/2019

Schedule and meet with responsible 

agency officials to discuss the 

requirement to review the FDIC’s 

merit promotion program, employee 

recognition awards program, and 

employee development/training 

program for potential barriers.

Y 09/30/2020 02/28/2021

07/21/2019 Identify HR points-of-contact for each 

program area.

Y 09/30/2020 02/28/2021

08/16/2019 Establish a review timetable for each 

program area.

Y 09/30/2021 09/30/2021

03/31/2020

Implement the review timetable for 

the FDIC’s merit promotion, employee 

recognition awards, and employee 

development/training programs for 

systemic barriers.

Y 06/30/2023

07/30/2020

Analyze results and prepare a report of 

the review, and make recommendations 

for improvement, corrections, and 

remedial actions, if needed (managers, 

supervisors, or other employees who 

have failed in their EEO responsibilities).

Y 06/30/2023

REPORT OF ACCOMPLISHMENTS 

Fiscal Year Accomplishments

2020 Initiated barrier analysis work, which will cover some of these elements.

2021 Identified key stakeholders and a review timetable.

MD-715 PART H | AGENCY EEO PLAN TO ATTAIN THE ESSENTIAL ELEMENTS OF A MODEL EEO PROGRAM
FDIC/FY 2022 54

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

To capture agencies’ affirmative action plan for persons with disabilities (PWD) and persons with targeted disabilities 

(PWTD), EEOC regulations (29 C.F.R. § 1614.203(e)) and MD-715 require agencies to describe how their plan will improve 

the recruitment, hiring, advancement, and retention of applicants and employees with disabilities. All agencies, regardless 

of size, must complete this Part of the MD-715 report. EEOC FORM PART J 715-01 FY 2018 – FFEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT U.S. Equal Employment Opportunity Commission Special Program Plan for the Recruitment, Hiring, Advancement, and Retention of Persons with Disabilities

Section I: Efforts to Reach Regulatory Goals 

EEOC regulations (29 C.F.R. § 1614.203(d)(7)) require agencies to establish specific numerical goals for increasing the 

participation of persons with reportable and targeted disabilities in the federal government. 

Section I 1. Using the goal of 12% as the benchmark, does your agency have a trigger involving PWD by grade 

level cluster in the permanent workforce? If “yes”, describe the trigger(s) in the text box.

a. Cluster GS-1 to GS-10 (PWD) Yes 0 No 

b. Cluster GS-11 to SES (PWD) Yes 0 No 

2. Using the goal of 2% as the benchmark, does your agency have a trigger involving PWTD by grade 

level cluster in the permanent workforce? If “yes”, describe the trigger(s) in the text box.

a. Cluster GS-1 to GS-10 (PWTD) Yes 0 No 

b. Cluster GS-11 to SES (PWTD) Yes 0 No 

3. Describe how the agency has communicated the numerical goals to the hiring managers and/or 

recruiters.

During the recruiting process, HR provides goals to the hiring managers and recruiters. 

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Section II: Model Disability Program

Pursuant to 29 C.F.R. §1614.203(d)(1), agencies must ensure sufficient staff, training and resources to recruit and hire 

persons with disabilities and persons with targeted disabilities, administer the reasonable accommodation program and 

special emphasis program, and oversee any other disability hiring and advancement program the agency has in place. 

Section II

A. Plan to 

Provide 

Sufficient & 

Competent 

Staffing for 

the Disability 

Program

1. Has the agency designated sufficient qualified personnel to implement its disability program during 

the reporting period? If “no”, describe the agency’s plan to improve the staffing for the upcoming year.

Yes  No 0

2. Identify all staff responsible for implementing the agency’s disability employment program by the 

office, staff employment status, and responsible official. 

Disability Program Task # of FTE Staff by 

Employment Status

Responsible Official 

(Name, Title, Office, Email)

Full 

Time

Part 

Time

Collateral 

Duty

Processing applications from 

PWD and PWTD 

Human Resources Branch 

Answering questions from the 

public about hiring authorities 

that take disability into account

1 Roxana Flores, Program Analyst, 

rflores@fdic.gov

Processing reasonable 

accommodation requests from 

applicants and employees

1 Michelle Curry, RA Program Manager, 

michcurry@fdic.gov

Section 508 Compliance 1 Brooke Aiken, 508 Program Manager, 

baiken@fdic.gov

Architectural Barriers Act 

Compliance

1 Gwenn Marley, Chief, Space Planning 

Unit, gmarley@fdic.gov

Special Emphasis Program for 

PWD and PWTD

1 Jessica Hill, DPM, jehill@fdic.gov

3. Has the agency provided disability program staff with sufficient training to carry out their 

responsibilities during the reporting period? If “yes”, describe the training that disability 

program staff have received. If “no”, describe the training planned for the upcoming year. 

Yes  No 0

See comment above.

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Section II

B. Plan 

To Ensure 

Sufficient 

Funding for 

the Disability 

Program

Has the agency provided sufficient funding and other resources to successfully implement the 

disability program during the reporting period? If “no”, describe the agency’s plan to ensure all 

aspects of the disability program have sufficient funding and other resources.

Yes  No 0

Section III: Plan to Recruit and Hire Individuals with Disabilities

Pursuant to 29 C.F.R. § 1614.203(d)(1)(i) and (ii), agencies must establish a plan to increase the recruitment and hiring of 

individuals with disabilities. The questions below are designed to identify outcomes of the agency’s recruitment program 

plan for PWD and PWTD. 

Section III

A. Plan to 

Identify Job 

Applicants with 

Disabilities

1. Describe the programs and resources the agency uses to identify job applicants with disabilities, 

including individuals with targeted disabilities. 

The Corporate Recruitment Program has refined the FDIC’s targeted list of collegiate campus resources. 

The list now includes 202 schools (accounting for 80.8%) that have programs and/or services for persons 

with disabilities; 46 (or over 18%) of these schools have been recognized for outstanding programs and/or 

services for persons with disabilities. The agency assigned each school two dedicated recruiters who will 

establish networks and identify opportunities to connect with qualified people with disabilities.

Additionally, FDIC utilizes the Workforce Recruitment Program (WRP) to recruit qualified post-secondary 

students and recent graduates with disabilities. Trained WRP recruiters conduct informational interviews 

with interested candidates from colleges and universities across the country to provide federal career 

advice and enter candidate feedback in a searchable database on the WRP website. 

2. Pursuant to 29 C.F.R. § 1614.203(a)(3), describe the agency’s use of hiring authorities that take disability

into account (e.g., Schedule A) to recruit PWD and PWTD for positions in the permanent workforce. 

The FDIC utilizes Schedule A hiring authority 5 C.F.R. 213.3102 (u) for people with intellectual 

disabilities, severe physical disabilities or psychiatric disabilities. All vacancy announcements state 

that the agency is an equal opportunity employer and encourages candidates with disabilities to 

apply for all merit promotion recruitments external to FDIC. 

3. When individuals apply for a position under a hiring authority that takes disability into account 

(e.g., Schedule A), explain how the agency (1) determines if the individual is eligible for appointment

under such authority and (2) forwards the individual's application to the relevant hiring officials 

with an explanation of how and when the individual may be appointed. 

See comment above 

Individuals are appointed to temporary, term or permanent positions under the Schedule A hiring 

authority when there is a bona fide vacant position. 

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4. Has the agency provided training to all hiring managers on the use of hiring authorities that take disability

into account (e.g., Schedule A)? If “yes”, describe the type(s) of training and frequency. If “no”, describe 

the agency’s plan to provide this training.

Yes  No 0 N/A 0

HR provides guidance on Schedule A and other special hiring authorities to all managers on an ongoing 

basis during the recruitment and hiring process.

Section III

B. Plan to 

Establish 

Contacts with 

Disability 

Employment 

Organizations

Describe the agency’s efforts to establish and maintain contacts with organizations that assist PWD, 

including PWTD, in securing and maintaining employment.

FDIC partnered with multiple affinity groups and organizations through the Corporate Outreach Program 

to encourage potential candidates to apply and to increase awareness of the FDIC as an employer of 

choice. Seven of the 46 Corporate Outreach events targeted individuals with disabilities - this represents 

approximately 15% of the events. 

On a weekly basis, the Corporate Recruitment Program provides a notification of vacancy 

announcements for FDIC positions to multiple sources that target persons with disabilities, including 

Vocational Rehabilitation Agencies for several states, the DC Department of Disability Services, Career 

Opportunities for Students with Disabilities, disABLEDPerson.com, Virginia Department for the Blind and 

Vision Impaired, and Corporate Advocacy Network for Disability Opportunities (CAN DO), an FDIC ERG.

Section III

C. Progression 

Towards Goals 

(Recruitment 

and Hiring)

1. Using the goals of 12% for PWD and 2% for PWTD as the benchmarks, do triggers exist for PWD and/or

PWTD among the new hires in the permanent workforce? If “yes”, please describe the triggers below.

a. New Hires for Permanent Workforce (PWD) Yes 0 No  

b. New Hires for Permanent Workforce (PWTD) Yes 0 No  

2. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among the 

new hires for any of the mission-critical occupations (MCO)? If yes, please describe the triggers below.

a. New Hires for MCO (PWD) Yes  No 0 

b. New Hires for MCO (PWTD) Yes  No 0 

There is a less than expected participation rate for PWD in the Economist, Financial Institution 

Examining, Attorney, and Information Technology Management occupational series. 

There is a less than expected participation rate of PWTD in the Information Technology Management 

occupational series. 

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3. Using the relevant applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among 

the qualified internal applicants for any of the mission-critical occupations (MCO)? If yes, please 

describe the triggers below.

a. Qualified Applicants for MCO (PWD) Yes  No 0

b. Qualified Applicants for MCO (PWTD) Yes  No 0

Based on the qualified applicant pool benchmark, triggers exist for PWD among our attorney, 

Financial Institutional Examining and Economist MCO. In addition, in our attorney MCO a trigger 

also exist for PWTD. 

4. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among 

employees promoted to any of the mission-critical occupations (MCO)? If yes, please describe the 

triggers below.

a. Promotions for MCO (PWD) Yes 0 No 0

b. Promotions for MCO (PWTD) Yes 0 No 0

See Part E.3 on workforce data adjustments. 

Section IV: Plan to Ensure Advancement Opportunities for Employees with Disabilities 

Pursuant to 29 C.F.R §1614.203(d)(1)(iii), agencies are required to provide sufficient advancement opportunities 

for employees with disabilities. Such activities might include specialized training and mentoring programs, career 

development opportunities, awards programs, promotions, and similar programs that address advancement. In this 

section, agencies should identify, and provide data on programs designed to ensure advancement opportunities for 

employees with disabilities.

Section IV

A. 

Advancement 

Program Plan

Describe the agency’s plan to ensure PWD, including PWTD, have sufficient opportunities 

for advancement.

The DEI Strategic Plan identifies that the agency will recruit from a diverse, qualified group of potential 

applicants to secure a high-performing workforce drawn from the available talent pool in American 

society and will strengthen and broaden relationships with veterans' organizations and other 

institutions that serve people with disabilities and targeted disabilities. Goals and strategies in the 

updated plan are designed to increase the applicant pool of qualified individuals with disabilities, 

with key action items focusing on training selecting officials, interviewers, and Subject Matter Experts 

to ensure consistency in the hiring process for individuals with disabilities. Additionally, the FDIC 

provides guidance to managers and recruiters on trends in the advancement and retention of persons 

with disabilities and progress in implementing the FDIC and Division and Office diversity strategies 

targeted at persons with disabilities. Discussion of the DEI Strategic Plan is included in Disability 

training for managers.

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Section IV

B. Career 

Development 

Opportunities

1. Please describe the career development opportunities that the agency provides to its employees.

The FDIC encourages employees with disabilities to participate in available formal mentoring, career 

development, leadership and management programs, detail opportunities, and tracks representation. 

Information about available programs is distributed FDIC-wide through a variety of methods. Additional 

reminders and notifications are sent to the Employee Resource Groups (ERGs) for people with disabilities, 

CAN DO, and the Veterans ERG.

2. In the table below, please provide the data for career development opportunities that require 

competition and/or supervisory recommendation/approval to participate. [Collection begins with 

the FY 2018 MD-715 report, which is due on February 28, 2019.] Note: The FDIC does not have any 

requirements that fits the Career Development definition/requirement.

Career 

Development 

Opportunities

Total Participants PWD PWTD

Applicants 

(#)

Selectees 

(#)

Applicants 

(%)

Selectees 

(%)

Applicants 

(%)

Selectees 

(%)

Internship 

Programs

Fellowship 

Programs

Mentoring 

Programs

Coaching Programs

Training Programs

Detail Programs

Other Career 

Development 

Programs

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3. Do triggers exist for PWD among the applicants and/or selectees for any of the career development 

programs? (The appropriate benchmarks are the relevant applicant pool for the applicants and the 

applicant pool for selectees.) If “yes”, describe the trigger(s) in the text box.

a. Applicants (PWD) Yes 0 No 0 N/A 

b. Selections (PWD) Yes 0 No 0 N/A 

EEOC instructed the FDIC that the definition of career development program/opportunities is the 

same in Part J, requiring competition to participate in training that would qualify employees for a 

promotion. The FDIC has no career development programs as defined in the instructions to MD-715 

and as confirmed by the EEOC. While the FDIC does not have career development programs that, 

upon completion, necessarily “qualify a participant for a promotion,” all Financial Institution 

Examiners (Series 0570) are required to attend and complete four core training programs as 

a part of the commissioning process.

4. Do triggers exist for PWTD among the applicants and/or selectees for any of the career development 

programs identified? (The appropriate benchmarks are the relevant applicant pool for applicants 

and the applicant pool for selectees.) If yes, describe the trigger(s) in the text box.

a. Applicants (PWTD) Yes 0 No 0 N/A 

b. Selections (PWTD) Yes 0 No 0 N/A 

Please see response to question 3 above.

Section IV

C. Awards

1. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or 

PWTD for any level of the time-off awards, bonuses, or other incentives? If yes, please describe the 

trigger(s) in the text box.

a. Awards, Bonuses, & Incentives (PWD) Yes  No 0

b. Awards, Bonuses, & Incentives (PWTD) Yes  No 0

As shown in Table B9-2, the inclusion rate for Awards for PWD and PWTD was lower than those with 

no disability across all Award categories except the Cash Award category of $501-999 where PWTD 

was slightly higher than both PWD and those with no disability. Those with no disability had a higher 

inclusion rate than the total workforce percent receiving awards for all categories outside of $501-999 

category. We are looking at Performance Based Pay Awards where PWTD had a higher inclusion rate 

than PWD but those with no disability had an inclusion rate higher than both groups.

2. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or 

PWTD for quality step increases or performance-based pay increases? If yes, please describe the 

trigger(s) in the text box. 

a. Pay Increases (PWD) Yes 0 No 0

b. Pay Increases (PWTD) Yes 0 No 0

N/A: The FDIC does not have traditional grades/steps as found in the GS scale, and the FDIC does not 

award Quality Step Increases (QSIs). FDIC’s performance-based pay system awards bonus shares and 

since individual employees had the opportunity to receive one or more bonus shares, table B-9 counts 

the number of shares awarded, not the individuals who received bonus shares.

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3. If the agency has other types of employee recognition programs, are PWD and/or PWTD recognized 

disproportionately less than employees without disabilities? (The appropriate benchmark is the 

inclusion rate.) If yes, describe the employee recognition program and relevant data in the text box.

a. Other Types of Recognition (PWD) Yes 0 No 0 N/A 

b. Other Types of Recognition (PWTD) Yes 0 No 0 N/A 

N/A

Section IV

D. Promotions

1. Does your agency have a trigger involving PWD among the qualified internal applicants and/or 

selectees for promotions to the senior grade levels? (The appropriate benchmarks are the relevant 

applicant pool for qualified internal applicants and the qualified applicant pool for selectees.) For 

non-GS pay plans, please use the approximate senior grade levels. If yes, describe the trigger(s) in 

the text box.

a. SES

i. Qualified Internal Applicants (PWD) Yes 0 No 0

ii. Internal Selections (PWD) Yes 0 No 0

b. Grade GS-15

i. Qualified Internal Applicants (PWD) Yes 0 No 0

ii. Internal Selections (PWD) Yes 0 No 0

c. Grade GS-14

i. Qualified Internal Applicants (PWD) Yes 0 No 0

ii. Internal Selections (PWD) Yes 0 No 0

d. Grade GS-13

i. Qualified Internal Applicants (PWD) Yes 0 No 0

ii. Internal Selections (PWD) Yes 0 No 0

See Part E.3 on workforce data adjustments. 

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2. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or 

selectees for promotions to the senior grade levels? (The appropriate benchmarks are the relevant 

applicant pool for qualified internal applicants and the qualified applicant pool for selectees.) For 

non-GS pay plans, please use the approximate senior grade levels. If yes, describe the trigger(s) in 

the text box.

a. SES

i. Qualified Internal Applicants (PWTD) Yes 0 No 0

ii. Internal Selections (PWTD) Yes 0 No 0

b. Grade GS-15

i. Qualified Internal Applicants (PWTD) Yes 0 No 0

ii.Internal Selections (PWTD) Yes 0 No 0

c. Grade GS-14

i. Qualified Internal Applicants (PWTD) Yes 0 No 0

ii. Internal Selections (PWTD) Yes 0 No 0

d. Grade GS-13

i. Qualified Internal Applicants (PWTD) Yes 0 No 0

ii. Internal Selections (PWTD) Yes 0 No 0

See Part E.3 on workforce data adjustments. 

3. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD 

among the new hires to the senior grade levels? For non-GS pay plans, please use the approximate 

senior grade levels. If yes, describe the trigger(s) in the text box.

a. New Hires to SES (PWD) Yes  No 

b. New Hires to GS-15 (PWD) Yes  No 

c. New Hires to GS-14 (PWD) Yes  No 

d. New Hires to GS-13 (PWD) Yes  No 

Based on the applicant pool data we received from Monster all senior pay grades are below the 501 

goal of 12.00 percent. 

4. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving 

PWTD among the new hires to the senior grade levels? For non-GS pay plans, please use the 

approximate senior grade levels. If yes, describe the trigger(s) in the text box.

a. New Hires to SES (PWTD) Yes  No 

b. New Hires to GS-15 (PWTD) Yes  No 

c. New Hires to GS-14 (PWTD)) Yes  No 

d. New Hires to GS-13 (PWTD)) Yes  No 

Based on applicant pool data received from Monster, all senior pay grades are below the 501 goal 

of 2.00 percent.

EEOC FORM 715-01 PART J | SPECIAL PROGRAM PLAN FOR THE RECRUITMENT, HIRING, ADVANCEMENT, AND 

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EEOC FORM PART J 715-01 FY 2018 – FFEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT U.S. Equal Employment Opportunity Commission Special Program Plan for the Recruitment, Hiring, Advancement, and Retention of Persons with Disabilities

5. Does your agency have a trigger involving PWD among the qualified internal applicants and/or 

selectees for promotions to supervisory positions? (The appropriate benchmarks are the relevant 

applicant pool for qualified internal applicants and the qualified applicant pool for selectees.) If yes, 

describe the trigger(s) in the text box.

a. Executives

i. Qualified Internal Applicants (PWD) Yes  No 

ii. Internal Selections (PWD) Yes  No 

b. Managers

i. Qualified Internal Applicants (PWD) Yes  No 

ii. Internal Selections (PWD) Yes  No 

c. Supervisors

i. Qualified Internal Applicants (PWD) Yes  No 

ii. Internal Selections (PWD) Yes  No 

See Part E.3 on workforce data adjustment.

6. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or 

selectees for promotions to supervisory positions? (The appropriate benchmarks are the relevant 

applicant pool for qualified internal applicants and the qualified applicant pool for selectees.) If yes, 

describe the trigger(s) in the text box. 

a. Executives

i. Qualified Internal Applicants (PWTD) Yes  No 

ii. Internal Selections (PWTD) Yes  No 

b. Managers

i. Qualified Internal Applicants (PWTD) Yes  No 

ii. Internal Selections (PWTD) Yes  No 

c. Supervisors

i. Qualified Internal Applicants (PWTD) Yes  No 

ii. Internal Selections (PWTD) Yes  No 

See Part E.3 on workforce data adjustment. 

7. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD 

among the selectees for new hires to supervisory positions? If yes, describe the trigger(s) in the text box. 

a. New Hires for Executives (PWD) Yes  No 

b. New Hires for Managers (PWD) Yes  No 

c. New Hires for Supervisors (PWD) Yes  No 

See Part E.3 on workforce data adjustments. 

EEOC FORM 715-01 PART J | SPECIAL PROGRAM PLAN FOR THE RECRUITMENT, HIRING, ADVANCEMENT, AND 

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EEOC FORM PART J 715-01 FY 2018 – FFEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT U.S. Equal Employment Opportunity Commission Special Program Plan for the Recruitment, Hiring, Advancement, and Retention of Persons with Disabilities

8. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving 

PWTD among the selectees for new hires to supervisory positions? If yes, describe the trigger(s) in 

the text box. 

a. New Hires for Executives (PWTD) Yes  No 

b. New Hires for Managers (PWTD) Yes  No 

c. New Hires for Supervisors (PWTD) Yes  No 

See Part E.3 on workforce data adjustments. 

Section V: Plan to Improve Retention of Persons with Disabilities

To be a model employer for persons with disabilities, agencies must have policies and programs in place to retain 

employees with disabilities. In this section, agencies should: (1) analyze workforce separation data to identify barriers 

retaining employees with disabilities; (2) describe efforts to ensure accessibility of technology and facilities; and (3) 

provide information on the reasonable accommodation program and workplace personal assistance services.

Section V

A. Voluntary 

and 

Involuntary 

Separations

1. In this reporting period, did the agency convert all eligible Schedule A employees with a disability 

into the competitive service after two years of satisfactory service (5 C.F.R. § 213.3102(u)(6)(i))? If 

“no”, please explain why the agency did not convert all eligible Schedule A employees.

Yes  No  N/A 

See Part E.3 on workforce data adjustments. 

2. Using the inclusion rate as the benchmark, did the percentage of PWD among voluntary and 

involuntary separations exceed that of persons without disabilities? If yes, describe the trigger 

below.

a. Voluntary Separations (PWD) Yes  No 

b. Involuntary Separations (PWD) Yes  No 

The data shows that employees with a disability are retiring at a higher rate than the total population 

of employees retiring. Note: the data for involuntary separations is too small to draw a conclusion. 

3. Using the inclusion rate as the benchmark, did the percentage of PWTD among voluntary and 

involuntary separations exceed that of persons without targeted disabilities? If yes, describe the 

trigger below.

a. Voluntary Separations (PWTD) Yes  No 

b. Involuntary Separations (PWTD) Yes  No 

The data shows that PWTD has a higher separation rate in retirement and other separations than the 

FDIC total of employees separating within the permanent workforce. 

4. If a trigger exists involving the separation rate of PWD and/or PWTD, please explain why they left the 

agency using exit interview results and other data sources.

At this stage, we cannot explain why they left the agency but we will be using the exit interviews during 

FY 2023 to determine any root causes. 

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Section V

B. Accessibility 

of Technology 

and Facilities

Pursuant to 29 C.F.R. § 1614.203(d)(4), federal agencies are required to inform applicants and 

employees of their rights under Section 508 of the Rehabilitation Act of 1973 (29 U.S.C. § 794(b), 

concerning the accessibility of agency technology, and the Architectural Barriers Act of 1968 (42 U.S.C. 

§ 4151-4157), concerning the accessibility of agency facilities. In addition, agencies are required to 

inform individuals where to file complaints if other agencies are responsible for a violation.

1. Please provide the internet address on the agency’s public website for its notice explaining 

employees’ and applicants’ rights under Section 508 of the Rehabilitation Act, including a 

description of how to file a complaint. 

https://www.fdic.gov/accessibility/ Complaints alleging violations of Section 508 must be initiated within 

180 calendar days of the alleged violation with the Office of Minority and Women Inclusion (OMWI). 

Contact Michael Moran at MMoran@fdic.gov; or (703) 562-6073. 

Complaints alleging violations of Section 508 connected to employment must contact an FDIC EEO Counselor 

within 45 calendar days of the alleged violation. Contact FDIC EEO Counselor Donald Ballard (by mail) at the 

Federal Deposit Insurance Corporation, Office of Minority and Women Inclusion, 3501 Fairfax Drive, Room 

E-2076, Arlington, VA 22226; (by telephone) at (703) 562-6082; or (by email) at DoBallard@fdic.gov

2. Please provide the internet address on the agency’s public website for its notice explaining 

employees’ and applicants’ rights under the Architectural Barriers Act, including a description of how 

to file a complaint.

https://www.fdic.gov/accessibility/

3. Describe any programs, policies, or practices that the agency has undertaken, or plans on 

undertaking over the next fiscal year, designed to improve accessibility of agency facilities and/or 

technology.

FDIC moved toward making our buildings and training centers more accessible during FY 2022. 

These initiatives included: 

• Listen Everywhere – Adaptive Listening Capability throughout the training center (in three 

buildings 2A, 2B and 3B, as well as the Hove auditorium). 

o Capability was also incorporated into the Bair auditorium.

o Allows hearing impaired individuals to use any blue tooth enabled device (hearing 

aide, BT headphones, iPhones, iPads, laptops, etc.) to receive amplified audio. 

• Hove auditorium

o Separate access designed to allow wheel chair bound speakers access to the 

stage area

o Size appropriate row dedicated to accommodate wheel chair participants

• ADA compliant ramps installed (vice steps) in areas where the floor level in the hallways 

is different.

EEOC FORM 715-01 PART J | SPECIAL PROGRAM PLAN FOR THE RECRUITMENT, HIRING, ADVANCEMENT, AND 

RETENTION OF PERSONS WITH DISABILITIES
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EEOC FORM PART J 715-01 FY 2018 – FFEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT U.S. Equal Employment Opportunity Commission Special Program Plan for the Recruitment, Hiring, Advancement, and Retention of Persons with Disabilities

Section V

C. Reasonable 

Accommodation

Program

Pursuant to 29 C.F.R. § 1614.203(d)(3), agencies must adopt, post on their public website, and make 

available to all job applicants and employees, reasonable accommodation procedures.

1. Please provide the average time frame for processing initial requests for reasonable accommodations

during the reporting period. (Please do not include previously approved requests with repetitive 

accommodations, such as interpreting services.)

The average time for processing requests during FY 2022 was ten (10) days.

2. Describe the effectiveness of the policies, procedures, or practices to implement the agency’s reasonable

accommodation program. Some examples of an effective program include timely processing requests, 

timely providing approved accommodations, conducting training for managers and supervisors, and 

monitoring accommodation requests for trends.

In an effort to create more effective practices, the FDIC moved the Reasonable Accommodation Program 

to the Division of Administration; created a single Deciding Official for all requests; timely provided 

approved accommodations and conducted training for Division and Office managers and supervisors.

Section V

D. Personal 

Assistance 

Services 

Allowing 

Employees to 

Participate in 

the Workplace

Pursuant to 29 C.F.R. § 1614.203(d)(5), federal agencies, as an aspect of affirmative action, are required 

to provide personal assistance services (PAS) to employees who need them because of a targeted 

disability, unless doing so would impose an undue hardship on the agency.

Describe the effectiveness of the policies, procedures, or practices to implement the PAS requirement. Some 

examples of an effective program include timely processing requests for PAS, timely providing approved 

services, conducting training for managers and supervisors, and monitoring PAS requests for trends.

The FDIC has policies in place to process requests for PAS, timely provide services and monitor the 

requests. We conduct PAS training as part of RA training for supervisors and managers. We did not 

receive any PAS request for FY 2022, therefore there is no data pertaining to PAS for 2022. 

Section VI: EEO Complaint and Findings Data

Section VI

A. EEO 

Complaint 

Data Involving 

Harassment

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging 

harassment, as compared to the government-wide average? 

Yes  No  N/A 

2. During the last fiscal year, did any complaints alleging harassment based on disability status result

 in a finding of discrimination or a settlement agreement?

Yes  No  N/A 

3. If the agency had one or more findings of discrimination alleging harassment based on disability 

status during the last fiscal year, please describe the corrective measures taken by the agency.

N/A

EEOC FORM 715-01 PART J | SPECIAL PROGRAM PLAN FOR THE RECRUITMENT, HIRING, ADVANCEMENT, AND 

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EEOC FORM PART J 715-01 FY 2018 – FFEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT U.S. Equal Employment Opportunity Commission Special Program Plan for the Recruitment, Hiring, Advancement, and Retention of Persons with Disabilities

Section VI

B. EEO 

Complaint 

Data Involving 

Reasonable 

Accommodation

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging failure 

to provide a reasonable accommodation, as compared to the government-wide average? 

Yes  No  N/A 

2. During the last fiscal year, did any complaints alleging failure to provide reasonable accommodation 

result in a finding of discrimination or a settlement agreement?

Yes  No  N/A 

3. If the agency had one or more findings of discrimination involving the failure to provide a reasonable 

accommodation during the last fiscal year, please describe the corrective measures taken by the 

agency.

N/A

Section VII: Identification and Removal of Barriers

Element D of MD-715 requires agencies to conduct a barrier analysis when a trigger suggests that a policy, procedure, 

or practice may be impeding the employment opportunities of a protected EEO group.

Section VII 1. Has the agency identified any barriers (policies, procedures, and/or practices) that affect 

employment opportunities for PWD and/or PWTD? 

Yes  No 

2. Has the agency established a plan to correct the barrier(s) involving PWD and/or PWTD? 

Yes  No  N/A 

3. Identify each trigger and plan to remove the barrier(s), including the identified barrier(s), 

objective(s), responsible official(s), planned activities, and, where applicable, accomplishments.

Trigger 1

Barrier(s) New efforts will be conducted in FY 2023

Objective(s)

Responsible Official(s) Performance Standards Address the Plan?

(Yes or No)

Barrier Analysis Process Completed?

(Yes or No)

Barrier(s) Identified?

(Yes or No)

EEOC FORM 715-01 PART J | SPECIAL PROGRAM PLAN FOR THE RECRUITMENT, HIRING, ADVANCEMENT, AND 

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EEOC FORM PART J 715-01 FY 2018 – FFEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT U.S. Equal Employment Opportunity Commission Special Program Plan for the Recruitment, Hiring, Advancement, and Retention of Persons with Disabilities

Sources of Data Sources Reviewed?

(Yes or No)

Identify Information Collected

Workforce Data Tables 

Complaint Data (Trends)

Grievance Data (Trends)

Findings from Decisions (e.g., EEO, 

Grievance, MSPB, Anti-Harassment 

Processes) 

Climate Assessment Survey (e.g., FEVS)

Exit Interview Data

Focus Groups

Interviews

Reports (e.g., Congress, EEOC, MSPB, 

GAO, OPM)

Other (Please Describe)

Target Date

(mm/dd/yyyy)

Planned Activities Sufficient Staffing & 

Funding

(Yes or No)

Modified Date

(mm/dd/yyyy)

Completion Date

(mm/dd/yyyy)

Fiscal Year Accomplishments

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EEOC FORM PART J 715-01 FY 2018 – FFEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT U.S. Equal Employment Opportunity Commission Special Program Plan for the Recruitment, Hiring, Advancement, and Retention of Persons with Disabilities

4. Please explain the factor(s) that prevented the agency from timely completing any of the planned 

activities.

5. For the planned activities that were completed, please describe the actual impact of those activities 

toward eliminating the barrier(s).

6. If the planned activities did not correct the trigger(s) and/or barrier(s), please describe how the 

agency intends to improve the plan for the next fiscal year.

EEOC FORM 715-01 PART J | SPECIAL PROGRAM PLAN FOR THE RECRUITMENT, HIRING, ADVANCEMENT, AND 

RETENTION OF PERSONS WITH DISABILITIES
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U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT A | FDIC WORKFORCE DATA TABLES
FDIC/FY 2022 71

Two or More 

Races Female

1.05

0

18

0.30

17

0.29

-1

-0.01

-5.56

1

0.18

0

0.00

0

0.00

1

0.32

0

0.00

1

1.02

2

0.28

18

0.32

17

0.31

-1

-0.01

-5.56

Table A1: TOTAL WORKFORCE - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Employment Tenure Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

CLF 2014-2018 % 100 51.79 48.21 6.82 6.16 35.65 31.82 5.7 6.61 2.19 2.18 0.08 0.08 0.31 0.31 1.05

Alternative Benchmark % 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

TOTAL WORKFORCE

Total Workforce: Prior FY # 6036 3374 2662 144 105 2523 1566 361 702 254 229 5 3 35 18 14

Total Workforce: Prior FY % 100 55.90 44.10 2.39 1.74 41.80 25.94 5.98 11.63 4.21 3.79 0.08 0.05 0.58 0.30 0.23

Total Workforce: Current FY # 5882 3314 2568 152 119 2438 1468 354 693 281 241 5 3 34 17 18

Total Workforce: Current FY % 100 56.34 43.66 2.58 2.02 41.45 24.96 6.02 11.78 4.78 4.10 0.09 0.05 0.58 0.29 0.31

Total Workforce: Difference # -154 -60 -94 8 14 -85 -98 -7 -9 27 12 0 0 -1 -1 4

Total Workforce: Ratio Change % 0.00 0.44 -0.44 0.19 0.28 -0.35 -0.98 0.04 0.15 0.57 0.31 0.01 0.00 0.00 -0.01 0.08

Total Workforce: Net Change % -2.55 -1.78 -3.53 5.56 13.33 -3.37 -6.26 -1.94 -1.28 10.63 5.24 0.00 0.00 -2.86 -5.56 28.57

EMPLOYEE GAINS

Total Workforce: New Hires # 563 328 235 21 19 218 107 30 64 53 44 0 0 2 0 4

Total Workforce: New Hires % 100 58.26 41.74 3.73 3.37 38.72 19.01 5.33 11.37 9.41 7.82 0.00 0.00 0.36 0.00 0.71

EMPLOYEE LOSSES

Total Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Workforce: Reduction in Force % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total Workforce: Removal # 7 6 1 0 0 2 0 2 1 1 0 0 0 1 0 0

Total Workforce: Removal % 100 85.71 14.29 0.00 0.00 28.57 0.00 28.57 14.29 14.29 0.00 0.00 0.00 14.29 0.00 0.00

Total Workforce: Resignation # 310 186 124 14 5 133 87 23 10 14 21 0 0 2 0 0

Total Workforce: Resignation % 100 60.00 40.00 4.52 1.61 42.90 28.06 7.42 3.23 4.52 6.77 0.00 0.00 0.65 0.00 0.00

Total Workforce: Retirement # 292 131 161 4 1 107 101 9 43 7 9 0 0 0 2 1

Total Workforce: Retirement % 100 44.86 55.14 1.37 0.34 36.64 34.59 3.08 14.73 2.40 3.08 0.00 0.00 0.00 0.68 0.34

Total Workforce: Other Separations # 98 54 44 0 5 43 16 3 18 7 3 0 0 1 0 0

Total Workforce: Other Separations % 100 55.10 44.90 0.00 5.10 43.88 16.33 3.06 18.37 7.14 3.06 0.00 0.00 1.02 0.00 0.00

Total Workforce: Total Separations # 707 377 330 18 11 285 204 37 72 29 33 0 0 4 2 1

Total Workforce: Total Separations % 100 53.32 46.68 2.55 1.56 40.31 28.85 5.23 10.18 4.10 4.67 0.00 0.00 0.57 0.28 0.14

PERMANENT WORKFORCE

Permanent Workforce: Prior FY # 5624 3144 2480 133 95 2343 1444 349 670 231 213 5 2 32 17 13

Permanent Workforce: Prior FY % 100 55.90 44.10 2.36 1.69 41.66 25.68 6.21 11.91 4.11 3.79 0.09 0.04 0.57 0.30 0.23

Permanent Workforce: Current FY # 5503 3093 2410 144 108 2266 1363 346 668 252 226 5 2 31 16 17

Permanent Workforce: Current FY % 100 56.21 43.79 2.62 1.96 41.18 24.77 6.29 12.14 4.58 4.11 0.09 0.04 0.56 0.29 0.31

Permanent Workforce: Difference # -121 -51 -70 11 13 -77 -81 -3 -2 21 13 0 0 -1 -1 4

Permanent Workforce: Ratio Change % 0.00 0.31 -0.31 0.26 0.27 -0.48 -0.91 0.08 0.23 0.47 0.32 0.00 0.00 -0.01 -0.01 0.08

Permanent Workforce: Net Change % -2.15 -1.62 -2.82 8.27 13.68 -3.29 -5.61 -0.86 -0.30 9.09 6.10 0.00 0.00 -3.12 -5.88 30.77
FDIC/FY 2022 72

Two or More 

Races Female

1

0.23

0

0.00

0

0.00

1

0.48

0

0.00

1

1.82

2

0.36

0

0.00

0

0.00

0

0.00

0.00

0

0.00

0

0.00

0

0.00

Employment Tenure Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

EMPLOYEE GAINS

Permanent Workforce: New Hires # 435 253 182 19 14 164 78 28 55 37 34 0 0 1 0 4

Permanent Workforce: New Hires % 100 58.16 41.84 4.37 3.22 37.70 17.93 6.44 12.64 8.51 7.82 0.00 0.00 0.23 0.00 0.92

EMPLOYEE LOSSES

Permanent Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Permanent Workforce: Reduction in Force % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Permanent Workforce: Removal # 6 5 1 0 0 1 0 2 1 1 0 0 0 1 0 0

Permanent Workforce: Removal % 100 83.33 16.67 0.00 0.00 16.67 0.00 33.33 16.67 16.67 0.00 0.00 0.00 16.67 0.00 0.00

Permanent Workforce: Resignation # 210 128 82 9 3 93 58 18 6 7 14 0 0 1 0 0

Permanent Workforce: Resignation % 100 60.95 39.05 4.29 1.43 44.29 27.62 8.57 2.86 3.33 6.67 0.00 0.00 0.48 0.00 0.00

Permanent Workforce: Retirement # 282 124 158 4 1 100 99 9 43 7 8 0 0 0 2 1

Permanent Workforce: Retirement % 100 43.97 56.03 1.42 0.35 35.46 35.11 3.19 15.25 2.48 2.84 0.00 0.00 0.00 0.71 0.35

Permanent Workforce: Other Separations # 55 29 26 0 4 23 10 2 8 3 2 0 0 1 0 0

Permanent Workforce: Other Separations % 100 52.73 47.27 0.00 7.27 41.82 18.18 3.64 14.55 5.45 3.64 0.00 0.00 1.82 0.00 0.00

Permanent Workforce: Total Separations # 553 286 267 13 8 217 167 31 58 18 24 0 0 3 2 1

Permanent Workforce: Total Separations % 100 51.72 48.28 2.35 1.45 39.24 30.20 5.61 10.49 3.25 4.34 0.00 0.00 0.54 0.36 0.18

TEMPORARY WORKFORCE

Temporary Workforce: Prior FY # 412 230 182 11 10 180 122 12 32 23 16 0 1 3 1 1

Temporary Workforce: Prior FY % 100 55.83 44.17 2.67 2.43 43.69 29.61 2.91 7.77 5.58 3.88 0.00 0.24 0.73 0.24 0.24

Temporary Workforce: Current FY # 379 221 158 8 11 172 105 8 25 29 15 0 1 3 1 1

Temporary Workforce: Current FY % 100 58.31 41.69 2.11 2.90 45.38 27.70 2.11 6.60 7.65 3.96 0.00 0.26 0.79 0.26 0.26

Temporary Workforce: Difference # -33 -9 -24 -3 1 -8 -17 -4 -7 6 -1 0 0 0 0 0

Temporary Workforce: Ratio Change % 0.00 2.48 -2.48 -0.56 0.47 1.69 -1.91 -0.80 -1.17 2.07 0.08 0.00 0.02 0.06 0.02 0.02

Temporary Workforce: Net Change % -8.01 -3.91 -13.19 -27.27 10.00 -4.44 -13.93 -33.33 -21.87 26.09 -6.25 0.00 0.00 0.00 0.00 0.00

EMPLOYEE GAINS

Temporary Workforce: New Hires # 128 75 53 2 5 54 29 2 9 16 10 0 0 1 0 0

Temporary Workforce: New Hires % 100 58.59 41.41 1.56 3.91 42.19 22.66 1.56 7.03 12.50 7.81 0.00 0.00 0.78 0.00 0.00

EMPLOYEE LOSSES

Temporary Workforce: Reduction in Force # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Temporary Workforce: Reduction in Force % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Removal # 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

Temporary Workforce: Removal % 100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
FDIC/FY 2022 73

Two or More 

Races Female

0

0.00

0

0.00

0

0.00

0

0.00

Two or More 

Races Female

1.05

0

51

0.93

1

0.31

0

0.00

8

1.39

2

0.43

4

0.73

3

0.63

33

1.28

0 0 0 0

Temporary Workforce: Resignation # 100 58 42 5 2 40 29 5 4 7 7 0 0 1 0 0

Temporary Workforce: Retirement % 100 70.00 30.00 0.00 0.00 70.00 20.00 0.00 0.00 0.00 10.00 0.00 0.00 0.00 0.00 0.00

Employment Tenure Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Temporary Workforce: Resignation % 100 58.00 42.00 5.00 2.00 40.00 29.00 5.00 4.00 7.00 7.00 0.00 0.00 1.00 0.00 0.00

Temporary Workforce: Retirement # 10 7 3 0 0 7 2 0 0 0 1 0

Temporary Workforce: Other Separations # 43 25 18 0 1 20 6 1 10 4 1 0 0 0 0 0

Temporary Workforce: Other Separations % 100 58.14 41.86 0.00 2.33 46.51 13.95 2.33 23.26 9.30 2.33 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Total Separations # 154 91 63 5 3 68 37 6 14 11 9 0 0 1 0 0

Temporary Workforce: Total Separations % 100 59.09 40.91 3.25 1.95 44.16 24.03 3.90 9.09 7.14 5.84 0.00 0.00 0.65 0.00 0.00

Table A2: PERMANENT WORKFORCE BY COMPONENT - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Employment Tenure for Sub-Components Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

CLF 2014-2018 % 100 51.79 48.21 6.82 6.16 35.65 31.82 5.7 6.61 2.19 2.18 0.08 0.08 0.31 0.31 1.05

Alternative Benchmark % 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Permanent Workforce #

Permanent Workforce %

5511 3099 2412 159 102 2289 1379 332 651 229 216 5 2 20 11 65

100 56.23 43.77 2.89 1.85 41.54 25.02 6.02 11.81 4.16 3.92 0.09 0.04 0.36 0.20 1.18

Headquarters Regional Office #

Headquarters Regional Office %

2579 1342 1237 63 54 891 570 183 436 151 136 1 1 11 7 42

100 52.04 47.96 2.44 2.09 34.55 22.10 7.10 16.91 5.85 5.27 0.04 0.04 0.43 0.27 1.63

Table A3: OCCUPATIONAL CATEGORIES - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Atlanta Regional Office #

Atlanta Regional Office %

425 255 170 7 7 181 84 59 73 4 4 0 1 1 0 3

100 56.21 43.79 2.62 1.96 41.18 24.77 6.29 12.14 4.58 4.11 0.09 0.04 0.56 0.29 0.31

Chicago Regional Office #

Chicago Regional Office %

445 263 182 11 4 236 147 10 28 4 3 1 0 0 0 1

100 59.10 40.90 2.47 0.90 53.03 33.03 2.25 6.29 0.90 0.67 0.22 0.00 0.00 0.00 0.22

Dallas Regional Office #

Dallas Regional Office %

574 339 235 33 13 238 135 44 65 13 13 2 0 5 1 4

100 59.06 40.94 5.75 2.26 41.46 23.52 7.67 11.32 2.26 2.26 0.35 0.00 0.87 0.17 0.70

Kansas City Regional Office #

Kansas City Regional Office %

464 3 2 4 3 278 151 6 9 3 1 0 0 2 1 4

100 64.01 35.99 0.86 0.65 59.91 32.54 1.29 1.94 0.65 0.22 0.00 0.00 0.43 0.22 0.86

100 54.31 45.69 3.49 2.20 44.04 34.86 2.57 5.14 3.30 2.57 0.00 0.00 0.18 0.18 0.73

San Francisco Regional Office #

San Francisco Regional Office %

479 307 172 22 9 225 102 16 12 36 45 1 0 0 1 7

100 64.09 35.91 4.59 1.88 46.97 21.29 3.34 2.51 7.52 9.39 0.21 0.00 0.00 0.21 1.46

New York Regional Office #

New York Regional Office %

545 296 249 19 12 240 190 14 28 18 14 0 0 1 1 4
FDIC/FY 2022 74

0.00

0

0.00

Two or More 

Races Female

1.05

0

51

0.93

1

0.31

0

0.00

8

1.39

2

0.43

4

0.73

3

0.63

33

1.28

Temporary Workforce: Other Separations % 100 58.14 41.86 0.00 2.33 46.51 13.95 2.33 23.26 9.30 2.33 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Total Separations # 154 91 63 5 3 68 37 6 14 11 9 0 0 1 0 0

Temporary Workforce: Total Separations % 100 59.09 40.91 3.25 1.95 44.16 24.03 3.90 9.09 7.14 5.84 0.00 0.00 0.65 0.00 0.00

Table A2: PERMANENT WORKFORCE BY COMPONENT - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Employment Tenure for Sub-Components Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

CLF 2014-2018 % 100 51.79 48.21 6.82 6.16 35.65 31.82 5.7 6.61 2.19 2.18 0.08 0.08 0.31 0.31 1.05

Alternative Benchmark % 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Permanent Workforce #

Permanent Workforce %

5511 3099 2412 159 102 2289 1379 332 651 229 216 5 2 20 11 65

100 56.23 43.77 2.89 1.85 41.54 25.02 6.02 11.81 4.16 3.92 0.09 0.04 0.36 0.20 1.18

Headquarters Regional Office #

Headquarters Regional Office %

2579 1342 1237 63 54 891 570 183 436 151 136 1 1 11 7 42

100 52.04 47.96 2.44 2.09 34.55 22.10 7.10 16.91 5.85 5.27 0.04 0.04 0.43 0.27 1.63

Table A3: OCCUPATIONAL CATEGORIES - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Atlanta Regional Office #

Atlanta Regional Office %

425 255 170 7 7 181 84 59 73 4 4 0 1 1 0 3

100 56.21 43.79 2.62 1.96 41.18 24.77 6.29 12.14 4.58 4.11 0.09 0.04 0.56 0.29 0.31

Chicago Regional Office #

Chicago Regional Office %

445 263 182 11 4 236 147 10 28 4 3 1 0 0 0 1

100 59.10 40.90 2.47 0.90 53.03 33.03 2.25 6.29 0.90 0.67 0.22 0.00 0.00 0.00 0.22

Dallas Regional Office #

Dallas Regional Office %

574 339 235 33 13 238 135 44 65 13 13 2 0 5 1 4

100 59.06 40.94 5.75 2.26 41.46 23.52 7.67 11.32 2.26 2.26 0.35 0.00 0.87 0.17 0.70

Kansas City Regional Office #

Kansas City Regional Office %

464 3 2 4 3 278 151 6 9 3 1 0 0 2 1 4

100 64.01 35.99 0.86 0.65 59.91 32.54 1.29 1.94 0.65 0.22 0.00 0.00 0.43 0.22 0.86

100 54.31 45.69 3.49 2.20 44.04 34.86 2.57 5.14 3.30 2.57 0.00 0.00 0.18 0.18 0.73

San Francisco Regional Office #

San Francisco Regional Office %

479 307 172 22 9 225 102 16 12 36 45 1 0 0 1 7

100 64.09 35.91 4.59 1.88 46.97 21.29 3.34 2.51 7.52 9.39 0.21 0.00 0.00 0.21 1.46

New York Regional Office #

New York Regional Office %

545 296 249 19 12 240 190 14 28 18 14 0 0 1 1 4
FDIC/FY 2022 75

3

0.63

33

1.28

Headquarters Regional Office #

Headquarters Regional Office %

2579 1342 1237 63 54 891 570 183 436 151 136 1 1 11 7 42

100 52.04 47.96 2.44 2.09 34.55 22.10 7.10 16.91 5.85 5.27 0.04 0.04 0.43 0.27 1.63

Table A3: OCCUPATIONAL CATEGORIES - Distribution by Race, Ethnicity, and Sex (Participation Rate)

San Francisco Regional Office #

San Francisco Regional Office %

479 307 172 22 9 225 102 16 12 36 45 1 0 0 1 7

100 64.09 35.91 4.59 1.88 46.97 21.29 3.34 2.51 7.52 9.39 0.21 0.00 0.00 0.21 1.46

Two or More 

Races Female

17

0.31

0

1

0.77

0

0.00

0

0.00

1

0.77

13

0.29

3. Technicians # 0

 Technicians % 0.00

4. Sales Workers # 0

 Sales Workers % 0.00

5. Administrative Workers # 2

 Administrative Workers % 1.07

6. Craft Workers # 0

 Craft Workers % 0.00

7. Operatives # 0

 Operatives % 0.00

8. Laborers and Helpers # 0

 Laborers and Helpers % 0.00

9. Service Workers # 0

 Service Workers % 0.00

Two or More 

Races Female

17

0.31

0

0

0.00

0

Occupational Categories Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Permanent Workforce #

Permanent Workforce %

5503 3093 2410 144 108 2266 1363 346 668 252 226 5 2 31 16 17

100 56.21 43.79 2.62 1.96 41.18 24.77 6.29 12.14 4.58 4.11 0.09 0.04 0.56 0.29 0.31

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

 1. Management

 Executives #

 Executives %

130 82 48 4 1 63 37 10 5 5 4 0 0 0 0 0

100 63.08 36.92 3.08 0.77 48.46 28.46 7.69 3.85 3.85 3.08 0.00 0.00 0.00 0.00 0.00

 Managers #

 Managers %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

 Supervisors #

 Supervisors %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

 Total Management #

 Total Management %

130 82 48 4 1 63 37 10 5 5 4 0 0 0 0 0

100 63.08 36.92 3.08 0.77 48.46 28.46 7.69 3.85 3.85 3.08 0.00 0.00 0.00 0.00 0.00

 2. Professionals # 

 Professionals %

4456 2539 1917 120 86 1851 1069 277 526 222 201 5 2 27 15 13

100 56.98 43.02 2.69 1.93 41.54 23.99 6.22 11.80 4.98 4.51 0.11 0.04 0.61 0.34 0.29

2 1 1 0 0 0 0 0 1 1 0 0 0 0 0 0

100 50.00 50.00 0.00 0.00 0.00 0.00 0.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

187 34 153 5 12 8 55 16 75 0 6 0 0 0 1 2

100 18.18 81.82 2.67 6.42 4.28 29.41 8.56 40.11 0.00 3.21 0.00 0.00 0.00 0.53 1.07

1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

49 38 11 2 1 27 8 4 1 4 1 0 0 0 0 1

100 77.55 22.45 4.08 2.04 55.10 16.33 8.16 2.04 8.16 2.04 0.00 0.00 0.00 0.00 2.04

Table A4: Participation Rates For FDIC Grades by Race/Ethnicity and Sex (Permanent)

GS/GM/GL GRADES Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Permanent Workforce #

Permanent Workforce %

5503 3093 2410 144 108 2266 1363 346 668 252 226 5 2 31 16 17

100 56.21 43.79 2.62 1.96 41.18 24.77 6.29 12.14 4.58 4.11 0.09 0.04 0.56 0.29 0.31

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-02 #

CG-02 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-03 # 2 1 1 0 0 0 1 0 0 1 0 0 0 0 0 0
FDIC/FY 2022 76

7. Operatives # 0

 Operatives % 0.00

8. Laborers and Helpers # 0

 Laborers and Helpers % 0.00

9. Service Workers # 0

 Service Workers % 0.00

Two or More 

Races Female

17

0.31

0

0

0.00

0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

49 38 11 2 1 27 8 4 1 4 1 0 0 0 0 1

100 77.55 22.45 4.08 2.04 55.10 16.33 8.16 2.04 8.16 2.04 0.00 0.00 0.00 0.00 2.04

Table A4: Participation Rates For FDIC Grades by Race/Ethnicity and Sex (Permanent)

GS/GM/GL GRADES Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Permanent Workforce #

Permanent Workforce %

5503 3093 2410 144 108 2266 1363 346 668 252 226 5 2 31 16 17

100 56.21 43.79 2.62 1.96 41.18 24.77 6.29 12.14 4.58 4.11 0.09 0.04 0.56 0.29 0.31

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-02 #

CG-02 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-03 # 2 1 1 0 0 0 1 0 0 1 0 0 0 0 0 0

0.00

0

0.00

0

0.00

1

2.33

1

0.42

0

0.00

4

1.12

0

0.00

2

0.28

4

0.44

3

0.22

0

0.00

15

0.32

0

0.00

Two or More 

Races Female

0

0.00

0

0

0.00

0

0.00

0

CG-03 % 100 50.00 50.00 0.00 0.00 0.00 50.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-04 #

CG-04 %

82 58 24 3 1 46 16 2 2 6 5 0 0 0 0 1

100 70.73 29.27 3.66 1.22 56.10 19.51 2.44 2.44 7.32 6.10 0.00 0.00 0.00 0.00 1.22

CG-05 #

CG-05 %

20 7 13 0 1 2 2 3 9 1 1 0 0 1 0 0

100 35.00 65.00 0.00 5.00 10.00 10.00 15.00 45.00 5.00 5.00 0.00 0.00 5.00 0.00 0.00

CG-06 #

CG-06 %

43 7 36 1 4 1 18 4 10 0 3 0 0 0 0 1

100 16.28 83.72 2.33 9.30 2.33 41.86 9.30 23.26 0.00 6.98 0.00 0.00 0.00 0.00 2.33

CG-07 #

CG-07 %

236 128 108 14 9 79 47 22 39 12 11 0 0 0 1 0

100 54.24 45.76 5.93 3.81 33.47 19.92 9.32 16.53 5.08 4.66 0.00 0.00 0.00 0.42 0.00

CG-08 # 

CG-08 %

50 6 44 1 5 2 8 2 28 0 1 0 0 0 0 0

100 12.00 88.00 2.00 10.00 4.00 16.00 4.00 56.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00

CG-09 #

CG-09 %

357 194 163 12 12 127 76 27 55 20 15 2 0 4 1 2

100 54.34 45.66 3.36 3.36 35.57 21.29 7.56 15.41 5.60 4.20 0.56 0.00 1.12 0.28 0.56

CG-11 #

CG-11 %

243 111 132 7 6 70 71 22 43 8 11 0 0 2 0 1

100 45.68 54.32 2.88 2.47 28.81 29.22 9.05 17.70 3.29 4.53 0.00 0.00 0.82 0.00 0.41

CG-12 #

CG-12 %

720 362 358 20 11 264 201 47 112 19 25 1 1 3 5 3

100 50.28 49.72 2.78 1.53 36.67 27.92 6.53 15.56 2.64 3.47 0.14 0.14 0.42 0.69 0.42

CG-13 #

CG-13 %

908 489 419 26 17 360 229 56 138 39 24 0 1 4 5 2

100 53.85 46.15 2.86 1.87 39.65 25.22 6.17 15.20 4.30 2.64 0.00 0.11 0.44 0.55 0.22

CG-14 # 

CG-14 %

1366 805 561 27 26 594 318 91 141 71 70 0 0 8 2 3

100 58.93 41.07 1.98 1.90 43.48 23.28 6.66 10.32 5.20 5.12 0.00 0.00 0.59 0.15 0.22

CG-15 #

CG-15 %

664 432 232 16 6 327 150 24 36 48 37 2 0 5 2 3

100 65.06 34.94 2.41 0.90 49.25 22.59 3.61 5.42 7.23 5.57 0.30 0.00 0.75 0.30 0.45

Total CG Workforce (Permanent) #

Total CG Workforce (Permanent) %

4691 2600 2091 127 98 1872 1137 300 613 225 203 5 2 27 16 16

100 55.43 44.57 2.71 2.09 39.91 24.24 6.40 13.07 4.80 4.33 0.11 0.04 0.58 0.34 0.34

IG #

IG %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table A4: Participation Rates For FDIC Grades by Race/Ethnicity and Sex (Temporary)

GS/GM/GL GRADES Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Temporary Workforce #

Temporary Workforce %

379 221 158 8 11 172 105 8 25 29 15 0 1 3 1 1

100 58.31 41.69 2.11 2.90 45.38 27.70 2.11 6.60 7.65 3.96 0.00 0.26 0.79 0.26 0.26

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-02 #

CG-02 %

1 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-03 # 

CG-03 %

3 2 1 0 0 0 1 0 0 2 0 0 0 0 0 0

100 66.67 33.33 0.00 0.00 0.00 33.33 0.00 0.00 66.67 0.00 0.00 0.00 0.00 0.00 0.00

CG-04 # 68 42 26 0 4 29 13 3 6 9 3 0 0 1 0 0
FDIC/FY 2022 77

15

0.32

0

0.00

Two or More 

Races Female

0

0.00

0

0

0.00

0

0.00

0

Total CG Workforce (Permanent) #

Total CG Workforce (Permanent) %

4691 2600 2091 127 98 1872 1137 300 613 225 203 5 2 27 16 16

100 55.43 44.57 2.71 2.09 39.91 24.24 6.40 13.07 4.80 4.33 0.11 0.04 0.58 0.34 0.34

IG #

IG %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table A4: Participation Rates For FDIC Grades by Race/Ethnicity and Sex (Temporary)

GS/GM/GL GRADES Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Temporary Workforce #

Temporary Workforce %

379 221 158 8 11 172 105 8 25 29 15 0 1 3 1 1

100 58.31 41.69 2.11 2.90 45.38 27.70 2.11 6.60 7.65 3.96 0.00 0.26 0.79 0.26 0.26

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-02 #

CG-02 %

1 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-03 # 

CG-03 %

3 2 1 0 0 0 1 0 0 2 0 0 0 0 0 0

100 66.67 33.33 0.00 0.00 0.00 33.33 0.00 0.00 66.67 0.00 0.00 0.00 0.00 0.00 0.00

CG-04 # 68 42 26 0 4 29 13 3 6 9 3 0 0 1 0 0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

Two or More 

Races Female

17

0.31

0

0

0.00

0

0.00

0

0.00

CG-04 % 100 61.76 38.24 0.00 5.88 42.65 19.12 4.41 8.82 13.24 4.41 0.00 0.00 1.47 0.00 0.00

CG-05 #

CG-05 %

11 7 4 0 0 3 1 0 2 4 1 0 0 0 0 0

100 63.64 36.36 0.00 0.00 27.27 9.09 0.00 18.18 36.36 9.09 0.00 0.00 0.00 0.00 0.00

CG-06 #

CG-06 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-07 #

CG-07 %

103 64 39 3 1 54 26 1 9 5 2 0 0 0 1 1

100 62.14 37.86 2.91 0.97 52.43 25.24 0.97 8.74 4.85 1.94 0.00 0.00 0.00 0.97 0.97

CG-08 # 

CG-08 %

1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-09 #

CG-09 %

149 82 67 4 4 64 49 4 6 8 7 0 1 2 0 0

100 55.03 44.97 2.68 2.68 42.95 32.89 2.68 4.03 5.37 4.70 0.00 0.67 1.34 0.00 0.00

CG-11 #

CG-11 %

4 3 1 1 0 2 0 0 0 0 1 0 0 0 0 0

100 75.00 25.00 25.00 0.00 50.00 0.00 0.00 0.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00

CG-12 #

CG-12 %

24 12 12 0 2 12 9 0 1 0 0 0 0 0 0 0

100 50.00 50.00 0.00 8.33 50.00 37.50 0.00 4.17 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-13 #

CG-13 %

3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0

100 66.67 33.33 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-14 # 

CG-14 %

8 4 4 0 0 3 3 0 0 1 1 0 0 0 0 0

100 50.00 50.00 0.00 0.00 37.50 37.50 0.00 0.00 12.50 12.50 0.00 0.00 0.00 0.00 0.00

CG-15 #

CG-15 %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total CG Workforce (Temporary) #

Total CG Workforce (Temporary) %

377 220 157 8 11 171 104 8 25 29 15 0 1 3 1 1

100 58.36 41.64 2.12 2.92 45.36 27.59 2.12 6.63 7.69 3.98 0.00 0.27 0.80 0.27 0.27

IG #

IG %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table A4: Participation Rates For General Schedule Grades by Race/Ethnicity and Sex (Permanent)

GS/GM/GL GRADES Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Permanent Workforce #

Permanent Workforce %

5503 3093 2410 144 108 2266 1363 346 668 252 226 5 2 31 16 17

100 56.21 43.79 2.62 1.96 41.18 24.77 6.29 12.14 4.58 4.11 0.09 0.04 0.56 0.29 0.31

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-01 #

GS-01 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-02 # 

GS-02 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-03 #

GS-03 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
FDIC/FY 2022 78

0

0.00

0

0.00

Two or More 

Races Female

17

0.31

0

0

0.00

0

0.00

0

0.00

Total CG Workforce (Temporary) #

Total CG Workforce (Temporary) %

377 220 157 8 11 171 104 8 25 29 15 0 1 3 1 1

100 58.36 41.64 2.12 2.92 45.36 27.59 2.12 6.63 7.69 3.98 0.00 0.27 0.80 0.27 0.27

IG #

IG %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table A4: Participation Rates For General Schedule Grades by Race/Ethnicity and Sex (Permanent)

GS/GM/GL GRADES Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Permanent Workforce #

Permanent Workforce %

5503 3093 2410 144 108 2266 1363 346 668 252 226 5 2 31 16 17

100 56.21 43.79 2.62 1.96 41.18 24.77 6.29 12.14 4.58 4.11 0.09 0.04 0.56 0.29 0.31

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-01 #

GS-01 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-02 # 

GS-02 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-03 #

GS-03 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

Two or More 

Races Female

0

0.00

0

0.00

0

0.00

0

0.00

1

0.63

1

0.63

GS-04 #

GS-04 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-05 #

GS-05 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-06 #

GS-06 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-07 # 

GS-07 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-08 #

GS-08 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-09 #

GS-09 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-10 #

GS-10 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-11 #

GS-11 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-12 # 

GS-12 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-13 #

GS-13 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-14 #

GS-14 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS/GM/GL GRADES Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

GS-15 #

GS-15 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

All other (unspecified GS) #

All other (unspecified GS) %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total GS Employees #

Total GS Employees %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

SES #

SES %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Other Senior Pay #

Other Senior Pay %

158 98 60 5 1 77 45 10 5 6 8 0 0 0 0 0

100 62.03 37.97 3.16 0.63 48.73 28.48 6.33 3.16 3.80 5.06 0.00 0.00 0.00 0.00 0.00

Total Senior Pay #

Total Senior Pay %

158 98 60 5 1 77 45 10 5 6 8 0 0 0 0 0

100 62.03 37.97 3.16 0.63 48.73 28.48 6.33 3.16 3.80 5.06 0.00 0.00 0.00 0.00 0.00

Table A4: Participation Rates For General Schedule Grades by Race/Ethnicity and Sex (Temporary)
FDIC/FY 2022 79

0.00

0

0.00

0

0.00

Two or More 

Races Female

0

0.00

0

0.00

0

0.00

0

0.00

1

0.63

1

0.63

GS-12 %

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-13 #

GS-13 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-14 #

GS-14 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS/GM/GL GRADES Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

GS-15 #

GS-15 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

All other (unspecified GS) #

All other (unspecified GS) %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total GS Employees #

Total GS Employees %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

SES #

SES %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Other Senior Pay #

Other Senior Pay %

158 98 60 5 1 77 45 10 5 6 8 0 0 0 0 0

100 62.03 37.97 3.16 0.63 48.73 28.48 6.33 3.16 3.80 5.06 0.00 0.00 0.00 0.00 0.00

Total Senior Pay #

Total Senior Pay %

158 98 60 5 1 77 45 10 5 6 8 0 0 0 0 0

100 62.03 37.97 3.16 0.63 48.73 28.48 6.33 3.16 3.80 5.06 0.00 0.00 0.00 0.00 0.00

Table A4: Participation Rates For General Schedule Grades by Race/Ethnicity and Sex (Temporary)
FDIC/FY 2022 80

1

0.63

1

0.63

Other Senior Pay #

Other Senior Pay %

158 98 60 5 1 77 45 10 5 6 8 0 0 0 0 0

100 62.03 37.97 3.16 0.63 48.73 28.48 6.33 3.16 3.80 5.06 0.00 0.00 0.00 0.00 0.00

Total Senior Pay #

Total Senior Pay %

158 98 60 5 1 77 45 10 5 6 8 0 0 0 0 0

100 62.03 37.97 3.16 0.63 48.73 28.48 6.33 3.16 3.80 5.06 0.00 0.00 0.00 0.00 0.00

Table A4: Participation Rates For General Schedule Grades by Race/Ethnicity and Sex (Temporary)

Two or More 

Races Female

0

0.00

0

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

Two or More 

Races Female

GS/GM/GL GRADES Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Temporary Workforce #

Temporary Workforce %

379 221 158 8 11 172 105 8 25 29 15 0 1 3 1 1

100 58.31 41.69 2.11 2.90 45.38 27.70 2.11 6.60 7.65 3.96 0.00 0.26 0.79 0.26 0.26

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

GS-01 #

GS-01 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-02 # 

GS-02 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-03 #

GS-03 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-04 #

GS-04 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-05 #

GS-05 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-06 #

GS-06 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-07 # 

GS-07 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-08 #

GS-08 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-09 #

GS-09 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-10 #

GS-10 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-11 #

GS-11 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-12 # 

GS-12 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-13 #

GS-13 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-14 #

GS-14 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS/GM/GL GRADES Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male
FDIC/FY 2022 81

0.00

0

0.00

0

0.00

Two or More 

Races Female

GS-12 %

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-13 #

GS-13 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS-14 #

GS-14 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

GS/GM/GL GRADES Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

Two or More 

Races Female

17

0.31

0

0

0.00

0

0.00

0

0.00

0

0.00

1

0.91

3

1.05

1

0.53

1

0.40

0

0.00

1

GS-15 #

GS-15 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

All other (unspecified GS) # 

All other (unspecified GS) %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total GS Employees #

Total GS Employees %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

SES #

SES %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Other Senior Pay #

Other Senior Pay %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total Senior Pay #

Total Senior Pay %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table A5P: SALARY - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Salary Range Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Permanent Workforce #

Permanent Workforce %

5503 3093 2410 144 108 2266 1363 346 668 252 226 5 2 31 16 17

100 56.21 43.79 2.62 1.96 41.18 24.77 6.29 12.14 4.58 4.11 0.09 0.04 0.56 0.29 0.31

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Up to $20,000 #

Up to $20,000 %

1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$20,001-$30,000 #

$20,001-$30,000 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$30,001-$40,000 #

$30,001-$40,000 %

5 2 3 0 0 1 2 0 1 1 0 0 0 0 0 0

100 40.00 60.00 0.00 0.00 20.00 40.00 0.00 20.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00

$40,001-$50,000 #

$40,001-$50,000 %

80 53 27 2 2 42 12 4 9 3 4 0 0 1 0 1

100 66.25 33.75 2.50 2.50 52.50 15.00 5.00 11.25 3.75 5.00 0.00 0.00 1.25 0.00 1.25

$50,001-$60,000 #

$50,001-$60,000 %

110 65 45 9 6 43 25 8 6 5 7 0 0 0 0 0

100 59.09 40.91 8.18 5.45 39.09 22.73 7.27 5.45 4.55 6.36 0.00 0.00 0.00 0.00 0.00

$60,001-$70,000 #

$60,001-$70,000 %

285 163 122 9 10 117 68 19 34 12 7 2 0 2 0 2

100 57.19 42.81 3.16 3.51 41.05 23.86 6.67 11.93 4.21 2.46 0.70 0.00 0.70 0.00 0.70

$70,001-$80,000 #

$70,001-$80,000 %

187 102 85 7 7 59 36 21 33 13 8 0 0 1 0 1

100 54.55 45.45 3.74 3.74 31.55 19.25 11.23 17.65 6.95 4.28 0.00 0.00 0.53 0.00 0.53

$80,001-$90,000 #

$80,001-$90,000 %

247 129 118 10 7 89 62 17 37 10 6 0 1 3 3 0

100 52.23 47.77 4.05 2.83 36.03 25.10 6.88 14.98 4.05 2.43 0.00 0.40 1.21 1.21 0.00

$90,001-$100,000 #

$90,001-$100,000 %

232 114 118 10 4 82 50 11 54 7 8 1 0 1 1 1

100 49.14 50.86 4.31 1.72 35.34 21.55 4.74 23.28 3.02 3.45 0.43 0.00 0.43 0.43 0.43

$100,001-$110,000 # 256 115 141 9 6 84 71 16 55 4 8 0 0 0 0 1
FDIC/FY 2022 82

0

0.00

0

0.00

Two or More 

Races Female

17

0.31

0

0

0.00

0

0.00

0

0.00

0

0.00

1

0.91

3

1.05

1

0.53

1

0.40

0

0.00

1

Other Senior Pay #

Other Senior Pay %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total Senior Pay #

Total Senior Pay %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table A5P: SALARY - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Salary Range Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Permanent Workforce #

Permanent Workforce %

5503 3093 2410 144 108 2266 1363 346 668 252 226 5 2 31 16 17

100 56.21 43.79 2.62 1.96 41.18 24.77 6.29 12.14 4.58 4.11 0.09 0.04 0.56 0.29 0.31

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Up to $20,000 #

Up to $20,000 %

1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$20,001-$30,000 #

$20,001-$30,000 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$30,001-$40,000 #

$30,001-$40,000 %

5 2 3 0 0 1 2 0 1 1 0 0 0 0 0 0

100 40.00 60.00 0.00 0.00 20.00 40.00 0.00 20.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00

$40,001-$50,000 #

$40,001-$50,000 %

80 53 27 2 2 42 12 4 9 3 4 0 0 1 0 1

100 66.25 33.75 2.50 2.50 52.50 15.00 5.00 11.25 3.75 5.00 0.00 0.00 1.25 0.00 1.25

$50,001-$60,000 #

$50,001-$60,000 %

110 65 45 9 6 43 25 8 6 5 7 0 0 0 0 0

100 59.09 40.91 8.18 5.45 39.09 22.73 7.27 5.45 4.55 6.36 0.00 0.00 0.00 0.00 0.00

$60,001-$70,000 #

$60,001-$70,000 %

285 163 122 9 10 117 68 19 34 12 7 2 0 2 0 2

100 57.19 42.81 3.16 3.51 41.05 23.86 6.67 11.93 4.21 2.46 0.70 0.00 0.70 0.00 0.70

$70,001-$80,000 #

$70,001-$80,000 %

187 102 85 7 7 59 36 21 33 13 8 0 0 1 0 1

100 54.55 45.45 3.74 3.74 31.55 19.25 11.23 17.65 6.95 4.28 0.00 0.00 0.53 0.00 0.53

$80,001-$90,000 #

$80,001-$90,000 %

247 129 118 10 7 89 62 17 37 10 6 0 1 3 3 0

100 52.23 47.77 4.05 2.83 36.03 25.10 6.88 14.98 4.05 2.43 0.00 0.40 1.21 1.21 0.00

$90,001-$100,000 #

$90,001-$100,000 %

232 114 118 10 4 82 50 11 54 7 8 1 0 1 1 1

100 49.14 50.86 4.31 1.72 35.34 21.55 4.74 23.28 3.02 3.45 0.43 0.00 0.43 0.43 0.43

$100,001-$110,000 # 256 115 141 9 6 84 71 16 55 4 8 0 0 0 0 1

0.39

1

0.43

1

0.39

2

0.58

0

0.00

Two or More 

Races Female

1

0.30

2

0.69

1

0.37

2

0.10

Two or More 

Races Female

0

0.00

0

0

0.00

0

0.00

0

$100,001-$110,000 % 100 44.92 55.08 3.52 2.34 32.81 27.73 6.25 21.48 1.56 3.13 0.00 0.00 0.00 0.00 0.39

$110,001-$120,000 #

$110,001-$120,000 %

232 126 106 9 6 92 62 17 28 7 7 0 0 0 1 1

100 54.31 45.69 3.88 2.59 39.66 26.72 7.33 12.07 3.02 3.02 0.00 0.00 0.00 0.43 0.43

$120,001-$130,000 #

$120,001-$130,000 %

256 127 129 5 5 89 77 22 38 9 7 0 0 1 1 1

100 49.61 50.39 1.95 1.95 34.77 30.08 8.59 14.84 3.52 2.73 0.00 0.00 0.39 0.39 0.39

$130,001-$140,000 #

$130,001-$140,000 %

342 176 166 9 5 124 91 25 48 10 17 0 0 5 2 2

100 51.46 48.54 2.63 1.46 36.26 26.61 7.31 14.04 2.92 4.97 0.00 0.00 1.46 0.58 0.58

$140,001-$150,000 #

$140,001-$150,000 %

300 162 138 3 9 109 78 24 42 15 8 0 0 4 1 3

100 54.00 46.00 1.00 3.00 36.33 26.00 8.00 14.00 5.00 2.67 0.00 0.00 1.33 0.33 1.00

$150,001-$160,000 # 338 180 158 12 7 129 81 22 58 14 10 0 0 1 1 0

Salary Range Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

$150,001-$160,000 % 100 53.25 46.75 3.55 2.07 38.17 23.96 6.51 17.16 4.14 2.96 0.00 0.00 0.30 0.30 0.00

$160,001-$170,000 #

$160,001-$170,000 %

291 172 119 4 5 125 63 23 39 16 8 0 0 2 2 1

100 59.11 40.89 1.37 1.72 42.96 21.65 7.90 13.40 5.50 2.75 0.00 0.00 0.69 0.69 0.34

$170,001-$180,000 #

$170,001-$180,000 %

268 138 130 7 5 105 64 14 46 8 12 0 0 2 1 0

100 51.49 48.51 2.61 1.87 39.18 23.88 5.22 17.16 2.99 4.48 0.00 0.00 0.75 0.37 0.00

$180,001 and Greater #

$180,001 and Greater %

2073 1268 805 39 24 976 521 102 140 118 109 2 1 8 3 3

100 61.17 38.83 1.88 1.16 47.08 25.13 4.92 6.75 5.69 5.26 0.10 0.05 0.39 0.14 0.14

Table A5T: SALARY - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Salary Range Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Temporary Workforce #

Temporary Workforce %

379 221 158 8 11 172 105 8 25 29 15 0 1 3 1 1

100 58.31 41.69 2.11 2.90 45.38 27.70 2.11 6.60 7.65 3.96 0.00 0.26 0.79 0.26 0.26

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Up to $20,000 #

Up to $20,000 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$20,001-$30,000 #

$20,001-$30,000 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$30,001-$40,000 #

$30001$40000 %

29 17 12 0 3 7 4 2 3 7 2 0 0 1 0 0
FDIC/FY 2022 83

0.39

2

0.58

0

0.00

Two or More 

Races Female

1

0.30

2

0.69

1

0.37

2

0.10

Two or More 

Races Female

0

0.00

0

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

$120,001-$130,000 %

100 49.61 50.39 1.95 1.95 34.77 30.08 8.59 14.84 3.52 2.73 0.00 0.00 0.39 0.39 0.39

$130,001-$140,000 #

$130,001-$140,000 %

342 176 166 9 5 124 91 25 48 10 17 0 0 5 2 2

100 51.46 48.54 2.63 1.46 36.26 26.61 7.31 14.04 2.92 4.97 0.00 0.00 1.46 0.58 0.58

$140,001-$150,000 #

$140,001-$150,000 %

300 162 138 3 9 109 78 24 42 15 8 0 0 4 1 3

100 54.00 46.00 1.00 3.00 36.33 26.00 8.00 14.00 5.00 2.67 0.00 0.00 1.33 0.33 1.00

$150,001-$160,000 # 338 180 158 12 7 129 81 22 58 14 10 0 0 1 1 0

Salary Range Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

$150,001-$160,000 % 100 53.25 46.75 3.55 2.07 38.17 23.96 6.51 17.16 4.14 2.96 0.00 0.00 0.30 0.30 0.00

$160,001-$170,000 #

$160,001-$170,000 %

291 172 119 4 5 125 63 23 39 16 8 0 0 2 2 1

100 59.11 40.89 1.37 1.72 42.96 21.65 7.90 13.40 5.50 2.75 0.00 0.00 0.69 0.69 0.34

$170,001-$180,000 #

$170,001-$180,000 %

268 138 130 7 5 105 64 14 46 8 12 0 0 2 1 0

100 51.49 48.51 2.61 1.87 39.18 23.88 5.22 17.16 2.99 4.48 0.00 0.00 0.75 0.37 0.00

$180,001 and Greater #

$180,001 and Greater %

2073 1268 805 39 24 976 521 102 140 118 109 2 1 8 3 3

100 61.17 38.83 1.88 1.16 47.08 25.13 4.92 6.75 5.69 5.26 0.10 0.05 0.39 0.14 0.14

Table A5T: SALARY - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Salary Range Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Temporary Workforce #

Temporary Workforce %

379 221 158 8 11 172 105 8 25 29 15 0 1 3 1 1

100 58.31 41.69 2.11 2.90 45.38 27.70 2.11 6.60 7.65 3.96 0.00 0.26 0.79 0.26 0.26

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Up to $20,000 #

Up to $20,000 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$20,001-$30,000 #

$20,001-$30,000 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$30,001-$40,000 #

$30,001-$40,000 %

29 17 12 0 3 7 4 2 3 7 2 0 0 1 0 0

100 58.62 41.38 0.00 10.34 24.14 13.79 6.90 10.34 24.14 6.90 0.00 0.00 3.45 0.00 0.00

$40,001-$50,000 #

$40,001-$50,000 %

46 27 19 0 1 19 11 0 5 8 2 0 0 0 0 0

100 58.70 41.30 0.00 2.17 41.30 23.91 0.00 10.87 17.39 4.35 0.00 0.00 0.00 0.00 0.00

$50,001-$60,000 #

$50,001-$60,000 %

60 38 22 1 1 35 13 1 6 1 2 0 0 0 0 0

100 63.33 36.67 1.67 1.67 58.33 21.67 1.67 10.00 1.67 3.33 0.00 0.00 0.00 0.00 0.00

$60,001-$70,000 #

$60 001 $70 000 %

132 77 55 4 2 63 47 5 6 3 0 0 0 2 0 0
FDIC/FY 2022 84

0.69

1

0.37

2

0.10

Two or More 

Races Female

0

0.00

0

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

$160,001-$170,000 %

100 59.11 40.89 1.37 1.72 42.96 21.65 7.90 13.40 5.50 2.75 0.00 0.00 0.69 0.69 0.34

$170,001-$180,000 #

$170,001-$180,000 %

268 138 130 7 5 105 64 14 46 8 12 0 0 2 1 0

100 51.49 48.51 2.61 1.87 39.18 23.88 5.22 17.16 2.99 4.48 0.00 0.00 0.75 0.37 0.00

$180,001 and Greater #

$180,001 and Greater %

2073 1268 805 39 24 976 521 102 140 118 109 2 1 8 3 3

100 61.17 38.83 1.88 1.16 47.08 25.13 4.92 6.75 5.69 5.26 0.10 0.05 0.39 0.14 0.14

Table A5T: SALARY - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Salary Range Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Temporary Workforce #

Temporary Workforce %

379 221 158 8 11 172 105 8 25 29 15 0 1 3 1 1

100 58.31 41.69 2.11 2.90 45.38 27.70 2.11 6.60 7.65 3.96 0.00 0.26 0.79 0.26 0.26

Alternative Benchmark 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Up to $20,000 #

Up to $20,000 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$20,001-$30,000 #

$20,001-$30,000 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$30,001-$40,000 #

$30,001-$40,000 %

29 17 12 0 3 7 4 2 3 7 2 0 0 1 0 0

100 58.62 41.38 0.00 10.34 24.14 13.79 6.90 10.34 24.14 6.90 0.00 0.00 3.45 0.00 0.00

$40,001-$50,000 #

$40,001-$50,000 %

46 27 19 0 1 19 11 0 5 8 2 0 0 0 0 0

100 58.70 41.30 0.00 2.17 41.30 23.91 0.00 10.87 17.39 4.35 0.00 0.00 0.00 0.00 0.00

$50,001-$60,000 #

$50,001-$60,000 %

60 38 22 1 1 35 13 1 6 1 2 0 0 0 0 0

100 63.33 36.67 1.67 1.67 58.33 21.67 1.67 10.00 1.67 3.33 0.00 0.00 0.00 0.00 0.00

$60,001-$70,000 #

$60 001 $70 000 %

132 77 55 4 2 63 47 5 6 3 0 0 0 2 0 0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

Two or More 

Races Female

0

0.00

0

0.00

0

0.00

0

0.00

Two or More 

Races Female

0

0.00

0

0.00

0

$60,001-$70,000 % 100 58.33 41.67 3.03 1.52 47.73 35.61 3.79 4.55 2.27 0.00 0.00 0.00 1.52 0.00 0.00

$70,001-$80,000 #

$70,001-$80,000 %

53 26 27 1 0 19 15 0 4 5 6 0 1 0 1 1

100 49.06 50.94 1.89 0.00 35.85 28.30 0.00 7.55 9.43 11.32 0.00 1.89 0.00 1.89 1.89

$80,001-$90,000 #

$80,001-$90,000 %

15 12 3 2 1 7 1 0 0 3 1 0 0 0 0 0

100 80.00 20.00 13.33 6.67 46.67 6.67 0.00 0.00 20.00 6.67 0.00 0.00 0.00 0.00 0.00

$90,001-$100,000 #

$90,001-$100,000 %

4 1 3 0 2 0 0 0 1 1 0 0 0 0 0 0

100 25.00 75.00 0.00 50.00 0.00 0.00 0.00 25.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00

$100,001-$110,000 #

$100,001-$110,000 %

3 2 1 0 0 2 0 0 0 0 1 0 0 0 0 0

100 66.67 33.33 0.00 0.00 66.67 0.00 0.00 0.00 0.00 33.33 0.00 0.00 0.00 0.00 0.00

$110,001-$120,000 #

$110,001-$120,000 %

5 3 2 0 1 3 1 0 0 0 0 0 0 0 0 0

100 60.00 40.00 0.00 20.00 60.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$120,001-$130,000 #

$120,001-$130,000 %

9 5 4 0 0 5 4 0 0 0 0 0 0 0 0 0

100 55.56 44.44 0.00 0.00 55.56 44.44 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$130,001-$140,000 #

$130,001-$140,000 %

3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0

100 66.67 33.33 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$140,001-$150,000 #

$140,001-$150,000 %

4 3 1 0 0 3 1 0 0 0 0 0 0 0 0 0

100 75.00 25.00 0.00 0.00 75.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$150,001-$160,000 # 2 1 1 0 0 1 1 0 0 0 0 0 0 0 0 0

Salary Range Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

$150,001-$160,000 % 100 50.00 50.00 0.00 0.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$160,001-$170,000 #

$160,001-$170,000 %

2 0 2 0 0 0 2 0 0 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$170,001-$180,000 #

$170,001-$180,000 %

3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0

100 66.67 33.33 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$180,001 and Greater #

$180,001 and Greater %

9 5 4 0 0 4 3 0 0 1 1 0 0 0 0 0

100 55.56 44.44 0.00 0.00 44.44 33.33 0.00 0.00 11.11 11.11 0.00 0.00 0.00 0.00 0.00

Table A6P: MISSION-CRITICAL OCCUPATIONS - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Mission-Critical Occupations Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

ECONOMIST (0110) #

ECONOMIST (0110) %

68 46 22 1 0 37 9 0 4 7 9 0 0 0 0 0

100 67.65 32.35 1.47 0.00 54.41 13.24 0.00 5.88 10.29 13.24 0.00 0.00 0.00 0.00 0.00

CG-07 #

CG-07 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-09 #

CG 09 %

3 3 0 0 0 2 0 0 0 1 0 0 0 0 0 0
FDIC/FY 2022 85

0.00

0

0.00

0

0.00

Two or More 

Races Female

0

0.00

0

0.00

0

0.00

0

0.00

Two or More 

Races Female

0

0.00

0

0.00

0

,,

100 55.56 44.44 0.00 0.00 55.56 44.44 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$130,001-$140,000 #

$130,001-$140,000 %

3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0

100 66.67 33.33 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$140,001-$150,000 #

$140,001-$150,000 %

4 3 1 0 0 3 1 0 0 0 0 0 0 0 0 0

100 75.00 25.00 0.00 0.00 75.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$150,001-$160,000 # 2 1 1 0 0 1 1 0 0 0 0 0 0 0 0 0

Salary Range Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

$150,001-$160,000 % 100 50.00 50.00 0.00 0.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$160,001-$170,000 #

$160,001-$170,000 %

2 0 2 0 0 0 2 0 0 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$170,001-$180,000 #

$170,001-$180,000 %

3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0

100 66.67 33.33 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$180,001 and Greater #

$180,001 and Greater %

9 5 4 0 0 4 3 0 0 1 1 0 0 0 0 0

100 55.56 44.44 0.00 0.00 44.44 33.33 0.00 0.00 11.11 11.11 0.00 0.00 0.00 0.00 0.00

Table A6P: MISSION-CRITICAL OCCUPATIONS - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Mission-Critical Occupations Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

ECONOMIST (0110) #

ECONOMIST (0110) %

68 46 22 1 0 37 9 0 4 7 9 0 0 0 0 0

100 67.65 32.35 1.47 0.00 54.41 13.24 0.00 5.88 10.29 13.24 0.00 0.00 0.00 0.00 0.00

CG-07 #

CG-07 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-09 #

CG 09 %

3 3 0 0 0 2 0 0 0 1 0 0 0 0 0 0
FDIC/FY 2022 86

0

0.00

0

0.00

Two or More 

Races Female

0

0.00

0

0.00

0

$170,001-$180,000 #

$170,001-$180,000 %

3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0

100 66.67 33.33 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$180,001 and Greater #

$180,001 and Greater %

9 5 4 0 0 4 3 0 0 1 1 0 0 0 0 0

100 55.56 44.44 0.00 0.00 44.44 33.33 0.00 0.00 11.11 11.11 0.00 0.00 0.00 0.00 0.00

Table A6P: MISSION-CRITICAL OCCUPATIONS - Distribution by Race, Ethnicity, and Sex (Participation Rate)

Mission-Critical Occupations Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

ECONOMIST (0110) #

ECONOMIST (0110) %

68 46 22 1 0 37 9 0 4 7 9 0 0 0 0 0

100 67.65 32.35 1.47 0.00 54.41 13.24 0.00 5.88 10.29 13.24 0.00 0.00 0.00 0.00 0.00

CG-07 #

CG-07 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-09 #

CG 09 %

3 3 0 0 0 2 0 0 0 1 0 0 0 0 0 0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0.9

2

0.32

0

0.00

0

0.00

0

0.00

0

0.00

Two or More 

Races Female

1

0.92

0

0.00

0

0.00

CG-09 % 100 100.00 0.00 0.00 0.00 66.67 0.00 0.00 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00

CG-11 #

CG-11 %

2 1 1 0 0 1 1 0 0 0 0 0 0 0 0 0

100 50.00 50.00 0.00 0.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-12 #

CG-12 %

4 2 2 0 0 2 0 0 2 0 0 0 0 0 0 0

100 50.00 50.00 0.00 0.00 50.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-13 #

CG-13 %

6 4 2 0 0 4 0 0 2 0 0 0 0 0 0 0

100 66.67 33.33 0.00 0.00 66.67 0.00 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-14 # 

CG-14 %

41 30 11 1 0 23 5 0 0 5 6 0 0 0 0 0

100 73.17 26.83 2.44 0.00 56.10 12.20 0.00 0.00 12.20 14.63 0.00 0.00 0.00 0.00 0.00

CG-15 #

CG-15 %

7 4 3 0 0 3 1 0 0 1 2 0 0 0 0 0

100 57.14 42.86 0.00 0.00 42.86 14.29 0.00 0.00 14.29 28.57 0.00 0.00 0.00 0.00 0.00

CM-01 #

CM-01 %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CM-02 #

CM-02 %

2 0 2 0 0 0 1 0 0 0 1 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00

CX-00 #

CX-00 %

2 1 1 0 0 1 1 0 0 0 0 0 0 0 0 0

100 50.00 50.00 0.00 0.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 68 32 5.3 2 52.3 24.1 3.9 1.7 5.1 3 0.1 0 0.1 0.3 1.2

ADMINISTRATION AND PROGRAM (0301) #

ADMINISTRATION AND PROGRAM (0301) 

%

634 281 353 15 18 181 168 50 131 22 32 0 0 4 1 4

100 44.32 55.68 2.37 2.84 28.55 26.50 7.89 20.66 3.47 5.05 0.00 0.00 0.63 0.16 0.63

CG-07 #

CG-07 %

3 0 3 0 0 0 0 0 2 0 1 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 66.67 0.00 33.33 0.00 0.00 0.00 0.00 0.00

CG-09 #

CG-09 %

39 8 31 0 0 4 10 4 16 0 4 0 0 0 1 0

100 20.51 79.49 0.00 0.00 10.26 25.64 10.26 41.03 0.00 10.26 0.00 0.00 0.00 2.56 0.00

CG-11 # 

CG-11 %

30 9 21 1 0 1 6 4 12 2 2 0 0 1 0 0

100 30.00 70.00 3.33 0.00 3.33 20.00 13.33 40.00 6.67 6.67 0.00 0.00 3.33 0.00 0.00

CG-12 #

CG-12 %

76 25 51 2 3 10 18 7 27 5 3 0 0 0 0 0

100 32.89 67.11 2.63 3.95 13.16 23.68 9.21 35.53 6.58 3.95 0.00 0.00 0.00 0.00 0.00

CG-13 #

CG-13 %

109 40 69 4 5 22 28 10 30 2 5 0 0 1 0 1

100 36.70 63.30 3.67 4.59 20.18 25.69 9.17 27.52 1.83 4.59 0.00 0.00 0.92 0.00 0.92

CG-14 % 100 48.48 51.52 3.79 3.03 28.79 27.27 9.09 14.39 3.79 6.82 0.00 0.00 0.76 0.00 0.76

CG-15 # 

CG-15 %

68 40 28 0 2 32 13 2 12 4 1 0 0 0 0 1

100 58.82 41.18 0.00 2.94 47.06 19.12 2.94 17.65 5.88 1.47 0.00 0.00 0.00 0.00 1.47

Two or More 

Races Male

American Indian 

or Alaska Native 

Female

American 

Indian or 

Alaska Native 

Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Asian 

Female Asian Male

Black or 

African 

American 

Female

Black or 

African 

American 

Male

White Female White 

Male

Hispanic or 

Latino 

Female

Hispanic or 

Latino Male

Total 

Females Mission-Critical Occupations Total Total Males

CG-14 # 132 64 68 5 4 38 36 12 19 5 9 0 0 1 0 1
FDIC/FY 2022 87

0.00

0

0.00

0

0.00

Two or More 

Races Female

1

0.92

0

0.00

0

0.00

100 20.51 79.49 0.00 0.00 10.26 25.64 10.26 41.03 0.00 10.26 0.00 0.00 0.00 2.56 0.00

CG-11 # 

CG-11 %

30 9 21 1 0 1 6 4 12 2 2 0 0 1 0 0

100 30.00 70.00 3.33 0.00 3.33 20.00 13.33 40.00 6.67 6.67 0.00 0.00 3.33 0.00 0.00

CG-12 #

CG-12 %

76 25 51 2 3 10 18 7 27 5 3 0 0 0 0 0

100 32.89 67.11 2.63 3.95 13.16 23.68 9.21 35.53 6.58 3.95 0.00 0.00 0.00 0.00 0.00

CG-13 #

CG-13 %

109 40 69 4 5 22 28 10 30 2 5 0 0 1 0 1

100 36.70 63.30 3.67 4.59 20.18 25.69 9.17 27.52 1.83 4.59 0.00 0.00 0.92 0.00 0.92

CG-14 % 100 48.48 51.52 3.79 3.03 28.79 27.27 9.09 14.39 3.79 6.82 0.00 0.00 0.76 0.00 0.76

CG-15 # 

CG-15 %

68 40 28 0 2 32 13 2 12 4 1 0 0 0 0 1

100 58.82 41.18 0.00 2.94 47.06 19.12 2.94 17.65 5.88 1.47 0.00 0.00 0.00 0.00 1.47

Two or More 

Races Male

American Indian 

or Alaska Native 

Female

American 

Indian or 

Alaska Native 

Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Asian 

Female Asian Male

Black or 

African 

American 

Female

Black or 

African 

American 

Male

White Female White 

Male

Hispanic or 

Latino 

Female

Hispanic or 

Latino Male

Total 

Females Mission-Critical Occupations Total Total Males

CG-14 # 132 64 68 5 4 38 36 12 19 5 9 0 0 1 0 1

0

0.00

0

0.00

0

0.00

1

1.19

0

0.00

0

0.00

0

0.00

1.3

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

Two or More 

Races Female

0

0.00

0

0.00

0

CM-01 #

CM-01 %

54 24 30 0 2 16 20 5 7 2 1 0 0 0 0 0

100 44.44 55.56 0.00 3.70 29.63 37.04 9.26 12.96 3.70 1.85 0.00 0.00 0.00 0.00 0.00

CM-02 # 

CM-02 %

33 17 16 0 1 14 8 1 3 0 4 0 0 1 0 1

100 51.52 48.48 0.00 3.03 42.42 24.24 3.03 9.09 0.00 12.12 0.00 0.00 3.03 0.00 3.03

CX-00 #

CX-00 %

5 2 3 1 0 1 2 0 0 0 1 0 0 0 0 0

100 40.00 60.00 20.00 0.00 20.00 40.00 0.00 0.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00

EM-00 #

EM-00 %

84 51 33 2 1 42 27 5 3 2 1 0 0 0 0 0

100 60.71 39.29 2.38 1.19 50.00 32.14 5.95 3.57 2.38 1.19 0.00 0.00 0.00 0.00 0.00

EX-03 #

EX-03 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

EX-04 #

EX-04 %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

IG-00 #

IG-00 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 45.7 54.3 4.4 5.5 32.5 36.4 4 7.2 3.5 3.5 0.1 0.1 0.2 0.3 0.9

FINANCIAL ADMINISTRATION AND 

PROGRAM (0501) #

FINANCIAL ADMINISTRATION AND 

PROGRAM (0501) %

128 67 61 2 1 46 24 12 31 6 5 0 0 1 0 0

100 52.34 47.66 1.56 0.78 35.94 18.75 9.38 24.22 4.69 3.91 0.00 0.00 0.78 0.00 0.00

CG-09 #

CG-09 %

9 1 8 0 0 1 2 0 5 0 1 0 0 0 0 0

100 11.11 88.89 0.00 0.00 11.11 22.22 0.00 55.56 0.00 11.11 0.00 0.00 0.00 0.00 0.00

CG-11 #

CG-11 %

7 2 5 1 0 0 2 1 3 0 0 0 0 0 0 0

100 28.57 71.43 14.29 0.00 0.00 28.57 14.29 42.86 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-12 #

CG-12 %

10 4 6 0 0 2 1 2 5 0 0 0 0 0 0 0

100 40.00 60.00 0.00 0.00 20.00 10.00 20.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-13 #

CG-13 %

19 10 9 0 0 9 1 0 8 1 0 0 0 0 0 0

100 52.63 47.37 0.00 0.00 47.37 5.26 0.00 42.11 5.26 0.00 0.00 0.00 0.00 0.00 0.00

11 10 0 0 6

CG-14 #

CG-14 %

44 25 19 1 1 19 10 2 4 3 4 0 0 0 0 0

100 56.82 43.18 2.27 2.27 43.18 22.73 4.55 9.09 6.82 9.09 0.00 0.00 0.00 0.00 0.00

4.76 0.00 0.00 0.00 4.76 0.00 0.00

CG-15 #

CG-15 %

9 7 2 0 0 6 0 1 2 0 0 0 0 0 0 0

100 77.78 22.22 0.00 0.00 66.67 0.00 11.11 22.22 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Mission-Critical Occupations Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

CM-01 #

CM-01 %

21 6 3 4 1 0 0 0 1 0 0

100 52.38 47.62 0.00 0.00 28.57 28.57 14.29 19.05

EM-00 #

EM 00 %

6 4 2 0 0 2 2 1 0 1 0 0 0 0 0 0

CM-02 #

CM-02 %

3 3 0 0 0 1 0 2 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 33.33 0.00 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
FDIC/FY 2022 88

0.00

0

0.00

0

0.00

Two or More 

Races Female

0

0.00

0

0.00

0

100 52.63 47.37 0.00 0.00 47.37 5.26 0.00 42.11 5.26 0.00 0.00 0.00 0.00 0.00 0.00

11 10 0 0 6

CG-14 #

CG-14 %

44 25 19 1 1 19 10 2 4 3 4 0 0 0 0 0

100 56.82 43.18 2.27 2.27 43.18 22.73 4.55 9.09 6.82 9.09 0.00 0.00 0.00 0.00 0.00

4.76 0.00 0.00 0.00 4.76 0.00 0.00

CG-15 #

CG-15 %

9 7 2 0 0 6 0 1 2 0 0 0 0 0 0 0

100 77.78 22.22 0.00 0.00 66.67 0.00 11.11 22.22 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Mission-Critical Occupations Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

CM-01 #

CM-01 %

21 6 3 4 1 0 0 0 1 0 0

100 52.38 47.62 0.00 0.00 28.57 28.57 14.29 19.05

EM-00 #

EM 00 %

6 4 2 0 0 2 2 1 0 1 0 0 0 0 0 0

CM-02 #

CM-02 %

3 3 0 0 0 1 0 2 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 33.33 0.00 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00

0.9

1

2.04

0

0.00

1

33.33

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

1.1

4

0.16

0

0.00

2

0.98

0

0.00

1

0.21

Two or More 

Races Female

1

0.25

0

0.00

0

0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 54.2 45.8 3.9 4.6 44.1 32.8 3 4.9 2.3 2.3 0 0.1 0.1 0.2 0.8

EM-00 % 100 66.67 33.33 0.00 0.00 33.33 33.33 16.67 0.00 16.67 0.00

ACCOUNTANTS AND AUDITORS (0510) #

ACCOUNTANTS AND AUDITORS (0510) % 49 20 29 0 1 14 14 2 6 4 7 0 0 0 0 0

100 40.82 59.18 0.00 2.04 28.57 28.57 4.08 12.24 8.16 14.29 0.00 0.00 0.00 0.00 0.00

CG-07 #

CG-07 %

2 0 2 0 0 0 2 0 0 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-09 #

CG-09 %

3 1 2 0 0 0 0 0 0 1 1 0 0 0 0 0

100 33.33 66.67 0.00 0.00 0.00 0.00 0.00 0.00 33.33 33.33 0.00 0.00 0.00 0.00 0.00

CG-12 #

CG-12 %

3 1 2 0 1 1 0 0 0 0 1 0 0 0 0 0

100 33.33 66.67 0.00 33.33 33.33 0.00 0.00 0.00 0.00 33.33 0.00 0.00 0.00 0.00 0.00

CG-13 # 

CG-13 %

23 13 10 0 0 9 6 1 2 3 2 0 0 0 0 0

100 56.52 43.48 0.00 0.00 39.13 26.09 4.35 8.70 13.04 8.70 0.00 0.00 0.00 0.00 0.00

CG-14 #

CG-14 %

15 4 11 0 0 3 5 1 3 0 3 0 0 0 0 0

100 26.67 73.33 0.00 0.00 20.00 33.33 6.67 20.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00

CG-15 #

CG-15 %

1 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CX-00 #

CX-00 %

2 1 1 0 0 1 1 0 0 0 0 0 0 0 0 0

100 50.00 50.00 0.00 0.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 39 61 2.7 5.1 29.7 42.9 2.7 5.7 3.1 5.7 0 0.1 0.1 0.3 0.6

FINANCIAL OFFICER (0570) #

FINANCIAL OFFICER (0570) %

2431 1469 962 60 39 1196 685 112 166 65 54 2 1 14 7 3

100 60.43 39.57 2.47 1.60 49.20 28.18 4.61 6.83 2.67 2.22 0.08 0.04 0.58 0.29 0.12

CG-07 #

CG-07 %

139 89 50 8 5 61 26 10 15 10 4 0 0 0 0 0

100 64.03 35.97 5.76 3.60 43.88 18.71 7.19 10.79 7.19 2.88 0.00 0.00 0.00 0.00 0.00

CG-09 #

CG-09 %

205 128 77 9 9 87 46 15 13 13 7 0 0 3 0 1

100 62.44 37.56 4.39 4.39 42.44 22.44 7.32 6.34 6.34 3.41 0.00 0.00 1.46 0.00 0.49

CG-11 #

CG-11 %

103 59 44 1 1 48 35 4 4 5 4 0 0 1 0 0

100 57.28 42.72 0.97 0.97 46.60 33.98 3.88 3.88 4.85 3.88 0.00 0.00 0.97 0.00 0.00

CG-12 #

CG-12 %

476 274 202 11 4 227 145 20 33 9 13 1 1 1 5 1

100 57.56 42.44 2.31 0.84 47.69 30.46 4.20 6.93 1.89 2.73 0.21 0.21 0.21 1.05 0.21

48.91 27.97 4.36 8.71 2.01 1.84 0.00 0.00 0.84 0.17 0.17

CG-13 #

CG-13 %

403 237 166 14 3 197 132 13 25 10 3 0 0 1 1 0

100 58.81 41.19 3.47 0.74 48.88 32.75 3.23 6.20 2.48 0.74 0.00 0.00 0.25 0.25 0.00

10 13 292 167 26 52 12 11 0 0 5 1 1

100 58.96 41.04 1.68 2.18

CG-15 #

CG 15 %

Mission-Critical Occupations

169 116 53 2 2 99 38

CG-14 #

CG-14 %

597 352 245

6 5 2 7 1 0 3 0 0

Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male
FDIC/FY 2022 89

0.98

0

0.00

1

0.21

Two or More 

Races Female

1

0.25

0

0.00

0

CG09 %

100 62.44 37.56 4.39 4.39 42.44 22.44 7.32 6.34 6.34 3.41 0.00 0.00 1.46 0.00 0.49

CG-11 #

CG-11 %

103 59 44 1 1 48 35 4 4 5 4 0 0 1 0 0

100 57.28 42.72 0.97 0.97 46.60 33.98 3.88 3.88 4.85 3.88 0.00 0.00 0.97 0.00 0.00

CG-12 #

CG-12 %

476 274 202 11 4 227 145 20 33 9 13 1 1 1 5 1

100 57.56 42.44 2.31 0.84 47.69 30.46 4.20 6.93 1.89 2.73 0.21 0.21 0.21 1.05 0.21

48.91 27.97 4.36 8.71 2.01 1.84 0.00 0.00 0.84 0.17 0.17

CG-13 #

CG-13 %

403 237 166 14 3 197 132 13 25 10 3 0 0 1 1 0

100 58.81 41.19 3.47 0.74 48.88 32.75 3.23 6.20 2.48 0.74 0.00 0.00 0.25 0.25 0.00

10 13 292 167 26 52 12 11 0 0 5 1 1

100 58.96 41.04 1.68 2.18

CG-15 #

CG 15 %

Mission-Critical Occupations

169 116 53 2 2 99 38

CG-14 #

CG-14 %

597 352 245

6 5 2 7 1 0 3 0 0

Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0.9

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0.8

Two or More 

Races Female

0

0.00

0

0.00

1.6

Mission-Critical Occupations Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

CM-01 # 278 186 92 4 1 162 69 16 16 2 4 0 0 0 0 0

CG-15 % 100 68.64 31.36 1.18 1.18 58.58 22.49 3.55 2.96 1.18 4.14 0.59 0.00 1.78 0.00 0.00

CM-01 % 100 66.91 33.09 1.44 0.36 58.27 24.82 5.76 5.76 0.72 1.44 0.00 0.00 0.00 0.00 0.00

CM-02 # 

CM-02 %

57 26 31 1 1 21 25 2 3 2 1 0 0 0 0 0

100 45.61 54.39 1.75 1.75 36.84 43.86 3.51 5.26 3.51 1.75 0.00 0.00 0.00 0.00 0.00

CX-00 #

CX-00 %

3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0

100 66.67 33.33 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

EM-00 # 

EM-00 %

1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 54.2 45.8 3.9 4.6 44.1 32.8 3 4.9 2.3 2.3 0 0.1 0.1 0.2 0.8

ATTORNEY (0905) #

ATTORNEY (0905) %

315 181 134 5 3 150 96 13 20 8 14 0 0 2 1 1

100 57.46 42.54 1.59 0.95 47.62 30.48 4.13 6.35 2.54 4.44 0.00 0.00 0.63 0.32 0.32

CG-11 #

CG-11 %

1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-12 #

CG-12 %

1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-13 #

CG-13 %

8 3 5 0 0 3 4 0 1 0 0 0 0 0 0 0

100 37.50 62.50 0.00 0.00 37.50 50.00 0.00 12.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-14 #

CG-14 %

68 40 28 0 1 34 16 3 4 3 7 0 0 0 0 0

100 58.82 41.18 0.00 1.47 50.00 23.53 4.41 5.88 4.41 10.29 0.00 0.00 0.00 0.00 0.00

CG-15 #

CG-15 %

165 89 76 4 1 73 58 5 10 3 6 0 0 2 1 1

100 53.94 46.06 2.42 0.61 44.24 35.15 3.03 6.06 1.82 3.64 0.00 0.00 1.21 0.61 0.61

CM-01 #

CM-01 %

16 12 4 0 0 11 3 0 1 0 0 0 0 0 0 0

100 75.00 25.00 0.00 0.00 68.75 18.75 0.00 6.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CM-02 # 

CM-02 %

28 15 13 0 1 14 8 0 3 1 1 0 0 0 0 0

100 53.57 46.43 0.00 3.57 50.00 28.57 0.00 10.71 3.57 3.57 0.00 0.00 0.00 0.00 0.00

CX-00 #

CX-00 %

3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0

100 66.67 33.33 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 62.9 37.1 3.1 2.5 54.7 28.5 2.2 3 1.9 2.1 0 0 0.1 0.1 0.9

EM-00 #

EM-00 %

25 19 6 1 0 13 5 4 1 1 0 0 0 0 0 0

100 76.00 24.00 4.00 0.00 52.00 20.00 16.00 4.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF %

LEGAL ASSITANCE (0986) # 5 1 4 0 0 0 3 1 0 0 1 0 0 0 0 0

LEGAL ASSITANCE (0986) %

100 20.00 80.00 0.00 0.00 0.00 60.00 20.00 0.00 0.00 20.00 0.00 0.00 0.00 0.00

CG-06 #

CG-06 %

6.5 1.1 2.2 0 0.1 0.1 0.4 0.5

100 20.00 80.00 0.00 0.00 0.00 60.00 20.00 0.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00

5 1 4 0 0 0 3 1 0 0 1 0 0 0 0 0

100 19.6 80.4 2.7 10.7 13.2 58.9 1.9

0.00
FDIC/FY 2022 90

0

0.00

0

0.00

0.8

Two or More 

Races Female

0

0.00

0

0.00

1.6

Mission-Critical Occupations Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

CX-00 #

CX-00 %

3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0

100 66.67 33.33 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 62.9 37.1 3.1 2.5 54.7 28.5 2.2 3 1.9 2.1 0 0 0.1 0.1 0.9

EM-00 #

EM-00 %

25 19 6 1 0 13 5 4 1 1 0 0 0 0 0 0

100 76.00 24.00 4.00 0.00 52.00 20.00 16.00 4.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF %

LEGAL ASSITANCE (0986) # 5 1 4 0 0 0 3 1 0 0 1 0 0 0 0 0

LEGAL ASSITANCE (0986) %

100 20.00 80.00 0.00 0.00 0.00 60.00 20.00 0.00 0.00 20.00 0.00 0.00 0.00 0.00

CG-06 #

CG-06 %

6.5 1.1 2.2 0 0.1 0.1 0.4 0.5

100 20.00 80.00 0.00 0.00 0.00 60.00 20.00 0.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00

5 1 4 0 0 0 3 1 0 0 1 0 0 0 0 0

100 19.6 80.4 2.7 10.7 13.2 58.9 1.9

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

1.3

0

0.00

0

0.00

3

0.73

0

0.00

Two or More 

Races Female

0

0.00

0

0.00

Mission-Critical Occupations Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

CG-07 # 11 4 7 3 1 1 3 0 1 0 2 0 0 0 0 0

GENERAL BUSINESS AND INDUSTRY (1101) 

#

GENERAL BUSINESS AND INDUSTRY (1101) 

%

297 184 113 14 4 129 68 23 27 16 13 0 0 1 1 1

100 61.95 38.05 4.71 1.35 43.43 22.90 7.74 9.09 5.39 4.38 0.00 0.00 0.34 0.34 0.34

CG-07 % 100 36.36 63.64 27.27 9.09 9.09 27.27 0.00 9.09 0.00 18.18 0.00 0.00 0.00 0.00 0.00

CG-09 #

CG-09 %

8 3 5 0 0 1 2 1 2 1 1 0 0 0 0 0

100 37.50 62.50 0.00 0.00 12.50 25.00 12.50 25.00 12.50 12.50 0.00 0.00 0.00 0.00 0.00

CG-11 #

CG-11 %

21 9 12 1 1 6 7 2 3 0 1 0 0 0 0 0

100 42.86 57.14 4.76 4.76 28.57 33.33 9.52 14.29 0.00 4.76 0.00 0.00 0.00 0.00 0.00

CG-12 # 

CG-12 %

24 11 13 2 0 3 6 4 6 2 1 0 0 0 0 0

100 45.83 54.17 8.33 0.00 12.50 25.00 16.67 25.00 8.33 4.17 0.00 0.00 0.00 0.00 0.00

CG-13 #

CG-13 %

23 13 10 1 0 11 6 1 3 0 0 0 0 0 1 0

100 56.52 43.48 4.35 0.00 47.83 26.09 4.35 13.04 0.00 0.00 0.00 0.00 0.00 4.35 0.00

CG-14 #

CG-14 %

100 72 28 3 1 53 18 13 7 2 2 0 0 1 0 0

100 72.00 28.00 3.00 1.00 53.00 18.00 13.00 7.00 2.00 2.00 0.00 0.00 1.00 0.00 0.00

CG-15 #

CG-15 %

48 31 17 1 0 20 10 2 3 7 4 0 0 0 0 1

100 64.58 35.42 2.08 0.00 41.67 20.83 4.17 6.25 14.58 8.33 0.00 0.00 0.00 0.00 2.08

CM-01 #

CM-01 %

29 17 12 3 0 14 9 0 2 0 1 0 0 0 0 0

100 58.62 41.38 10.34 0.00 48.28 31.03 0.00 6.90 0.00 3.45 0.00 0.00 0.00 0.00 0.00

CM-02 #

CM-02 %

30 22 8 0 1 19 7 0 0 3 0 0 0 0 0 0

100 73.33 26.67 0.00 3.33 63.33 23.33 0.00 0.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00

CX-00 #

CX-00 %

3 2 1 0 0 1 0 0 0 1 1 0 0 0 0 0

100 66.67 33.33 0.00 0.00 33.33 0.00 0.00 0.00 33.33 33.33 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 45.7 54.3 4.4 5.5 32.5 36.4 4 7.2 3.5 3.5 0.1 0.1 0.2 0.3 0.9

DATA SCIENTIST (1560) #

DATA SCIENTIST (1560) %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-15 # 

CG-15 %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

INFORMATION TECHNOLOGY 

MANAGEMENT (2210) #

INFORMATION TECHNOLOGY 

MANAGEMENT (2210) %

410 296 114 15 5 179 37 34 37 60 30 3 1 2 1 1

100 72.20 27.80 3.66 1.22 43.66 9.02 8.29 9.02 14.63 7.32 0.73 0.24 0.49 0.24 0.24

CG-07 #

CG-07 %

9 8 1 1 0 6 0 0 0 1 1 0 0 0 0 0

100 88.89 11.11 11.11 0.00 66.67 0.00 0.00 0.00 11.11 11.11 0.00 0.00 0.00 0.00 0.00

CG-09 #

CG-09 %

23 20 3 0 0 14 0 2 3 2 0 2 0 0 0 0

100 86.96 13.04 0.00 0.00 60.87 0.00 8.70 13.04 8.70 0.00 8.70 0.00 0.00 0.00 0.00

CG-11 #

CG-11 %

8 5 3 1 0 2 1 1 0 1 2 0 0 0 0 0

100 62.50 37.50 12.50 0.00 25.00 12.50 12.50 0.00 12.50 25.00 0.00 0.00 0.00 0.00 0.00
FDIC/FY 2022 91

1

7.69

1

0.89

0

0.00

0

0.00

1

3.70

0

0.00

0

0.00

0

0.00

0.7

Two or More

Races Female

0

0.00

0

0.00

0

0.00

0.9

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

CG-12 #

CG-12 %

13 7 6 0 0 3 0 3 4 1 1 0 0 0 0 0

100 53.85 46.15 0.00 0.00 23.08 0.00 23.08 30.77 7.69 7.69 0.00 0.00 0.00 0.00 0.00

CG-13 #

CG-13 %

112 85 27 4 1 55 8 15 11 11 5 0 1 0 0 0

100 75.89 24.11 3.57 0.89 49.11 7.14 13.39 9.82 9.82 4.46 0.00 0.89 0.00 0.00 0.00

CG-14 #

CG-14 %

152 105 47 3 3 62 16 9 15 27 13 0 0 1 0 1

100 69.08 30.92 1.97 1.97 40.79 10.53 5.92 9.87 17.76 8.55 0.00 0.00 0.66 0.00 0.66

CG-15 #

CG-15 %

46 34 12 2 0 21 7 1 1 9 3 1 0 0 1 0

100 73.91 26.09 4.35 0.00 45.65 15.22 2.17 2.17 19.57 6.52 2.17 0.00 0.00 2.17 0.00

CM-01 #

CM-01 %

27 18 9 1 1 9 4 2 2 5 1 0 0 1 0 0

100 66.67 33.33 3.70 3.70 33.33 14.81 7.41 7.41 18.52 3.70 0.00 0.00 3.70 0.00 0.00

CM-02 #

CM-02 %

8 6 2 2 0 1 1 1 1 2 0 0 0 0 0 0

100 75.00 25.00 25.00 0.00 12.50 12.50 12.50 12.50 25.00 0.00 0.00 0.00 0.00 0.00 0.00

CX-00 #

CX-00 %

5 4 1 0 0 4 0 0 0 0 1 0 0 0 0 0

100 80.00 20.00 0.00 0.00 80.00 0.00 0.00 0.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00

Table A6T: MISSION-CRITICAL OCCUPATIONS - Distribution by Race, Ethnicity, and Sex (Participation Rate)

EM-00 #

EM-00 %

7 4 3 1 0 2 0 0 0 1 3 0 0 0 0 0

100 57.14 42.86 14.29 0.00 28.57 0.00 0.00 0.00 14.29 42.86 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 70.9 29.1 4.5 1.6 54.3 21.6 3.6 2.5 7 2.6 0.1 0 0.1 0.1 1.3

Mission-Critical Occupations Total Total Males Total 

Females

Hispanic or

Latino Male

Hispanic or

Latino

Female

White

Male White Female

Black or

African

American

Male

Black or

African

American

Female

Asian Male Asian 

Female

Native Hawaiian

or Other Pacific

Islander Male

Native

Hawaiian or

Other Pacific

Islander

Female

American

Indian or

Alaska Native

Male

American Indian 

or Alaska Native

Female

Two or More

Races Male

ECONOMIST (0110) #

ECONOMIST (0110) %

13 8 5 0 0 5 4 1 0 2 1 0 0 0 0 0

100 61.54 38.46 0.00 0.00 38.46 30.77 7.69 0.00 15.38 7.69 0.00 0.00 0.00 0.00 0.00

CG-07 #

CG-07 %

4 2 2 0 0 1 1 0 0 1 1 0 0 0 0 0

100 50.00 50.00 0.00 0.00 25.00 25.00 0.00 0.00 25.00 25.00 0.00 0.00 0.00 0.00 0.00

100 75.00 25.00 0.00 0.00 75.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-09 #

CG-09 %

9 6 3 0 0 4 3 1 0 1 0 0 0 0 0 0

100 66.67 33.33 0.00 0.00 44.44 33.33 11.11 0.00 11.11 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 68 32 5.3 2 52.3 24.1 3.9 1.7 5.1 3 0.1 0 0.1 0.3 1.2

ADMINISTRATION AND PROGRAM

(0301) #

ADMINISTRATION AND PROGRAM

(0301) %

4 3 1 0 0 3 1 0 0 0 0 0 0 0 0 0

CG-12 #

CG-12 %

1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-15 # 

CG-15 %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CM-02 #

CM-02 %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CX-00 #

CX-00 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

EM-00 #

EM 00 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

3

0.73

0

0.00

Two or More 

Races Female

0

0.00

0

0.00

Mission-Critical Occupations Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

INFORMATION TECHNOLOGY 

MANAGEMENT (2210) #

INFORMATION TECHNOLOGY 

MANAGEMENT (2210) %

410 296 114 15 5 179 37 34 37 60 30 3 1 2 1 1

100 72.20 27.80 3.66 1.22 43.66 9.02 8.29 9.02 14.63 7.32 0.73 0.24 0.49 0.24 0.24

CG-07 #

CG-07 %

9 8 1 1 0 6 0 0 0 1 1 0 0 0 0 0

100 88.89 11.11 11.11 0.00 66.67 0.00 0.00 0.00 11.11 11.11 0.00 0.00 0.00 0.00 0.00

CG-09 #

CG-09 %

23 20 3 0 0 14 0 2 3 2 0 2 0 0 0 0

100 86.96 13.04 0.00 0.00 60.87 0.00 8.70 13.04 8.70 0.00 8.70 0.00 0.00 0.00 0.00

CG-11 #

CG-11 %

8 5 3 1 0 2 1 1 0 1 2 0 0 0 0 0

100 62.50 37.50 12.50 0.00 25.00 12.50 12.50 0.00 12.50 25.00 0.00 0.00 0.00 0.00 0.00
FDIC/FY 2022 92

0.00

0

0.00

0.7

Two or More 

Races Female

0

0.00

0

0.00

0

0.00

0.9

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

CX00 %

100 80.00 20.00 0.00 0.00 80.00 0.00 0.00 0.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00

Table A6T: MISSION-CRITICAL OCCUPATIONS - Distribution by Race, Ethnicity, and Sex (Participation Rate)

EM-00 #

EM-00 %

7 4 3 1 0 2 0 0 0 1 3 0 0 0 0 0

100 57.14 42.86 14.29 0.00 28.57 0.00 0.00 0.00 14.29 42.86 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 70.9 29.1 4.5 1.6 54.3 21.6 3.6 2.5 7 2.6 0.1 0 0.1 0.1 1.3

Mission-Critical Occupations Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

ECONOMIST (0110) #

ECONOMIST (0110) %

13 8 5 0 0 5 4 1 0 2 1 0 0 0 0 0

100 61.54 38.46 0.00 0.00 38.46 30.77 7.69 0.00 15.38 7.69 0.00 0.00 0.00 0.00 0.00

CG-07 #

CG-07 %

4 2 2 0 0 1 1 0 0 1 1 0 0 0 0 0

100 50.00 50.00 0.00 0.00 25.00 25.00 0.00 0.00 25.00 25.00 0.00 0.00 0.00 0.00 0.00

100 75.00 25.00 0.00 0.00 75.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-09 #

CG-09 %

9 6 3 0 0 4 3 1 0 1 0 0 0 0 0 0

100 66.67 33.33 0.00 0.00 44.44 33.33 11.11 0.00 11.11 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 68 32 5.3 2 52.3 24.1 3.9 1.7 5.1 3 0.1 0 0.1 0.3 1.2

ADMINISTRATION AND PROGRAM 

(0301) #

ADMINISTRATION AND PROGRAM 

(0301) %

4 3 1 0 0 3 1 0 0 0 0 0 0 0 0 0

CG-12 #

CG-12 %

1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-15 # 

CG-15 %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CM-02 #

CM-02 %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CX-00 #

CX-00 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

EM-00 #

EM 00 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00

0

0.00

1.3

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0.9

Two or More 

Races Female

0

0.00

0

0.00

0

0.00

0.8

0

0.00

0

0.00

1.3

0

0.00

0

0.00

0

000

Mission-Critical Occupations Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

EM-00 % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 45.7 54.3 4.4 5.5 32.5 36.4 4 7.2 3.5 3.5 0.1 0.1 0.2 0.3 0.9

IG-00 #

IG-00 %

1

FINANCIAL OFFICER (0570) #

FINANCIAL OFFICER (0570) %

240 143 97 7 4 118 75 4 10 11 7 0 1 2 0 1

CG-07 #

CG-07 %

88 59 29 3 0 50 24 1 5 4 0 0 0 0 0 1

100 59.58 40.42 2.92 1.67 49.17 31.25 1.67 4.17 4.58 2.92 0.00 0.42 0.83 0.00 0.42

100 67.05 32.95 3.41 0.00 56.82 27.27 1.14 5.68 4.55 0.00 0.00 0.00 0.00 0.00 1.14

CG-09 #

CG-09 %

137 74 63 4 4 58 46 3 5 7 7 0 1 2 0 0

61.54 38.46 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

100 54.01 45.99 2.92 2.92 42.34 33.58 2.19 3.65 5.11 5.11 0.00 0.73 1.46 0.00 0.00

CG-12 #

CG-12 %

13 8 5 0 0 8 5 0 0 0 0 0 0 0 0 0

CG-14 #

CG-14 %

2 2 0 0 0 2 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-12 # 8 4 4 0 1 4 3 0 0 0 0 0 0 0 0 0

Occupational CLF % 100 54.2 45.8 3.9 4.6 44.1 32.8 3 4.9 2.3 2.3 0 0.1 0.1 0.2 0.8

ATTORNEY (0905) #

ATTORNEY (0905) %

9 4 5 0 1 4 4 0 0 0 0 0 0 0 0 0

CG-12 % 100 50.00 50.00 0.00 12.50 50.00 37.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-14 # 

CG-14 %

1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 62.9 37.1 3.1 2.5 54.7 28.5 2.2 3 1.9 2.1 0 0 0.1 0.1 0.9

GENERAL BUSINESS AND INDUSTRY 

(1101) # 

GENERAL BUSINESS AND INDUSTRY 

(1101) %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-13 #

CG-13 %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 45.7 54.3 4.4 5.5 32.5 36.4 4 7.2 3.5 3.5 0.1 0.1 0.2 0.3 0.9

INFORMATION TECHNOLOGY 

MANAGEMENT (2210) #

INFORMATION TECHNOLOGY 

MANAGEMENT (2210) %

7 2 5 0 1 2 0 0 3 0 1 0 0 0 0 0

100 28.57 71.43 0.00 14.29 28.57 0.00 0.00 42.86 0.00 14.29 0.00 0.00 0.00 0.00 0.00

CG-07 #

CG-07 %

2 0 2 0 0 0 0 0 2 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-09 #

CG-09 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 000 000 000 000 000 000 000 000 000 000 000 000 000 000 000

100 44.44 55.56 0.00 11.11 44.44 44.44 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

100 61.54 38.46 0.00 0.00
FDIC/FY 2022 93

0

0.00

0

0.00

0.9

Two or More 

Races Female

0

0.00

0

0.00

0

0.00

0.8

0

0.00

0

0.00

1.3

0

0.00

0

0.00

0

0.00

0

Mission-Critical Occupations Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

61.54 38.46 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG12 #

CG-12 %

13 8 5 0 0 8 5 0 0 0 0 0 0 0 0 0

CG-14 #

CG-14 %

2 2 0 0 0 2 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-12 # 8 4 4 0 1 4 3 0 0 0 0 0 0 0 0 0

Occupational CLF % 100 54.2 45.8 3.9 4.6 44.1 32.8 3 4.9 2.3 2.3 0 0.1 0.1 0.2 0.8

ATTORNEY (0905) #

ATTORNEY (0905) %

9 4 5 0 1 4 4 0 0 0 0 0 0 0 0 0

CG-12 % 100 50.00 50.00 0.00 12.50 50.00 37.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-14 # 

CG-14 %

1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 62.9 37.1 3.1 2.5 54.7 28.5 2.2 3 1.9 2.1 0 0 0.1 0.1 0.9

GENERAL BUSINESS AND INDUSTRY 

(1101) # 

GENERAL BUSINESS AND INDUSTRY 

(1101) %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-13 #

CG-13 %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Occupational CLF % 100 45.7 54.3 4.4 5.5 32.5 36.4 4 7.2 3.5 3.5 0.1 0.1 0.2 0.3 0.9

INFORMATION TECHNOLOGY 

MANAGEMENT (2210) #

INFORMATION TECHNOLOGY 

MANAGEMENT (2210) %

7 2 5 0 1 2 0 0 3 0 1 0 0 0 0 0

100 28.57 71.43 0.00 14.29 28.57 0.00 0.00 42.86 0.00 14.29 0.00 0.00 0.00 0.00 0.00

CG-07 #

CG-07 %

2 0 2 0 0 0 0 0 2 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-09 #

CG-09 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-12 #

CG 12 %

2 0 2 0 1 0 0 0 1 0 0 0 0 0 0 0

100 44.44 55.56 0.00 11.11 44.44 44.44 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

100 61.54 38.46 0.00 0.00

0.00

0

0.00

0

0.00

0.7

Two or More 

Races Female

17

0.31

0

0.00

0

0

0

0.00

0

0

0

0.00

0

0

0

000

Table A9: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Race, Ethnicity, and Sex (Participation Rate)

CG-12 % 100 0.00 100.00 0.00 50.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-13 # 

CG-13 %

1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-14 #

CG-14 %

2 1 1 0 0 1 0 0 0 0 1 0 0 0 0 0

100 50.00 50.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00

1363 346 668 252 226 5 2 31 16 17

100 56.21 43.79 2.62 1.96 41.18 24.77 6.29 12.14 4.58 4.11 0.09 0.04 0.56 0.29 0.31

Occupational CLF % 100 70.9 29.1 4.5 1.6 54.3 21.6 3.6 2.5 7 2.6 0.1 0 0.1 0.1 1.3

Awards Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Time-Off Awards 1 - 10 Hours: Average 

Hours # 7 8 7 0 0 8 7 0 6 0 0 0 0 0 0 8

TIME OFF AWARDS

Time-Off Awards 1 - 10 Hours: Awards 

Given # 7 3 4 0 0 1 3 0 1 0 0 0 0 0 0 1

Time-Off Awards 1 - 10 hours: Awards Given 

% 100 42.86 57.14 0.00 0.00 14.29 42.86 0.00 14.29 0.00 0.00 0.00 0.00 0.00 0.00 14.29

Permanent Workforce #

Permanent Workforce %

5503 3093 2410 144 108 2266

Time-Off Awards 11 - 20 Hours: Awards 

Given # 6 2 4 0 0 1 2 0 2 1 0 0 0 0 0 0

Time-Off Awards 11 - 20 Hours: Awards 

Given % 100 33.33 66.67 0.00 0.00 16.67 33.33 0.00 33.33 16.67 0.00 0.00 0.00 0.00 0.00 0.00

Time-Off Awards 1 -10 Hours: Total Hours # 52 24 28 0 0 8 22 0 6 0 0 0 0 0 0 8

Time-Off Awards 11 - 20 Hours: Total Hours 

# 89 28 61 0 0 12 28 0 33 16 0 0 0 0 0 0

Time-Off Awards 11 - 20 Hours: Average 

Hours # 14 14 15 0 0 12 14 0 16 16 0 0 0 0 0 0

Time-Off Awards 21 - 30 Hours: Awards 

Given # 2 0 2 0 0 0 2 0 0 0 0 0 0 0 0 0

Time-Off Awards 21 - 30 Hours: Awards 

Given % 100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Time-Off Awards 21 - 30 Hours: Total Hours 

# 49 0 49 0 0 0 49 0 0 0 0 0 0 0 0 0

Time-Off Awards 21 - 30 Hours: Average 

Hours # 24 0 24 0 0 0 24 0 0 0 0 0 0 0 0 0

Time-Off Awards 31 - 40 Hours: Awards 

Given # 2 1 1 0 0 0 0 0 1 1 0 0 0 0 0 0

Time-Off Awards 31 - 40 Hours: Awards 

100 5000 5000 000 000 000 000 000 5000 5000 000 000 000 000 000 000
FDIC/FY 2022 94

0.00

0

0.00

0.7

Two or More 

Races Female

17

0.31

0

0.00

0

0

0

0.00

0

0

0

0.00

0

0

0

0.00

0

0

Table A9: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Race, Ethnicity, and Sex (Participation Rate)

CG-13 %

100 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-14 #

CG-14 %

2 1 1 0 0 1 0 0 0 0 1 0 0 0 0 0

100 50.00 50.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00

1363 346 668 252 226 5 2 31 16 17

100 56.21 43.79 2.62 1.96 41.18 24.77 6.29 12.14 4.58 4.11 0.09 0.04 0.56 0.29 0.31

Occupational CLF % 100 70.9 29.1 4.5 1.6 54.3 21.6 3.6 2.5 7 2.6 0.1 0 0.1 0.1 1.3

Awards Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

Time-Off Awards 1 - 10 Hours: Average 

Hours # 7 8 7 0 0 8 7 0 6 0 0 0 0 0 0 8

TIME OFF AWARDS

Time-Off Awards 1 - 10 Hours: Awards 

Given # 7 3 4 0 0 1 3 0 1 0 0 0 0 0 0 1

Time-Off Awards 1 - 10 hours: Awards Given 

% 100 42.86 57.14 0.00 0.00 14.29 42.86 0.00 14.29 0.00 0.00 0.00 0.00 0.00 0.00 14.29

Permanent Workforce #

Permanent Workforce %

5503 3093 2410 144 108 2266

Time-Off Awards 11 - 20 Hours: Awards 

Given # 6 2 4 0 0 1 2 0 2 1 0 0 0 0 0 0

Time-Off Awards 11 - 20 Hours: Awards 

Given % 100 33.33 66.67 0.00 0.00 16.67 33.33 0.00 33.33 16.67 0.00 0.00 0.00 0.00 0.00 0.00

Time-Off Awards 1 -10 Hours: Total Hours # 52 24 28 0 0 8 22 0 6 0 0 0 0 0 0 8

Time-Off Awards 11 - 20 Hours: Total Hours 

# 89 28 61 0 0 12 28 0 33 16 0 0 0 0 0 0

Time-Off Awards 11 - 20 Hours: Average 

Hours # 14 14 15 0 0 12 14 0 16 16 0 0 0 0 0 0

Time-Off Awards 21 - 30 Hours: Awards 

Given # 2 0 2 0 0 0 2 0 0 0 0 0 0 0 0 0

Time-Off Awards 21 - 30 Hours: Awards 

Given % 100 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Time-Off Awards 21 - 30 Hours: Total Hours 

# 49 0 49 0 0 0 49 0 0 0 0 0 0 0 0 0

Time-Off Awards 21 - 30 Hours: Average 

Hours # 24 0 24 0 0 0 24 0 0 0 0 0 0 0 0 0

Time-Off Awards 31 - 40 Hours: Awards 

Given # 2 1 1 0 0 0 0 0 1 1 0 0 0 0 0 0

Time-Off Awards 31 - 40 Hours: Awards 

Given % 100 50.00 50.00 0.00 0.00 0.00 0.00 0.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00

Time-Off Awards 31 - 40 Hours: Total Hours 

# 80 40 40 0 0 0 0 0 40 40 0 0 0 0 0 0

Time-Off Awards 31 - 40 Hours: Average 

Hours # 40 40 40 0 0 0 0 0 40 40 0 0 0 0 0 0

0

0.00

0

0

Two or More 

Races Female

4

0.14

1004

251

8

0.26

5766

720

3

0.24

3750

Awards Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

0 0 0 0 0 0 0 0 0 0

Time-Off Awards 41 or more Hours: Average 

Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 41 or more Hours: Awards 

Given # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 41 or more Hours: Awards 

Given % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Cash Awards $500 and Under: Average 

Amount $ 333.6 342.2 323.82 349.02 327.96 345.96 328.85 332.93 313.41 307.39 308.09 295 401.5 381.64 316.67 282.4

CASH AWARDS

Cash Awards $500 and Under: Awards Given 

# 2928 1558 1370 66 55 1227 891 141 314 90 90 7 4 11 9 5

Cash Awards $500 and Under: Awards Given 

% 100 53.21 46.79 2.25 1.88 41.91 30.43 4.82 10.72 3.07 3.07 0.24 0.14 0.38 0.31 0.17

Time-Off Awards 41 or more Hours: Total 

Hours # 0 0 0 0 0 0

Cash Awards: $501 - $999: Awards Given # 3042 1671 1371 83 73 1282 841 136 309 131 121 4 1 15 9 6

Cash Awards: $501 - $999: Awards Given % 100 54.93 45.07 2.73 2.40 42.14 27.65 4.47 10.16 4.31 3.98 0.13 0.03 0.49 0.30 0.20

Cash Awards $500 and Under: Total Amount 

$ 976770 533141 443629 23035 18038 424499 293001 46943 98410 27665 27728 2065 1606 4198 2850 1412

4.98 0.08 0.00 0.24 0.08 0.57

Cash Awards: $501 - $999: Total Amount $ 2062664 1131069 931595 56306 50647 864388 567490 92258 211925 91069 83424 2943 585 10519 5634 4154

Cash Awards: $501 - $999: Average Amount 

$ 678 676 679 678 693 674 674 678 685 695 689 735 585 701 626 692

Cash Awards: $1000 - $1999: Total Amount 

1513281 851076 662205 33763 18000 642770 386699 75910 177212 80050 72669 1500 0 3200 1000 8300

Cash Awards: $1000 - $1999: Awards Given 

# 1226 689 537 29 16 514 311 63 143 68 61 1 0 3 1 7

Cash Awards: $1000 - $1999: Awards Given 

% 100 56.20 43.80 2.37 1.31 41.92 25.37 5.14 11.66 5.55
FDIC/FY 2022 95

0.00

0

0

Two or More 

Races Female

4

0.14

1004

251

8

0.26

5766

720

3

0.24

3750

1250

1

0.34

2000

2000

0

0.00

Awards Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male

0 0 0 0 0 0 0 0 0 0

Time-Off Awards 41 or more Hours: Average 

Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 41 or more Hours: Awards 

Given % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Cash Awards $500 and Under: Average 

Amount $ 333.6 342.2 323.82 349.02 327.96 345.96 328.85 332.93 313.41 307.39 308.09 295 401.5 381.64 316.67 282.4

CASH AWARDS

Cash Awards $500 and Under: Awards Given 

# 2928 1558 1370 66 55 1227 891 141 314 90 90 7 4 11 9 5

Cash Awards $500 and Under: Awards Given 

% 100 53.21 46.79 2.25 1.88 41.91 30.43 4.82 10.72 3.07 3.07 0.24 0.14 0.38 0.31 0.17

Time-Off Awards 41 or more Hours: Total 

Hours # 0 0 0 0 0 0

Cash Awards: $501 - $999: Awards Given # 3042 1671 1371 83 73 1282 841 136 309 131 121 4 1 15 9 6

Cash Awards: $501 - $999: Awards Given % 100 54.93 45.07 2.73 2.40 42.14 27.65 4.47 10.16 4.31 3.98 0.13 0.03 0.49 0.30 0.20

Cash Awards $500 and Under: Total Amount 

$ 976770 533141 443629 23035 18038 424499 293001 46943 98410 27665 27728 2065 1606 4198 2850 1412

4.98 0.08 0.00 0.24 0.08 0.57

Cash Awards: $501 - $999: Total Amount $ 2062664 1131069 931595 56306 50647 864388 567490 92258 211925 91069 83424 2943 585 10519 5634 4154

Cash Awards: $501 - $999: Average Amount 

$ 678 676 679 678 693 674 674 678 685 695 689 735 585 701 626 692

Cash Awards: $1000 - $1999: Total Amount 

$ 1513281 851076 662205 33763 18000 642770 386699 75910 177212 80050 72669 1500 0 3200 1000 8300

Cash Awards: $1000 - $1999: Average 

Amount $ 1234 1235 1233 1164 1125 1250 1243 1204 1239 1177 1191 1500 0 1066 1000 1185

Cash Awards: $1000 - $1999: Awards Given 

# 1226 689 537 29 16 514 311 63 143 68 61 1 0 3 1 7

Cash Awards: $1000 - $1999: Awards Given 

% 100 56.20 43.80 2.37 1.31 41.92 25.37 5.14 11.66 5.55

Cash Awards: $2000 - $2999: Awards Given 

# 297 150 147 6 2 103 96 12 30 25 17 0 0 2 1 2

Cash Awards: $2000 - $2999: Awards Given 

% 100 50.51 49.49 2.02 0.67 34.68 32.32 4.04 10.10 8.42 5.72 0.00 0.00 0.67 0.34 0.67

Cash Awards: $2000 - $2999: Total Amount 

$ 663668 333369 330299 13500 4250 228744 216349 28000 66750 55000 38450 0 0 4000 2500 4125

Cash Awards: $2000 - $2999: Average 

Amount $ 2234 2222 2246 2250 2125 2220 2253 2333 2225 2200 2261 0 0 2000 2500 2062

Cash Awards: $3000 - $3999: Awards Given 

# 49 20 29 2 1 13 17 4 8 1 3 0 0 0 0 0

Cash Awards: $3000 - $3999: Awards Given 

% 100 40.82 59.18 4.08 2.04 26.53 34.69 8.16 16.33 2.04 6.12 0.00 0.00 0.00 0.00 0.00

0

0

Two or More 

Races Female

0

0.00

0

0

0

0.00

0

0

0

0.00

0

0

TblB11TOTAL WORKFORCE DitibtibDibilitStt(PtiitiRt)

Cash Awards: $3000 - $3999: Total Amount 

$ 154000 63000 91000 6000 3500 41250 52500 12750 26000 3000 9000 0 0 0 0 0

Cash Awards: $3000 - $3999: Average 

Amount $ 3142 3150 3137 3000 3500 3173 3088 3187 3250 3000 3000 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given 

# 4 3 1 0 0 2 1 0 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given 

% 100 75.00 25.00 0.00 0.00 50.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Cash Awards: $4000 - $4999: Total Amount 

$ 17000 12500 4500 0 0 8500 4500 0 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Average 

Amount $ 4250 4166 4500 0 0 4250 4500 0 0 0 0 0 0 0 0 0

Cash Awards: $5000 or more: Awards Given 

# 4 2 2 0 0 0 1 1 1 1 0 0 0 0 0 0

Cash Awards: $5000 or more: Awards Given 

% 100 50.00 50.00 0.00 0.00 0.00 25.00 25.00 25.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00

Cash Awards: $5000 or more: Total Amount 

$ 20000 10000 10000 0 0 0 5000 5000 5000 5000 0 0 0 0 0 0

Cash Awards: $5000 or more: Average 

Amount $ 5000 5000 5000 0 0 0 5000 5000 5000 5000 0 0 0 0 0 0

OTHER AWARDS

Total QSIs Awarded # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total QSIs Awarded % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Awards Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male
FDIC/FY 2022 96

0

0

Two or More 

Races Female

0

0.00

0

0

0

0.00

0

0

0

0.00

0

0

Significant 

Disfigure [93]

3

0.05

3

0.05

0

0.00

Table B1-1: TOTAL WORKFORCE - Distribution by Disability Status (Participation Rate)

Total Workforce: Difference #

Total Workforce: 501 Goal %

Total Workforce: Current FY #

Total Workforce: Current FY %

Total Workforce: Prior FY #

Total Workforce: Prior FY %

Total Workforce: Ratio Change %

Cash Awards: $3000 - $3999: Total Amount 

$ 154000 63000 91000 6000 3500 41250 52500 12750 26000 3000 9000 0 0 0 0 0

Cash Awards: $3000 - $3999: Average 

Amount $ 3142 3150 3137 3000 3500 3173 3088 3187 3250 3000 3000 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given 

# 4 3 1 0 0 2 1 0 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given 

% 100 75.00 25.00 0.00 0.00 50.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Cash Awards: $4000 - $4999: Total Amount 

$ 17000 12500 4500 0 0 8500 4500 0 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Average 

Amount $ 4250 4166 4500 0 0 4250 4500 0 0 0 0 0 0 0 0 0

Cash Awards: $5000 or more: Awards Given 

# 4 2 2 0 0 0 1 1 1 1 0 0 0 0 0 0

Cash Awards: $5000 or more: Awards Given 

% 100 50.00 50.00 0.00 0.00 0.00 25.00 25.00 25.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00

Cash Awards: $5000 or more: Total Amount 

$ 20000 10000 10000 0 0 0 5000 5000 5000 5000 0 0 0 0 0 0

Cash Awards: $5000 or more: Average 

Amount $ 5000 5000 5000 0 0 0 5000 5000 5000 5000 0 0 0 0 0 0

OTHER AWARDS

Total QSIs Awarded # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total QSIs Awarded % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Employment Tenure Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

6036 5166 169 701 149 3 11 66 14 2 8 5 9 0 28 0

100 85.59 2.80 11.61 2.47 0.05 0.18 1.09 0.23 0.03 0.13 0.08 0.15 0.00 0.46 0.00

-154 -210 33 23 -3 -1 1 -7 3 1 0 -1

100 84.26 3.43 12.31 2.48 0.03 0.20 1.00 0.29 0.05 0.14 0.07 0.19 0.03 0.43 0.00

TOTAL WORKFORCE

2 2 -3 0

0.00 -1.33 0.63 0.70 0.01 -0.02 0.02 -0.09 0.06 0.02 0.01 -0.01 0.04 0.03 -0.03 0.00

5882 4956 202 724 146 2 12 59 17 3 8 4 11 2 25 0

12.00 2.00

Awards Total Total Males Total 

Females

Hispanic or 

Latino Male

Hispanic or 

Latino 

Female

White 

Male White Female

Black or 

African 

American 

Male

Black or 

African 

American 

Female

Asian Male Asian 

Female

Native Hawaiian 

or Other Pacific 

Islander Male

Native 

Hawaiian or 

Other Pacific 

Islander 

Female

American 

Indian or 

Alaska Native 

Male

American Indian 

or Alaska Native 

Female

Two or More 

Races Male
FDIC/FY 2022 97

0

0.00

0

0

Significant 

Disfigure [93]

3

0.05

3

0.05

0

0.00

Table B1-1: TOTAL WORKFORCE - Distribution by Disability Status (Participation Rate)

Total Workforce: Difference #

Total Workforce: 501 Goal %

Total Workforce: Current FY #

Total Workforce: Current FY %

Total Workforce: Prior FY #

Total Workforce: Prior FY %

Total Workforce: Ratio Change %

Total QSIs Awarded # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total QSIs Awarded % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Employment Tenure Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

6036 5166 169 701 149 3 11 66 14 2 8 5 9 0 28 0

100 85.59 2.80 11.61 2.47 0.05 0.18 1.09 0.23 0.03 0.13 0.08 0.15 0.00 0.46 0.00

-154 -210 33 23 -3 -1 1 -7 3 1 0 -1

100 84.26 3.43 12.31 2.48 0.03 0.20 1.00 0.29 0.05 0.14 0.07 0.19 0.03 0.43 0.00

TOTAL WORKFORCE

2 2 -3 0

0.00 -1.33 0.63 0.70 0.01 -0.02 0.02 -0.09 0.06 0.02 0.01 -0.01 0.04 0.03 -0.03 0.00

5882 4956 202 724 146 2 12 59 17 3 8 4 11 2 25 0

12.00 2.00

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

3

0.05

3

0.05

0

0.00

0.00

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

Permanent Workforce: Prior FY #

Permanent Workforce: Prior FY %

Total Workforce: Other Separations #

Total Workforce: Other Separations %

Total Workforce: Retirement #

Total Workforce: Retirement %

Total Workforce: Resignation #

Total Workforce: Resignation %

Total Workforce: Removal #

Total Workforce: Removal %

Total Workforce: Reduction in Force #

Total Workforce: Reduction in Force %

Total Workforce: Net Change %

Total Workforce: New Hires #

Total Workforce: New Hires %

Permanent Workforce: Difference #

Permanent Workforce: Net Change %

Permanent Workforce: Removal #

Permanent Workforce: Removal %

-2.55 -4.07 19.53 3.28 -2.01 -33.33 9.09 -10.61 21.43 50.00 0.00 -20.00 22.22 0.00 -10.71 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

EMPLOYEE GAINS

563 433 43 87 17 1 2 0 5 1 1 0 2 2 3 0

100 76.91 7.64 15.45 3.02 0.18 0.36 0.00 0.89 0.18 0.18 0.00 0.36 0.36 0.53 0.00

7 5 0 2 0 0 0 0 0 0 0 0 0 0 0 0

100 71.43 0.00 28.57 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

EMPLOYEE LOSSES

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00

310 272 13 25 6 1 0 2 0 0 0 0 0 0 3 0

100 87.74 4.19 8.06 1.94 0.32 0.00 0.65 0.00 0.00 0.00 0.00 0.00 0.00 0.97 0.00

292 243 4 45 11 1 0 5 2 0 1 1 0 0 1 0

100 83.22 1.37 15.41 3.77 0.34 0.00 1.71 0.68 0.00 0.34 0.34 0.00 0.00 0.34 0.00

0 2 1 0 0 6 0

100 84.58 3.11 12.31 3.11 0.28 0.14 1.13 0.28 0.00 0.28 0.14 0.00 0.00 0.85 0.00

98 78 5 15 5 0 1 1 0 0 1 0 0 0 2 0

100 79.59 5.10 15.31 5.10 0.00 1.02 1.02 0.00 0.00 1.02 0.00 0.00 0.00 2.04 0.00

100 84.15 3.42 12.43 2.58 0.04 0.20 1.07 0.29 0.05 0.15 0.07 0.16 0.04 0.45 0.00

PERMANENT WORKFORCE

5624 4805 155 664 142 2 10 63 14 2 8 5 9 0 26 0

100 85.44 2.76 11.81 2.52 0.04 0.18 1.12 0.25 0.04 0.14 0.09 0.16 0.00 0.46 0.00

Total Workforce: Total Separations #

Total Workforce: Total Separations %

707 598 22 87 22 2 1 8 2

-121 -174 33 20 0 0 1 -4 2 1 0 -1 0 2 -1 0

Permanent Workforce: Ratio Change % 0.00 -1.29 0.66 0.62 0.06 0.00 0.02 -0.05 0.04 0.01 0.01 -0.02 0.00 0.04 -0.01 0.00

Permanent Workforce: Current FY #

Permanent Workforce: Current FY %

5503 4631 188 684 142 2 11 59 16 3 8 4 9 2 25 0

-2.15 -3.62 21.29 3.01 0.00 0.00 10.00 -6.35 14.29 50.00 0.00 -20.00 0.00 0.00 -3.85 0.00

EMPLOYEE GAINS

Employment Tenure Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

Permanent Workforce: New Hires #

Permanent Workforce: New Hires %

435 334 34 67 12 1 1 0 3 1 1 0 0 2 3 0

100 76.78 7.82 15.40 2.76 0.23 0.23 0.00 0.69 0.23 0.23 0.00 0.00 0.46 0.69 0.00

EMPLOYEE LOSSES

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

6 4 0 2 0 0 0 0 0 0 0 0 0 0 0 0

100 66.67 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Permanent Workforce: Resignation #

Permanent Workforce: Resignation %

210 182 10 18 4 0 0 1 0 0 0 0 0 0 3 0

100 86.67 4.76 8.57 1.90 0.00 0.00 0.48 0.00 0.00 0.00 0.00 0.00 0.00 1.43 0.00

Permanent Workforce: Retirement #

P t W kf R ti t %

282 237 4 41 9 1 0 4 1 0 1 1 0 0 1 0

Permanent Workforce: Reduction in Force #

Permanent Workforce: Reduction in Force %
FDIC/FY 2022 98

0.05

0

0.00

0.00

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

Permanent Workforce: Difference #

Permanent Workforce: Net Change %

Permanent Workforce: Removal #

Permanent Workforce: Removal %

100 84.15 3.42 12.43 2.58 0.04 0.20 1.07 0.29 0.05 0.15 0.07 0.16 0.04 0.45 0.00

-121 -174 33 20 0 0 1 -4 2 1 0 -1 0 2 -1 0

Permanent Workforce: Ratio Change % 0.00 -1.29 0.66 0.62 0.06 0.00 0.02 -0.05 0.04 0.01 0.01 -0.02 0.00 0.04 -0.01 0.00

-2.15 -3.62 21.29 3.01 0.00 0.00 10.00 -6.35 14.29 50.00 0.00 -20.00 0.00 0.00 -3.85 0.00

EMPLOYEE GAINS

Employment Tenure Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

Permanent Workforce: New Hires #

Permanent Workforce: New Hires %

435 334 34 67 12 1 1 0 3 1 1 0 0 2 3 0

100 76.78 7.82 15.40 2.76 0.23 0.23 0.00 0.69 0.23 0.23 0.00 0.00 0.46 0.69 0.00

EMPLOYEE LOSSES

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

6 4 0 2 0 0 0 0 0 0 0 0 0 0 0 0

100 66.67 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Permanent Workforce: Resignation #

Permanent Workforce: Resignation %

210 182 10 18 4 0 0 1 0 0 0 0 0 0 3 0

100 86.67 4.76 8.57 1.90 0.00 0.00 0.48 0.00 0.00 0.00 0.00 0.00 0.00 1.43 0.00

Permanent Workforce: Retirement #

P t W kf R ti t %

282 237 4 41 9 1 0 4 1 0 1 1 0 0 1 0

Permanent Workforce: Reduction in Force #

Permanent Workforce: Reduction in Force %

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

Significant 

Disfigure [93]

0

0.00

0

0.00

Temporary Workforce: Total Separations #

Temporary Workforce: Total Separations %

Permanent Workforce: Other Separations #

Permanent Workforce: Other Separations %

Temporary Workforce: Current FY #

Temporary Workforce: Current FY %

Temporary Workforce: Ratio Change %

EMPLOYEE GAINS

 

Permanent Workforce: Retirement % 100 84.04 1.42 14.54 3.19 0.35 0.00 1.42 0.35 0.00 0.35 0.35 0.00 0.00 0.35 0.00

55 42 3 10 4 0 0 1 0 0 1 0 0 0 2 0

100 76.36 5.45 18.18 7.27 0.00 0.00 1.82 0.00 0.00 1.82 0.00 0.00 0.00 3.64 0.00

Permanent Workforce: Total Separations #

Permanent Workforce: Total Separations %

553 465 17 71 17 1 0 6 1 0 2 1 0 0 6 0

100 84.09 3.07 12.84 3.07 0.18 0.00 1.08 0.18 0.00 0.36 0.18 0.00 0.00 1.08 0.00

TEMPORARY WORKFORCE

Temporary Workforce: Prior FY #

Temporary Workforce: Prior FY %

412 361 14 37 7 1 1 3 0 0 0 0 0 0 2 0

100 87.62 3.40 8.98 1.70 0.24 0.24 0.73 0.00 0.00 0.00 0.00 0.00 0.00 0.49 0.00

379 325 14 40 4 0 1 0 1 0 0 0 2 0 0 0

100 85.75 3.69 10.55 1.06 0.00 0.26 0.00 0.26 0.00 0.00 0.00 0.53 0.00 0.00 0.00

Temporary Workforce: Difference # -33 -36 0 3 -3 -1 0 -3 1 0 0 0 2 0 -2 0

0.00 -1.87 0.29 1.57 -0.64 -0.24 0.02 -0.73 0.26 0.00 0.00 0.00 0.53 0.00 -0.49 0.00

Temporary Workforce: Net Change % -8.01 -9.97 0.00 8.11 -42.86 -100.00 0.00 -100.00 0.00 0.00 0.00 0.00 0.00 0.00 -100.00 0.00

Temporary Workforce: New Hires #

Temporary Workforce: New Hires %

128 99 9 20 5 0 1 0 2 0 0 0 2 0 0 0

100 77.34 7.03 15.63 3.91 0.00 0.78 0.00 1.56 0.00 0.00 0.00 1.56 0.00 0.00 0.00

EMPLOYEE LOSSES

Temporary Workforce: Reduction in Force #

Temporary Workforce: Reduction in Force %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Removal #

Temporary Workforce: Removal %

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Resignation #

Temporary Workforce: Resignation %

100 90 3 7 2 1 0 1 0 0 0 0 0 0 0 0

100 90.00 3.00 7.00 2.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Retirement #

Temporary Workforce: Retirement %

10 6 0 4 2 0 0 1 1 0 0 0 0 0 0 0

100 60.00 0.00 40.00 20.00 0.00 0.00 10.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Employment Tenure Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

Temporary Workforce: Other Separations #

Temporary Workforce: Other Separations %

43 36 2 5 1 0 1 0 0 0 0 0 0 0 0 0

100 83.72 4.65 11.63 2.33 0.00 2.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

154 133 5 16 5 1 1 2 1 0 0 0 0 0 0 0

100 86.36 3.25 10.39 3.25 0.65 0.65 1.30 0.65 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table B1-2: TOTAL WORKFORCE - Distribution by Disability Status (Inclusion Rate)

SCHEDULE A EMPLOYEES IN PERMANENT WORKFORCE

EMPLOYEE GAINS

EMPLOYEE LOSSES
FDIC/FY 2022 99

0

0.00

0

0.00

Significant 

Disfigure [93]

0

0.00

0

0.00

Temporary Workforce: Total Separations #

Temporary Workforce: Total Separations %

Temporary Workforce: Resignation #

Temporary Workforce: Resignation %

100 90 3 7 2 1 0 1 0 0 0 0 0 0 0 0

100 90.00 3.00 7.00 2.00 1.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Retirement #

Temporary Workforce: Retirement %

10 6 0 4 2 0 0 1 1 0 0 0 0 0 0 0

100 60.00 0.00 40.00 20.00 0.00 0.00 10.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Employment Tenure Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

Temporary Workforce: Other Separations #

Temporary Workforce: Other Separations %

43 36 2 5 1 0 1 0 0 0 0 0 0 0 0 0

100 83.72 4.65 11.63 2.33 0.00 2.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

154 133 5 16 5 1 1 2 1 0 0 0 0 0 0 0

100 86.36 3.25 10.39 3.25 0.65 0.65 1.30 0.65 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table B1-2: TOTAL WORKFORCE - Distribution by Disability Status (Inclusion Rate)

SCHEDULE A EMPLOYEES IN PERMANENT WORKFORCE

EMPLOYEE GAINS

EMPLOYEE LOSSES
FDIC/FY 2022 100

Table B1-2: TOTAL WORKFORCE - Distribution by Disability Status (Inclusion Rate)

SCHEDULE A EMPLOYEES IN PERMANENT WORKFORCE

EMPLOYEE GAINS

EMPLOYEE LOSSES

Significant 

Psychiatric 

Disorder [91]

Significant 

Disfigure [93]

28 3

0.46 0.05

25 3

0.43 0.05

-3 0

-0.03 0.00

-10.71 0.00

3 0

0.53 0.00

0 0

0.00 0.00

0 0

0.00 0.00

3 0

12.00 0.00

1 0

4.00 0.00

2 0

8.00 0.00

6 0

24.00 0.00

26 3

0.46 0.05

25 3

0.45 0.05

-1 0

-0.01 0.00

-3.85 0.00

TOTAL WORKFORCE (Participation Rate)

EMPLOYEE GAINS (Participation Rate)

EMPLOYEE LOSSES (Inclusion Rate)

Total Workforce: Other Separations #

Total Workforce: Other Separations %

Total Workforce: Retirement #

Total Workforce: Retirement %

Total Workforce: Resignation #

Total Workforce: Resignation %

Total Workforce: Removal #

Total Workforce: Removal %

Total Workforce: Reduction in Force #

Total Workforce: Reduction in Force %

Total Workforce: New Hires #

Total Workforce: New Hires %

Total Workforce: Net Change %

Total Workforce: Ratio Change %

Total Workforce: Difference #

Total Workforce: 501 Goal %

Total Workforce: Current FY #

Total Workforce: Current FY %

Total Workforce: Prior FY #

Total Workforce: Prior FY %

Employment Tenure

Permanent Workforce: Net Change %

Permanent Workforce: Ratio Change %

Permanent Workforce: Difference #

Permanent Workforce: Current FY #

Permanent Workforce: Current FY %

Permanent Workforce: Prior FY #

Permanent Workforce: Prior FY %

Total Workforce: Total Separations #

Total Workforce: Total Separations %

100 88.39 85.59 2.80 11.61 2.47 0.05 0.18 1.09 0.23 0.03 0.13 0.08 0.15 0.00 0.00

Total Persons Without 

Disability

No Disability [05]Not Identified 

[01]

Disability [02-03,

06-99]

Targeted 

Disability

Developmental Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or Serious 

Difficulty 

Hearing [19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities [31]

Significant 

Mobility 

Impairment [40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or Other 

Seizure Disorders 

[82]

Intellectual 

Disability 

[90]

Dwarfism [92]

6036 5335 5166 169 701 149 3 11 66 14 2 8 5 9 0 0

5882 5158 4956 202 724 146 2 12 59 17 3 8 4 11 2 0

100 87.69 84.26 3.43 12.31 2.48 0.03 0.20 1.00 0.29 0.05 0.14 0.07 0.19 0.03 0.00

12.00 2.00

-154 -177 -210 33 23 -3 -1 1 -7 3 1 0 -1 2 2 0

0.00 -0.70 -1.33 0.63 0.70 0.01 -0.02 0.02 -0.09 0.06 0.02 0.01 -0.01 0.04 0.03 0.00

-2.55 -3.32 -4.07 19.53 3.28 -2.01 -33.33 9.09 -10.61 21.43 50.00 0.00 -20.00 22.22 0.00 0.00

563 476 433 43 87 17 1 2 0 5 1 1 0 2 2 0

100 84.55 76.91 7.64 15.45 3.02 0.18 0.36 0.00 0.89 0.18 0.18 0.00 0.36 0.36 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

7 5 5 0 2 0 0 0 0 0 0 0 0 0 0 0

0.12 0.10 0.10 0.00 0.28 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

310 285 272 13 25 6 1 0 2 0 0 0 0 0 0 0

5.27 5.53 5.49 6.44 3.45 4.11 50.00 0.00 3.39 0.00 0.00 0.00 0.00 0.00 0.00 0.00

292 247 243 4 45 11 1 0 5 2 0 1 1 0 0 0

4.96 4.79 4.90 1.98 6.22 7.53 50.00 0.00 8.47 11.76 0.00 12.50 25.00 0.00 0.00 0.00

98 83 78 5 15 5 0 1 1 0 0 1 0 0 0 0

1.67 1.61 1.57 2.48 2.07 3.42 0.00 8.33 1.69 0.00 0.00 12.50 0.00 0.00 0.00 0.00

707 620 598 22 87 22 2 1 8 2 0 2 1 0 0 0

12.02 12.02 12.07 10.89 12.02 15.07 100.00 8.33 13.56 11.76 0.00 25.00 25.00 0.00 0.00 0.00

5624 4960 4805 155 664 142 2 10 63 14 2 8 5 9 0 0

100 88.19 85.44 2.76 11.81 2.52 0.04 0.18 1.12 0.25 0.04 0.14 0.09 0.16 0.00 0.00

5503 4819 4631 188 684 142 2 11 59 16 3 8 4 9 2 0

100 87.57 84.15 3.42 12.43 2.58 0.04 0.20 1.07 0.29 0.05 0.15 0.07 0.16 0.04 0.00

-121 -141 -174 33 20 0 0 1 -4 2 1 0 -1 0 2 0

0.00 -0.62 -1.29 0.66 0.62 0.06 0.00 0.02 -0.05 0.04 0.01 0.01 -0.02 0.00 0.04 0.00

-2.15 -2.84 -3.62 21.29 3.01 0.00 0.00 10.00 -6.35 14.29 50.00 0.00 -20.00 0.00 0.00 0.00

EMPLOYEE GAINS (Participation Rate)

PERMANENT WORKFORCE (Participation Rate)
FDIC/FY 2022 101

0.45 0.05

-1 0

-0.01 0.00

-3.85 0.00

Permanent Workforce: Net Change %

Permanent Workforce: Ratio Change %

Permanent Workforce: Difference #

Permanent Workforce: Current FY %

100 87.57 84.15 3.42 12.43 2.58 0.04 0.20 1.07 0.29 0.05 0.15 0.07 0.16 0.04 0.00

-121 -141 -174 33 20 0 0 1 -4 2 1 0 -1 0 2 0

0.00 -0.62 -1.29 0.66 0.62 0.06 0.00 0.02 -0.05 0.04 0.01 0.01 -0.02 0.00 0.04 0.00

-2.15 -2.84 -3.62 21.29 3.01 0.00 0.00 10.00 -6.35 14.29 50.00 0.00 -20.00 0.00 0.00 0.00

EMPLOYEE GAINS (Participation Rate)

Significant 

Psychiatric 

Disorder [91]

Significant 

Disfigure [93]

3 0

0.69 0.00

0 0

0.00 0.00

0 0

0.00 0.00

3 0

12.00 0.00

1 0

4.00 0.00

2 0

8.00 0.00

6 0

24.00 0.00

2 0

0.49 0.00

0 0

0.00 0.00

-2 0

-0.49 0.00

-100.00 0.00

0 0

0.00 0.00

0 0

0.00 0.00

0 0

0.00 0.00

0 0

0.00 0.00

0 0

0.00 0.00

TEMPORARY WORKFORCE (Participation Rate)

EMPLOYEE GAINS (Participation Rate)

EMPLOYEE LOSSES (Inclusion Rate)

Temporary Workforce: Removal #

Temporary Workforce: Removal %

Temporary Workforce: Reduction in Force #

Temporary Workforce: Reduction in Force %

Temporary Workforce: New Hires #

Temporary Workforce: New Hires %

Temporary Workforce: Net Change %

Temporary Workforce: Ratio Change %

Temporary Workforce: Difference #

Temporary Workforce: Current FY #

Temporary Workforce: Current FY %

Temporary Workforce: Prior FY #

Temporary Workforce: Prior FY %

Permanent Workforce: Total Separations #

Permanent Workforce: Total Separations %

Permanent Workforce: Other Separations #

Permanent Workforce: Other Separations %

Permanent Workforce: Retirement #

Permanent Workforce: Retirement %

Permanent Workforce: Resignation #

Permanent Workforce: Resignation %

Permanent Workforce: Removal #

Permanent Workforce: Removal %

Permanent Workforce: Reduction in Force #

Permanent Workforce: Reduction in Force %

Permanent Workforce: New Hires #

Permanent Workforce: New Hires %

Employment Tenure Total Persons Without 

Disability

No 

Disability 

[05]

Not Identified 

[01]

Disability 

[02-03,

06-99]

Targeted 

Disability

Developmental Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or Serious 

Difficulty 

Hearing [19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities [31]

Significant 

Mobility 

Impairment [40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or Other 

Seizure Disorders 

[82]

Intellectual 

Disability 

[90]

Dwarfism [92]

435 368 334 34 67 12 1 1 0 3 1 1 0 0 2 0

100 84.60 76.78 7.82 15.40 2.76 0.23 0.23 0.00 0.69 0.23 0.23 0.00 0.00 0.46 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

6 4 4 0 2 0 0 0 0 0 0 0 0 0 0 0

0.11 0.08 0.09 0.00 0.29 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

210 192 182 10 18 4 0 0 1 0 0 0 0 0 0 0

3.82 3.98 3.93 5.32 2.63 2.82 0.00 0.00 1.69 0.00 0.00 0.00 0.00 0.00 0.00 0.00

282 241 237 4 41 9 1 0 4 1 0 1 1 0 0 0

5.12 5.00 5.12 2.13 5.99 6.34 50.00 0.00 6.78 6.25 0.00 12.50 25.00 0.00 0.00 0.00

55 45 42 3 10 4 0 0 1 0 0 1 0 0 0 0

1.00 0.93 0.91 1.60 1.46 2.82 0.00 0.00 1.69 0.00 0.00 12.50 0.00 0.00 0.00 0.00

553 482 465 17 71 17 1 0 6 1 0 2 1 0 0 0

9.40 9.34 9.38 8.42 9.81 11.64 50.00 0.00 10.17 5.88 0.00 25.00 25.00 0.00 0.00 0.00

412 375 361 14 37 7 1 1 3 0 0 0 0 0 0 0

100 91.02 87.62 3.40 8.98 1.70 0.24 0.24 0.73 0.00 0.00 0.00 0.00 0.00 0.00 0.00

379 339 325 14 40 4 0 1 0 1 0 0 0 2 0 0

-33 -36 -36 0 3 -3 -1 0 -3 1 0 0 0 2 0 0

100 89.45 85.75 3.69 10.55 1.06 0.00 0.26 0.00 0.26 0.00 0.00 0.00 0.53 0.00 0.00

100 84.38 77.34 7.03 15.63 3.91 0.00 0.78 0.00 1.56 0.00 0.00 0.00 1.56 0.00 0.00

0.00 -1.57 -1.87 0.29 1.57 -0.64 -0.24 0.02 -0.73 0.26 0.00 0.00 0.00 0.53 0.00 0.00

-8.01 -9.60 -9.97 0.00 8.11 -42.86 -100.00 0.00 -100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

128 108 99 9 20 5 0 1 0 2 0 0 0 2 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00

1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0

0.26 0.29 0.31 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Retirement #

Temporary Workforce: Retirement %

10 6 6 0 4 2 0 0 1 1 0 0 0 0 0 0

2.64 1.77 1.85 0.00 10.00 50.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00

Temporary Workforce: Resignation #

Temporary Workforce: Resignation %

100 93 90 3 7 2 1 0 1 0 0 0 0 0 0 0

26.39 27.43 27.69 21.43 17.50 50.00 0.00 0.00 0.00 0.00 0.00 0.00

EMPLOYEE LOSSES (Inclusion Rate)
FDIC/FY 2022 102

Significant 

Disfigure [93]

0

0.00

0

0.00

Significant 

Disfigure [93]

3

0.05

0

0.00

0

0.00

0

0.00

0

0.00

1

0.18

0

0.00

2

0.07

Significant 

Disfigure [93]

Table B2: PERMANENT WORKFORCE BY COMPONENT - Distribution by Disability Status (Participation Rate)

Atlanta Regional Office #

Atlanta Regional Office %

Temporary Workforce: Total Separations #

Temporary Workforce: Total Separations %

SCHEDULE A EMPLOYEES IN PERMANENT WORKFORCE (Participation Rate)

EMPLOYEE GAINS (Participation Rate) EMPLOYEE LOSSES (Inclusion Rate)

Employment Tenure Total

Persons 

Without 

Disability

No Disability 

[05]

Not 

Identified 

[01]

Disability [02-03,

06-99]

Targeted 

Disability

Developmental Disability 

[02]

Traumatic Brain 

Injury [03]

Deaf or 

Serious 

Difficulty 

Hearing [19]

Blind or Serious 

Difficulty Seeing 

[20]

Missing 

Extremities [31]

Significant 

Mobility 

Impairment [40]

Partial or 

Complete 

Paralysis 

[60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectua 

Disability [90]

Significan 

Psychiatric Disorder 

[91]

Dwarfism [92]

Temporary Workforce: Other Separations #

Temporary Workforce: Other Separations %

43 38 36 2 5 1 0 1 0 0 0 0 0 0 0 0 0

11.35 11.21 11.08 14.29 12.50 25.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

154 138 133 5 16 5 1 1 2 1 0 0 0 0 0 0 0

2.62 2.68 2.68 2.48 2.21 3.42 50.00 8.33 3.39 5.88 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Headquarters Regional Office #

Headquarters Regional Office %

2579 2087 78 414 70 0 6 34 8 0 2 2 3 3 10 0

100 80.92 3.02 16.05 2.57 0.00 0.22 1.25 0.29 0.00 0.07 0.07 0.11 0.11 0.37 0.00

Occupational Categories Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

3 24 0

100 83.56 2.47 13.97 2.35 0.02 0.17 1.00 0.28 0.03 0.09 0.09 0.16 0.05 0.42 0.00

Subordinate Component Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

501 Goal % 12.00 2.00

San Francisco Regional Office #

San Francisco Regional Office %

479 413 11 55 12 1 1 3 1 1 0 0 1 0 4 0

100 86.22 2.30 11.48 2.39 0.20 0.20 0.60 0.20 0.20 0.00 0.00 0.20 0.00 0.80 0.00

New York Regional Office #

New York Regional Office %

545 482 16 47 10 0 3 2 0 1 1 0 1 0 1 0

100 88.44 2.94 8.62 1.77 0.00 0.53 0.35 0.00 0.18 0.18 0.00 0.18 0.00 0.18 0.00

Kansas City Regional Office #

Kansas City Regional Office %

464 415 7 42 7 0 0 4 0 0 0 1 2 0 0 0

100 89.44 1.51 9.05 1.46 0.00 0.00 0.84 0.00 0.00 0.00 0.21 0.42 0.00 0.00 0.00

0.16 0.16 0.00 0.49 0.00

425 367 3 55 9 0 0 3 1 0 0 1 0 0 4 0

100 86.35 0.71 12.94 2.03 0.00 0.00 0.68 0.23 0.00 0.00 0.23 0.00 0.00 0.90 0.00

Chicago Regional Office #

Chicago Regional Office %

445 381 6 58 8 0 0 4 1 0 0 0 1 0 2 0

100 85.62 1.35 13.03 1.74 0.00 0.00 0.87 0.22 0.00 0.00 0.00 0.22 0.00 0.43 0.00

Permanent Workforce #

Permanent Workforce %

5511 5605 136 770 136 1 10 58 16 2 5 5 9

Dallas Regional Office #

Dallas Regional Office %

574 460 15 99 20 0 0 8 5 0 2 1 1 0 3 0

Table B3: OCCUPATIONAL CATEGORIES - Distribution by Disability (Participation Rate)

100 80.14 2.61 17.25 3.26 0.00 0.00 1.30 0.81 0.00 0.33
FDIC/FY 2022 103

0

0.00

0

0.00

Significant 

Disfigure [93]

3

0.05

0

0.00

0

0.00

0

0.00

0

0.00

1

0.18

0

0.00

2

0.07

Significant 

Disfigure [93]

Table B2: PERMANENT WORKFORCE BY COMPONENT - Distribution by Disability Status (Participation Rate)

Atlanta Regional Office #

Atlanta Regional Office %

Temporary Workforce: Total Separations #

Temporary Workforce: Total Separations %

Temporary Workforce: Other Separations #

Temporary Workforce: Other Separations %

43 38 36 2 5 1 0 1 0 0 0 0 0 0 0 0 0

11.35 11.21 11.08 14.29 12.50 25.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

154 138 133 5 16 5 1 1 2 1 0 0 0 0 0 0 0

2.62 2.68 2.68 2.48 2.21 3.42 50.00 8.33 3.39 5.88 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Headquarters Regional Office #

Headquarters Regional Office %

2579 2087 78 414 70 0 6 34 8 0 2 2 3 3 10 0

100 80.92 3.02 16.05 2.57 0.00 0.22 1.25 0.29 0.00 0.07 0.07 0.11 0.11 0.37 0.00

Occupational Categories Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

3 24 0

100 83.56 2.47 13.97 2.35 0.02 0.17 1.00 0.28 0.03 0.09 0.09 0.16 0.05 0.42 0.00

Subordinate Component Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

501 Goal % 12.00 2.00

San Francisco Regional Office #

San Francisco Regional Office %

479 413 11 55 12 1 1 3 1 1 0 0 1 0 4 0

100 86.22 2.30 11.48 2.39 0.20 0.20 0.60 0.20 0.20 0.00 0.00 0.20 0.00 0.80 0.00

New York Regional Office #

New York Regional Office %

545 482 16 47 10 0 3 2 0 1 1 0 1 0 1 0

100 88.44 2.94 8.62 1.77 0.00 0.53 0.35 0.00 0.18 0.18 0.00 0.18 0.00 0.18 0.00

Kansas City Regional Office #

Kansas City Regional Office %

464 415 7 42 7 0 0 4 0 0 0 1 2 0 0 0

100 89.44 1.51 9.05 1.46 0.00 0.00 0.84 0.00 0.00 0.00 0.21 0.42 0.00 0.00 0.00

0.16 0.16 0.00 0.49 0.00

425 367 3 55 9 0 0 3 1 0 0 1 0 0 4 0

100 86.35 0.71 12.94 2.03 0.00 0.00 0.68 0.23 0.00 0.00 0.23 0.00 0.00 0.90 0.00

Chicago Regional Office #

Chicago Regional Office %

445 381 6 58 8 0 0 4 1 0 0 0 1 0 2 0

100 85.62 1.35 13.03 1.74 0.00 0.00 0.87 0.22 0.00 0.00 0.00 0.22 0.00 0.43 0.00

Permanent Workforce #

Permanent Workforce %

5511 5605 136 770 136 1 10 58 16 2 5 5 9

Dallas Regional Office #

Dallas Regional Office %

574 460 15 99 20 0 0 8 5 0 2 1 1 0 3 0

Table B3: OCCUPATIONAL CATEGORIES - Distribution by Disability (Participation Rate)

100 80.14 2.61 17.25 3.26 0.00 0.00 1.30 0.81 0.00 0.33
FDIC/FY 2022 104

0

0.00

2

0.07

Significant 

Disfigure [93]

Headquarters Regional Office #

Headquarters Regional Office %

2579 2087 78 414 70 0 6 34 8 0 2 2 3 3 10 0

100 80.92 3.02 16.05 2.57 0.00 0.22 1.25 0.29 0.00 0.07 0.07 0.11 0.11 0.37 0.00

Occupational Categories Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

San Francisco Regional Office #

San Francisco Regional Office %

479 413 11 55 12 1 1 3 1 1 0 0 1 0 4 0

100 86.22 2.30 11.48 2.39 0.20 0.20 0.60 0.20 0.20 0.00 0.00 0.20 0.00 0.80 0.00

Table B3: OCCUPATIONAL CATEGORIES - Distribution by Disability (Participation Rate)

0

0.00

0

0.00

0

0.00

0

0.00

2

0.04

0

0.00

0

0.00

1

0.53

0

0.00

0

0.00

0

0.00

0

0.00

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

3. Technicians #

Technicians %

2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 50.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-06 #

CG-05 # 

CG-05 %

CG-04 #

CG-04 %

CG-03 #

CG-03 %

CG-02 #

CG-02 %

501 Goal %

GS/GM/GL GRADES

9. Service Workers #

Service Workers %

501 Goal % 12.00 2.00

1. Management

Executives #

Executives %

130 114 6 10 1 0 0 1 0 0 0 0 0 0 0 0

100 87.69 4.62 7.69 0.77 0.00 0.00 0.77 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Managers #

Managers %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Supervisors #

Supervisors %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total Management #

Total Management %

130 114 6 10 1 0 0 1 0 0 0 0 0 0 0 0

100 87.69 4.62 7.69 0.77 0.00 0.00 0.77 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2. Professionals #

Professionals %

4456 3745 157 554 115 2 9 46 11 3 6 4 9 2 21 0

100 84.04 3.52 12.43 2.58 0.04 0.20 1.03 0.25 0.07 0.13 0.09 0.20 0.04 0.47 0.00

0.00 0.00 0.00 0.00 0.00

4. Sales Workers #

Sales Workers %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

5. Administrative Workers #

Administrative Workers %

187 145 2 40 10 0 0 4 1 0 1 0 0 0 3 0

100 77.54 1.07 21.39 5.35 0.00 0.00 2.14 0.53 0.00 0.53 0.00 0.00 0.00 1.60 0.00

6. Craft Workers #

Craft Workers %

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

7. Operatives #

Operatives %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00

8. Laborers and Helpers #

Laborers and Helpers %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

12.00 2.00

49 47 1 1 0 0 0 0 0 0 0 0 0 0 0 0

100 95.92 2.04 2.04 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

82 74 4 4 0 0 0 0 0 0 0 0 0 0 0 0

100 90.24 4.88 4.88 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

20 15 0 5 3 0 0 2 0 0 0 0 0 0 1 0

100 75.00 0.00 25.00 15.00 0.00 0.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 0.00

43 36 0 7 3 0 0 1 0 0 1 0 0 0 1 0

Table B4: Participation Rates For FDIC Grades by Disability (Permanent)
FDIC/FY 2022 105

0

0.00

0

0.00

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

CG-06 #

CG-05 # 

CG-05 %

CG-04 #

CG-04 %

CG-03 #

CG-03 %

CG-02 #

CG-02 %

501 Goal %

GS/GM/GL GRADES

9. Service Workers #

Service Workers %

0.00 0.00 0.00 0.00

8. Laborers and Helpers #

Laborers and Helpers %

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

12.00 2.00

49 47 1 1 0 0 0 0 0 0 0 0 0 0 0 0

100 95.92 2.04 2.04 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

82 74 4 4 0 0 0 0 0 0 0 0 0 0 0 0

100 90.24 4.88 4.88 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

20 15 0 5 3 0 0 2 0 0 0 0 0 0 1 0

100 75.00 0.00 25.00 15.00 0.00 0.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 0.00

43 36 0 7 3 0 0 1 0 0 1 0 0 0 1 0

Table B4: Participation Rates For FDIC Grades by Disability (Permanent)

0.00

1

0.42

0

0.00

0

0.00

0

0.00

0

0.00

1

0.11

0

0.00

0

0.00

2

0.04

0

0.00

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

CG-11 #

CG-11 %

CG-09 # 

CG-09 %

CG-08 #

CG-08 %

CG-12 #

CG-11 #

CG-11 %

CG-09 #

CG-09 %

CG-08 #

CG-08 %

CG-07 #

CG-07 %

CG-06 #

CG-06 %

CG-05 # 

CG-05 %

CG-04 #

CG-04 %

CG-03 #

CG-03 %

CG-02 #

CG-02 %

501 Goal %

GS/GM/GL GRADES

IG #

IG %

Total CG Workforce (Permanent) #

Total CG Workforce (Permanent) %

CG-15 #

CG-15 %

CG-14 # 

CG-14 %

CG-13 #

CG-13 %

CG-12 #

CG-12 %

CG-07 #

CG-07 %

CG-06 % 100 83.72 0.00 16.28 6.98 0.00 0.00 2.33 0.00 0.00 2.33 0.00 0.00 0.00 2.33 0.00

236 191 10 35 13 1 0 4 2 1 0 0 0 0 4 0

100 80.93 4.24 14.83 5.51 0.42 0.00 1.69 0.85 0.42 0.00 0.00 0.00 0.00 1.69 0.00

50 38 0 12 1 0 0 1 0 0 0 0 0 0 0 0

100 76.00 0.00 24.00 2.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

357 291 13 53 10 0 0 1 1 1 0 0 1 1 5 0

100 81.51 3.64 14.85 2.80 0.00 0.00 0.28 0.28 0.28 0.00 0.00 0.28 0.28 1.40 0.00

243 201 9 33 9 0 0 4 2 0 0 0 1 0 2 0

100 82.72 3.70 13.58 3.70 0.00 0.00 1.65 0.82 0.00 0.00 0.00 0.41 0.00 0.82 0.00

720 600 24 96 20 0 5 9 1 0 2 1 0 0 2 0

100 83.33 3.33 13.33 2.78 0.00 0.69 1.25 0.14 0.00 0.28 0.14 0.00 0.00 0.28 0.00

908 750 34 124 23 0 1 10 0 0 2 0 4 0 5 0

100 82.60 3.74 13.66 2.53 0.00 0.11 1.10 0.00 0.00 0.22 0.00 0.44 0.00 0.55 0.00

1366 1158 45 163 28 1 1 11 6 1 0 3 3 1 1 0

100 84.77 3.29 11.93 2.05 0.07 0.07 0.81 0.44 0.07 0.00 0.22 0.22 0.07 0.07 0.00

664 582 23 59 15 0 2 7 1 0 2 0 0 0 3 0

100 87.65 3.46 8.89 2.26 0.00 0.30 1.05 0.15 0.00 0.30 0.00 0.00 0.00 0.45 0.00

4691 3938 162 591 125 2 9 50 13 3 7 4 9 2 24 0

100 83.95 3.45 12.60 2.66 0.04 0.19 1.07 0.28 0.06 0.15 0.09 0.19 0.04 0.51 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

12.00 2.00

1 0 0 1 1 0 0 0 1 0 0 0 0 0 0 0

100 0.00 0.00 100.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

3 1 0 2 0 0 0 0 0 0 0 0 0 0 0 0

100 33.33 0.00 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

68 58 2 8 2 0 0 0 0 0 0 0 2 0 0 0

100 85.29 2.94 11.76 2.94 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.94 0.00 0.00 0.00

11 7 2 2 1 0 1 0 0 0 0 0 0 0 0 0

100 63.64 18.18 18.18 9.09 0.00 9.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

103 91 6 6 0 0 0 0 0 0 0 0 0 0 0 0

100 88.35 5.83 5.83 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

149 133 2 14 0 0 0 0 0 0 0 0 0 0 0 0

100 89.26 1.34 9.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

24 22 0 2 0 0 0 0 0 0 0 0 0 0 0 0

Table B4: Participation Rates For FDIC Grades by Disability (Temporary)
FDIC/FY 2022 106

0.00

2

0.04

0

0.00

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

CG-12 #

CG-11 #

CG-11 %

CG-09 #

CG-09 %

CG-08 #

CG-08 %

CG-07 #

CG-07 %

CG-06 #

CG-06 %

CG-05 # 

CG-05 %

CG-04 #

CG-04 %

CG-03 #

CG-03 %

CG-02 #

CG-02 %

501 Goal %

GS/GM/GL GRADES

IG #

IG %

Total CG Workforce (Permanent) #

Total CG Workforce (Permanent) %

CG-15 %

100 87.65 3.46 8.89 2.26 0.00 0.30 1.05 0.15 0.00 0.30 0.00 0.00 0.00 0.45 0.00

4691 3938 162 591 125 2 9 50 13 3 7 4 9 2 24 0

100 83.95 3.45 12.60 2.66 0.04 0.19 1.07 0.28 0.06 0.15 0.09 0.19 0.04 0.51 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

12.00 2.00

1 0 0 1 1 0 0 0 1 0 0 0 0 0 0 0

100 0.00 0.00 100.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

3 1 0 2 0 0 0 0 0 0 0 0 0 0 0 0

100 33.33 0.00 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

68 58 2 8 2 0 0 0 0 0 0 0 2 0 0 0

100 85.29 2.94 11.76 2.94 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.94 0.00 0.00 0.00

11 7 2 2 1 0 1 0 0 0 0 0 0 0 0 0

100 63.64 18.18 18.18 9.09 0.00 9.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

103 91 6 6 0 0 0 0 0 0 0 0 0 0 0 0

100 88.35 5.83 5.83 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

149 133 2 14 0 0 0 0 0 0 0 0 0 0 0 0

100 89.26 1.34 9.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

24 22 0 2 0 0 0 0 0 0 0 0 0 0 0 0

Table B4: Participation Rates For FDIC Grades by Disability (Temporary)

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

Significant 

Disfigure [93]

0

0.00

0

0.00

1

0.63

1

0.63

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

501 Goal %

GS/GM/GL GRADES

Total Senior Pay #

Total Senior Pay %

SES #

SES %

SES #

SES %

501 Goal %

GS/GM/GL GRADES

IG #

IG %

Total CG Workforce (Temporary) #

Total CG Workforce (Temporary) %

CG-15 #

CG-15 %

CG-14 # 

CG-14 %

CG-13 #

CG-13 %

CG-12 %

Total Senior Pay #

Total Senior Pay %

100 91.67 0.00 8.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

3 2 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 66.67 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

8 5 1 2 0 0 0 0 0 0 0 0 0 0 0 0

100 62.50 12.50 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

377 324 13 40 4 0 1 0 1 0 0 0 2 0 0 0

100 85.94 3.45 10.61 1.06 0.00 0.27 0.00 0.27 0.00 0.00 0.00 0.53 0.00 0.00 0.00

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Missing 

Extremities 

[31]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

12.00 2.00

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0

100 0.00

0 0

100 0.00

1 1

100 100.00

1 1

100 100.00

Total GS Employees #

Total GS Employees %

0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00

0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Other Senior Pay #

Other Senior Pay %

0 0

0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Other Senior Pay #

Other Senior Pay %

8 15 2 0 0 1 0 0 0 0 0 0 0 0

5.06 9.49 1.27 0.00 0.00 0.63 0.00 0.00 0.00 0.00 0.00 0.00 0.00

135

85.44

135

85.44

Total GS Employees #

Total GS Employees %

0 0 0 0 0 0 0 0 0 0 0 0 0

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Missing 

Extremities 

[31]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

0.00

12.00 2.00

8 15 2 0 0 1 0 0 0 0 0 0 0 0

5.06 9.49 1.27 0.00 0.00 0.63 0.00 0.00 0.00 0.00 0.00

0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table B4: Participation Rates For General Schedule Grades by Disability (Permanent)

Table B4: Participation Rates For General Schedule Grades by Disability (Temporary)

Table B5P: SALARY - Distribution by Disability (Participation Rate)

0

100

0

100

158

100

158

100

0

0.00

0

0.00

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]
FDIC/FY 2022 107

0.00

0

0.00

0

0.00

Significant 

Disfigure [93]

0

0.00

0

0.00

1

0.63

1

0.63

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

501 Goal %

GS/GM/GL GRADES

Total Senior Pay #

Total Senior Pay %

SES #

SES %

SES #

SES %

501 Goal %

GS/GM/GL GRADES

IG #

IG %

Total CG Workforce (Temporary) #

Total CG Workforce (Temporary) %

CG-15 %

Total Senior Pay #

Total Senior Pay %

100 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

377 324 13 40 4 0 1 0 1 0 0 0 2 0 0 0

100 85.94 3.45 10.61 1.06 0.00 0.27 0.00 0.27 0.00 0.00 0.00 0.53 0.00 0.00 0.00

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Missing 

Extremities 

[31]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

12.00 2.00

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0

100 0.00

0 0

100 0.00

1 1

100 100.00

1 1

100 100.00

Total GS Employees #

Total GS Employees %

0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00

0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Other Senior Pay #

Other Senior Pay %

0 0

0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Other Senior Pay #

Other Senior Pay %

8 15 2 0 0 1 0 0 0 0 0 0 0 0

5.06 9.49 1.27 0.00 0.00 0.63 0.00 0.00 0.00 0.00 0.00 0.00 0.00

135

85.44

135

85.44

Total GS Employees #

Total GS Employees %

0 0 0 0 0 0 0 0 0 0 0 0 0

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Missing 

Extremities 

[31]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

0.00

12.00 2.00

8 15 2 0 0 1 0 0 0 0 0 0 0 0

5.06 9.49 1.27 0.00 0.00 0.63 0.00 0.00 0.00 0.00 0.00

0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table B4: Participation Rates For General Schedule Grades by Disability (Permanent)

Table B4: Participation Rates For General Schedule Grades by Disability (Temporary)

Table B5P: SALARY - Distribution by Disability (Participation Rate)

0

100

0

100

158

100

158

100

0

0.00

0

0.00

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]
FDIC/FY 2022 108

0

0.00

0

0.00

Total Senior Pay #

Total Senior Pay %

1 1

100 100.00

1 1

100 100.00

Other Senior Pay #

Other Senior Pay %

0 0

0.00

0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table B5P: SALARY - Distribution by Disability (Participation Rate)

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

1

0.40

0

0.00

0

0.00

0

0.00

1

0.39

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

1

0.05

$180,001 and Greater #

$180,001 and Greater %

$140,001-$150,000 #

$140,001-$150,000 %

$130,001-$140,000 #

$130,001-$140,000 %

$120,001-$130,000 #

$120,001-$130,000 %

100 82.13

$40,001-$50,000 #

$40,001-$50,000 %

$30,001-$40,000 #

$30,001-$40,000 %

$20,001-$30,000 #

$20,001-$30,000 %

Up to $20,000 #

Up to $20,000 %

501 Goal %

Salary Range

$110,001-$120,000 #

$110,001-$120,000 %

$100,001-$110,000 #

$100,001-$110,000 %

$90,001-$100,000 #

$90,001-$100,000 %

$80,001-$90,000 #

$80,001-$90,000 %

$70,001-$80,000 #

$70,001-$80,000 %

$60,001-$70,000 #

$60,001-$70,000 %

$50,001-$60,000 #

$50,001-$60,000 %

$160,001-$170,000 #

$160,001-$170,000 %

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

12.00 2.00

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

5 4 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 80.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

80 70 4 6 1 0 0 0 0 0 0 0 0 0 1 0

100 87.50 5.00 7.50 1.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.25 0.00

110 91 5 14 6 0 0 3 0 1 0 0 0 0 2 0

100 82.73 4.55 12.73 5.45 0.00 0.00 2.73 0.00 0.91 0.00 0.00 0.00 0.00 1.82 0.00

285 244 7 34 9 1 0 2 1 1 0 0 0 0 4 0

100 85.61 2.46 11.93 3.16 0.35 0.00 0.70 0.35 0.35 0.00 0.00 0.00 0.00 1.40 0.00

187 154 10 23 7 0 0 0 1 0 1 0 0 1 4 0

100 82.35 5.35 12.30 3.74 0.00 0.00 0.00 0.53 0.00 0.53 0.00 0.00 0.53 2.14 0.00

247 217 6 24 8 0 0 3 2 0 0 0 1 0 1 0

100 87.85 2.43 9.72 3.24 0.00 0.00 1.21 0.81 0.00 0.00 0.00 0.40 0.00 0.40 0.00

232 179 6 47 11 0 0 7 0 0 1 0 1 0 2 0

100 77.16 2.59 20.26 4.74 0.00 0.00 3.02 0.00 0.00 0.43 0.00 0.43 0.00 0.86 0.00

256 205 12 39 8 0 0 6 0 0 1 0 0 0 1 0

100 80.08 4.69 15.23 3.13 0.00 0.00 2.34 0.00 0.00 0.39 0.00 0.00 0.00 0.39 0.00

232 192 5 35 4 0 0 2 0 0 0 0 1 0 1 0

100 82.76 2.16 15.09 1.72 0.00 0.00 0.86 0.00 0.00 0.00 0.00 0.43 0.00 0.43 0.00

256 209 6 41 8 0 2 3 2 0 0 0 0 0 0 0

100 81.64 2.34 16.02 3.13 0.00 0.78 1.17 0.78 0.00 0.00 0.00 0.00 0.00 0.00 0.00

342 291 11 40 12 1 1 3 1 0 0 1 2 1 2 0

100 85.09 3.22 11.70 3.51 0.29 0.29 0.88 0.29 0.00 0.00 0.29 0.58 0.29 0.58 0.00

300 248 15 37 3 0 0 1 1 0 0 0 0 0 1 0

100 82.67 5.00 12.33 1.00 0.00 0.00 0.33 0.33 0.00 0.00 0.00 0.00 0.00 0.33 0.00

291 239 9 43 10 0 3 2 2 0 2 1 0 0 0 0

$150,001-$160,000 #

$150,001-$160,000 %

338 292 14 32 6 0 2 2 0 0 0 1 1 0 0 0

100 86.39 4.14 9.47 1.78 0.00 0.59 0.59 0.00 0.00 0.00 0.30 0.30 0.00 0.00 0.00

3.09 14.78 3.44 0.00 1.03 0.69 0.69 0.00 0.69 0.34 0.00 0.00 0.00 0.00

$170,001-$180,000 #

$170,001-$180,000 %

6 37 5 0 1 1 0 0 0 0 1 0 2 0

2.24 13.81 1.87 0.00 0.37 0.37 0.00 0.00 0.00 0.00 0.37 0.00 0.75 0.00

268 225

100 83.96

2073 1770

100 85.38

72 231 44 0 2 24 6 1 3 1 2 0 4 0

3.47 11.14 2.12 0.00 0.10 1.16 0.29 0.05 0.14 0.05 0.10 0.00 0.19 0.00

Table B5T: SALARY - Distribution by Disability (Participation Rate)
FDIC/FY 2022 109

0

0.00

1

0.05

$180,001 and Greater #

$180,001 and Greater %

$170,001-$180,000 #

$170,001-$180,000 %

6 37 5 0 1 1 0 0 0 0 1 0 2 0

2.24 13.81 1.87 0.00 0.37 0.37 0.00 0.00 0.00 0.00 0.37 0.00 0.75 0.00

268 225

100 83.96

2073 1770

100 85.38

72 231 44 0 2 24 6 1 3 1 2 0 4 0

3.47 11.14 2.12 0.00 0.10 1.16 0.29 0.05 0.14 0.05 0.10 0.00 0.19 0.00

Table B5T: SALARY - Distribution by Disability (Participation Rate)

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

$180,001 and Greater #

$180,001 and Greater %

$140,001-$150,000 #

$140,001-$150,000 %

$130,001-$140,000 #

$130,001-$140,000 %

$120,001-$130,000 #

$120,001-$130,000 %

$110,001-$120,000 #

$110,001-$120,000 %

$100,001-$110,000 #

$100,001-$110,000 %

$90,001-$100,000 #

$90,001-$100,000 %

$80,001-$90,000 #

$80,001-$90,000 %

$70,001-$80,000 #

$70,001-$80,000 %

$60,001-$70,000 #

$60,001-$70,000 %

$50,001-$60,000 #

$50,001-$60,000 %

$40,001-$50,000 #

$40,001-$50,000 %

$30,001-$40,000 #

$30,001-$40,000 %

$20,001-$30,000 #

$20,001-$30,000 %

Up to $20,000 #

Up to $20,000 %

501 Goal %

Salary Range

$160,001-$170,000 #

$160,001-$170,000 %

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

12.00 2.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

29 21 1 7 2 0 0 0 1 0 0 0 1 0 0 0

100 72.41 3.45 24.14 6.90 0.00 0.00 0.00 3.45 0.00 0.00 0.00 3.45 0.00 0.00 0.00

46 37 3 6 2 0 1 0 0 0 0 0 1 0 0 0

100 80.43 6.52 13.04 4.35 0.00 2.17 0.00 0.00 0.00 0.00 0.00 2.17 0.00 0.00 0.00

60 53 5 2 0 0 0 0 0 0 0 0 0 0 0 0

100 88.33 8.33 3.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

132 114 3 15 0 0 0 0 0 0 0 0 0 0 0 0

100 86.36 2.27 11.36 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

53 50 0 3 0 0 0 0 0 0 0 0 0 0 0 0

100 94.34 0.00 5.66 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

15 14 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 93.33 0.00 6.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

5 4 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 80.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

9 8 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 88.89 0.00 11.11 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

4 3 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 75.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0

$150,001-$160,000 #

$150,001-$160,000 %

2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

$170,001-$180,000 #

$170,001-$180,000 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

9

100

4

44.44

100

3

100

100.00

3

100.00

2 3 0 0 0 0 0 0 0 0 0 0 0 0

22.22 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table B6P: MISSION-CRITICAL OCCUPATIONS - Distribution by Disability (Participation Rate)
FDIC/FY 2022 110

0

0.00

0

0.00

$180,001 and Greater #

$180,001 and Greater %

$170,001-$180,000 #

$170,001-$180,000 %

0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

9

100

4

44.44

3

100

3

100.00

2 3 0 0 0 0 0 0 0 0 0 0 0 0

22.22 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table B6P: MISSION-CRITICAL OCCUPATIONS - Distribution by Disability (Participation Rate)

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

1

0.16

0

0.00

0

0.00

0

0.00

0

0.00

1

0.92

CG-09 #

CG-09 %

CG-07 #

CG-07 %

ECONOMIST (0110) #

ECONOMIST (0110) %

501 Goal %

Mission-Critical Occupations

CG-12 #

CG-12 %

CG-11 #

CG-11 %

CG-09 #

CG-09 %

CG-07 #

CG-07 %

ADMINISTRATION AND PROGRAM (0301) #

ADMINISTRATION AND PROGRAM (0301) 

%

CX-00 #

CX-00 %

CM-02 #

CM-02 %

CM-01 #

CM-01 %

CG-15 #

CG-15 %

CG-14 #

CG-14 %

CG-13 #

CG-13 %

CG-12 #

CG-12 %

CG-11 #

CG-11 %

CG-13 #

CG-13 %

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

12.00 2.00

68 56 4 8 3 0 0 1 2 0 0 0 0 0 0 0

100 82.35 5.88 11.76 4.41 0.00 0.00 1.47 2.94 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

3 1 0 2 1 0 0 0 1 0 0 0 0 0 0 0

100 33.33 0.00 66.67 33.33 0.00 0.00 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

4 3 0 1 1 0 0 1 0 0 0 0 0 0 0 0

100 75.00 0.00 25.00 25.00 0.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

6 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

41 33 3 5 1 0 0 0 1 0 0 0 0 0 0 0

100 80.49 7.32 12.20 2.44 0.00 0.00 0.00 2.44 0.00 0.00 0.00 0.00 0.00 0.00 0.00

7 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0

100 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

634 508 33 93 17 0 1 5 0 0 1 1 3 0 5 0

100 80.13 5.21 14.67 2.68 0.00 0.16 0.79 0.00 0.00 0.16 0.16 0.47 0.00 0.79 0.00

3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

39 27 1 11 3 0 0 1 0 0 0 0 1 0 1 0

100 69.23 2.56 28.21 7.69 0.00 0.00 2.56 0.00 0.00 0.00 0.00 2.56 0.00 2.56 0.00

30 25 1 4 1 0 0 1 0 0 0 0 0 0 0 0

100 83.33 3.33 13.33 3.33 0.00 0.00 3.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

76 54 6 16 4 0 1 0 0 0 1 1 0 0 1 0

100 71.05 7.89 21.05 5.26 0.00 1.32 0.00 0.00 0.00 1.32 1.32 0.00 0.00 1.32 0.00

100 76.15 4.59 19.27 2.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.92 0.00 0.92 0.00

109 83 5 21 3 0 0 0 0 0 0 0 1 0 1 0
FDIC/FY 2022 111

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

FINANCIAL ADMINISTRATION AND 

PROGRAM (0501) #

FINANCIAL ADMINISTRATION AND 

PROGRAM (0501) %

CG-09 #

CG-09 %

CG-11 #

CG-11 %

CG-12 #

CG-12 %

CG-13 #

CG-13 %

CG-14 #

CG-14 %

CG-15 #

CG-15 %

CM-01 #

CM-01 %

EM-00 #

EM 00 %

CM-02 #

CM-02 %

Mission-Critical Occupations

CG-14 %

CG-15 #

CG-15 %

CM-01 #

CM-01 %

CM-02 #

CM-02 %

CX-00 #

CX-00 %

EM-00 #

EM-00 %

EX-03 #

EX-03 %

EX-04 #

EX-04 %

IG-00 #

IG-00 %

CG-14 #

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

100 83.33 3.03 13.64 1.52 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.76 0.00 0.76 0.00

100 79.63 5.56 14.81 1.85 0.00 0.00 1.85 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

132 110 4 18 2 0 0 0 0 0 0 0 1 0 1 0

1 0 0 0 0 0 0 0

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

0

100 86.76 8.82 4.41 1.47 0.00 0.00 1.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

54 43 3 8 1 0 0 1 0 0 0 0 0 0 0 0

68 59 6 3 1 0 0

33 27 3 3 1 0 0 0 0 0 0 0 0 0 1 0

100 81.82 9.09 9.09 3.03 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.03 0.00

5 3 1 1 0 0 0 0 0 0 0 0 0 0 0 0

100 60.00 20.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

84 73 3 8 1 0 0 1 0 0 0 0 0 0 0 0

100 86.90 3.57 9.52 1.19 0.00 0.00 1.19 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

128 108 4 16 3 0 0 1 2 0 0 0 0 0 0 0

100 84.38 3.13 12.50 2.34 0.00 0.00 0.78 1.56 0.00 0.00 0.00 0.00 0.00 0.00 0.00

9 8 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 88.89 0.00 11.11 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

7 5 0 2 1 0 0 1 0 0 0 0 0 0 0 0

100 71.43 0.00 28.57 14.29 0.00 0.00 14.29 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

10 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

19 15 1 3 0 0 0 0 0 0 0 0 0 0 0 0

100 78.95 5.26 15.79 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

44 35 2 7 1 0 0 0 1 0 0 0 0 0 0 0

100 79.55 4.55 15.91 2.27 0.00 0.00 0.00 2.27 0.00 0.00 0.00 0.00 0.00 0.00 0.00

9 8 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 88.89 0.00 11.11 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

21 19 1 1 1 0 0 0 1 0 0 0 0 0 0 0

100 90.48 4.76 4.76 4.76 0.00 0.00 0.00 4.76 0.00 0.00 0.00 0.00 0.00 0.00 0.00

3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

6 5 0 1 0 0 0 0 0 0 0 0 0 0 0 0

0.00

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

000

EM-00 %

Mission-Critical Occupations

ACCOUNTANTS AND AUDITORS (0510) # 

 

ACCOUNTANTS AND AUDITORS (0510) %

CG-07 #

CG-07 %

CG-09 #

CG-09 %

CG-12 #

CG-12 %

CG-13 #

CG-13 %

CG-14 #

CG-14 %

CG-15 #

CG-15 %

CX-00 #

CX-00 %

100 83.33 0.00 16.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

49 36 3 10 2 0 0 2 0 0 0 0 0 0 0 0

100 73.47 6.12 20.41 4.08 0.00 0.00 4.08 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

100 50.00 0.00 50.00 50.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2 1 0 1 1 0 0 1 0

3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0

3 2 1 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

100 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

23 16 2 5 0 0 0 0 0 0 0 0 0 0 0 0

100 69.57 8.70 21.74 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

15 13 0 2 1 0 0 1 0 0 0 0 0 0 0 0

100 86.67 0.00 13.33 6.67 0.00 0.00 6.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 5000 000 5000 000 000 000 000 000 000 000 000 000 000 000 000
FDIC/FY 2022 112
FDIC/FY 2022 113
FDIC/FY 2022 114

0.00

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

EM-00 %

Mission-Critical Occupations

ACCOUNTANTS AND AUDITORS (0510) # 

 

ACCOUNTANTS AND AUDITORS (0510) %

CG-07 #

CG-07 %

CG-09 #

CG-09 %

CG-12 #

CG-12 %

CG-13 #

CG-13 %

CG-14 #

CG-14 %

CG-15 #

CG-15 %

CX-00 #

CX-00 %

FINANCIAL OFFICER (0570) #

FINANCIAL OFFICER (0570) %

CG-07 #

CG-07 %

CG-09 #

CG-09 %

CG-11 #

CG-11 %

CG-12 #

CG-12 %

CG-13 #

CG-13 %

CG-14 #

CG-14 %

CG-15 #

CG-15 %

CM-01 #

CM-01 %

CM-02 #

CM-02 %

100 83.33 0.00 16.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

49 36 3 10 2 0 0 2 0 0 0 0 0 0 0 0

100 73.47 6.12 20.41 4.08 0.00 0.00 4.08 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

100 50.00 0.00 50.00 50.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2 1 0 1 1 0 0 1 0

3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0

3 2 1 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

100 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

23 16 2 5 0 0 0 0 0 0 0 0 0 0 0 0

100 69.57 8.70 21.74 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

15 13 0 2 1 0 0 1 0 0 0 0 0 0 0 0

100 86.67 0.00 13.33 6.67 0.00 0.00 6.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 50.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2431 2135 57 239 54 2 5 23 5 2 3 2 4 0 8 0

100 87.82 2.34 9.83 2.22 0.08 0.21 0.95 0.21 0.08 0.12 0.08 0.16 0.00 0.33 0.00

139 119 6 14 5 1 0 0 1 0 0 0 0 0 3 0

100 85.61 4.32 10.07 3.60 0.72 0.00 0.00 0.72 0.00 0.00 0.00 0.00 0.00 2.16 0.00

205 177 8 20 4 0 0 0 0 1 0 0 0 0 3 0

100 86.34 3.90 9.76 1.95 0.00 0.00 0.00 0.00 0.49 0.00 0.00 0.00 0.00 1.46 0.00

103 93 5 5 1 0 0 0 0 0 0 0 0 0 1 0

100 90.29 4.85 4.85 0.97 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.97 0.00

476 406 10 60 11 0 4 4 1 0 1 0 0 0 1 0

100 85.29 2.10 12.61 2.31 0.00 0.84 0.84 0.21 0.00 0.21 0.00 0.00 0.00 0.21 0.00

403 360 8 35 10 0 0 5 0 0 2 0 3 0 0 0

100 89.33 1.99 8.68 2.48 0.00 0.00 1.24 0.00 0.00 0.50 0.00 0.74 0.00 0.00 0.00

597 534 15 48 14 1 1 6 2 1 0 2 1 0 0 0

100 89.45 2.51 8.04 2.35 0.17 0.17 1.01 0.34 0.17 0.00 0.34 0.17 0.00 0.00 0.00

169 152 1 16 4 0 0 4 0 0 0 0 0 0 0 0

100 89.94 0.59 9.47 2.37 0.00 0.00 2.37 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

278 238 4 36 5 0 0 4 1 0 0 0 0 0 0 0

100 85.61 1.44 12.95 1.80 0.00 0.00 1.44 0.36 0.00 0.00 0.00 0.00 0.00 0.00 0.00

57 52 0 5 0 0 0 0 0 0 0 0 0 0 0 0

100 91.23 0.00 8.77 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
FDIC/FY 2022 115

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

8 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-11 #

CG-11 %

CG-12 #

CG-12 %

CG-13 #

CG-13 %

CG-14 #

CG-14 %

CG-15 #

CG-15 %

CM-01 #

CM-01 %

CM-02 #

CM-02 %

CX-00 #

CX-00 %

EM-00 #

EM-00 %

LEGAL ASSITANCE (0986) #

LEGAL ASSITANCE (0986) %

CG-06 #

CG-06 %

GENERAL BUSINESS AND INDUSTRY (1101) #

GENERAL BUSINESS AND INDUSTRY (1101) %

CG-07 #

CG-07 %

CG-09 #

CG-09 %

CG-11 #

CG-11 %

CG-12 #

CG-12 %

100 100.00

100 100.00

165 141

100 81.25

3 2

100 92.00

5 4

100 75.76

8 4

CX-00 #

CX-00 %

Mission-Critical Occupations

EM-00 #

EM-00 %

ATTORNEY (0905) #

ATTORNEY (0905) %

0.00 0.00 0.00

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

315 268 12 35 7 0 1 2 2

3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 2 0

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

11.11 2.22 0.00 0.32 0.63 0.63 0.00 0.00 0.00 0.00 0.00 0.63 0.00

1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

100 85.08 3.81

0.00 0.00 0.00 0.00 0.00

68 53 3 12 1 0 0 0 1 0 0 0 0 0 0 0

100 77.94 4.41 17.65 1.47 0.00 0.00 0.00 1.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00

6 18 6 0 1 2 1 0 0 0 0 0 2 0

100 85.45 3.64 10.91 3.64 0.00 0.61 1.21 0.61 0.00 0.00 0.00 0.00 0.00 1.21 0.00

16 13 2 1 0 0 0 0 0 0 0 0 0 0 0 0

12.50 6.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

28 27 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 96.43 0.00 3.57 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 66.67 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

25 23 1 1 0 0 0 0 0 0 0 0 0 0 0 0

4.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

5 4 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 80.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 80.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

297 225 6 66 8 0 1 5 0 0 0 0 1 0 1 0

2.02 22.22 2.69 0.00 0.34 1.68 0.00 0.00 0.00 0.00 0.34 0.00 0.34 0.00

11 8 1 2 2 0 0 1 0 0 0 0 0 0 1 0

100 72.73 9.09 18.18 18.18 0.00 0.00 9.09 0.00 0.00 0.00 0.00 0.00 0.00 9.09 0.00

1 3 0 0 0 0 0 0 0 0 0 0 0 0

100 50.00 12.50 37.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

21 17 0 4 0 0 0 0 0 0 0 0 0 0 0 0

100 80.95 0.00 19.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

24 16 1 7 0 0 0 0 0 0 0 0 0 0 0 0

100 66.67 4.17 29.17 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
FDIC/FY 2022 116

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

CG-13 #

CG-13 %

CG-14 #

CG-14 %

CG-15 #

CG-15 %

CM-01 #

CM-01 %

CM-02 #

CM-02 %

152 131 7 14

100 79.46 4.46 16.07 2.68 0.00 0.00 1.79 0.00 0.00 0.00 0.00 0.00 0.00 0.89 0.00

CG-13 #

Mission-Critical Occupations

CG-13 %

CG-14 #

CG-14 %

CG-15 #

CG-15 %

CM-01 #

CM-01 %

CM-02 #

CM-02 %

CX-00 #

CX-00 %

DATA SCIENTIST (1560) #

DATA SCIENTIST (1560) %

CG-15 #

CG-15 %

INFORMATION TECHNOLOGY MANAGEMENT 

(2210) #

INFORMATION TECHNOLOGY MANAGEMENT 

(2210) %

CG-07 #

CG-07 %

CG-09 #

CG-09 %

CG-11 #

CG-11 %

CG-12 #

CG-12 %

100 71.00

29 23

100 86.67

1 1

100 100.00

9 9

100 95.65

13

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

100 87.50 0.00 12.50 2.08 0.00 2.08 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

48 42 0 6 1 0 1 0 0 0 0 0 0 0 0 0

23 16 0 7 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 1 0 0 0

3.00 26.00 4.00 0.00 0.00 3.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00

100 69.57 0.00 30.43 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

100 71 3 26 4 0 0 3

0 6 1 0 0 1 0 0 0 0 0 0 0 0

100 79.31 0.00 20.69 3.45 0.00 0.00 3.45 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

30 26 0 4 0 0 0 0 0 0 0 0 0 0 0 0

0.00 13.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

3 2 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 66.67 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

410 348 20 42 8 0 0 4 1 0 1 0 1 0 1 0

100 84.88 4.88 10.24 1.95 0.00 0.00 0.98 0.24 0.00 0.24 0.00 0.24 0.00 0.24 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

23 22 1 0 0 0 0 0 0 0 0 0 0 0 0 0

4.35 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

8 5 0 3 2 0 0 0 1 0 0 0 1 0 0 0

100 62.50 0.00 37.50 25.00 0.00 0.00 0.00 12.50 0.00 0.00 0.00 12.50 0.00 0.00 0.00

11 0 2 2 0 0 2 0 0 0 0 0 0 0 0

100 84.62 0.00 15.38 15.38 0.00 0.00 15.38 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

112 89 5 18 3 0 0 2 0 0 0 0 0 0 1 0

0 0 0 0 0 0 0 0 0 0 0 0

100 86.18 4.61 9.21 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

46 39 4 3 1 0 0 0 0 0 1 0 0 0 0 0

100 84.78 8.70 6.52 2.17 0.00 0.00 0.00 0.00 0.00 2.17 0.00 0.00 0.00 0.00 0.00

27 24 2 1 0 0 0 0 0 0 0 0 0 0 0 0

100 88.89 7.41 3.70 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

8 7 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 87.50 0.00 12.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
FDIC/FY 2022 117

Significant 

Disfigure [93]

0

0.00

0

0.00

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

CX-00 #

CX-00 %

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

7 6

CG-15 #

CG-15 %

CG-12 #

CG-12 %

ADMINISTRATION AND PROGRAM (0301) #

ADMINISTRATION AND PROGRAM (0301) 

%

CG-09 #

CG-09 %

CG-07 #

CG-07 %

ECONOMIST (0110) #

ECONOMIST (0110) %

501 Goal %

Mission-Critical Occupations

EM-00 #

EM-00 %

Mission-Critical Occupations

CG-09 #

CG-09 %

CG-07 #

CG-07 %

FINANCIAL OFFICER (0570) #

FINANCIAL OFFICER (0570) %

IG-00 #

IG-00 %

EM-00 #

EM-00 %

CX-00 #

CX-00 %

CM-02 #

CM-02 %

5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

100 85.71 14.29 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

1 0 0 0 0 0 0 0 0 0 0 0 0 0

12.00 2.00

0.00 0.00

13 9 1 3 0 0 0 0 0 0 0 0 0 0 0 0

100 69.23 7.69 23.08 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

4 2 1 1 0 0 0 0 0 0 0 0 0 0 0 0

100 50.00 25.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

9 7 0 2 0 0 0 0 0 0 0 0 0 0 0 0

100 77.78 0.00 22.22 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

4 3 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 75.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

240 215 7 18 0 0 0 0 0 0 0 0 0 0 0 0

100 89.58 2.92 7.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

88 78 5 5 0 0 0 0 0 0 0 0 0 0 0 0

100 88.64 5.68 5.68 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

137 123 2 12 0 0 0 0 0 0 0 0 0 0 0 0

100 89.78 1.46 8.76 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table B6T: MISSION-CRITICAL OCCUPATIONS - Distribution by Disability (Participation Rate)
FDIC/FY 2022 118

0

0.00

0

0.00

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

CX-00 #

CX-00 %

7 6

CG-15 #

CG-15 %

CG-12 #

CG-12 %

ADMINISTRATION AND PROGRAM (0301) #

ADMINISTRATION AND PROGRAM (0301) 

%

CG-09 #

CG-09 %

CG-07 #

CG-07 %

ECONOMIST (0110) #

ECONOMIST (0110) %

501 Goal %

Mission-Critical Occupations

EM-00 #

EM-00 %

CG-09 #

CG-09 %

CG-07 #

CG-07 %

FINANCIAL OFFICER (0570) #

FINANCIAL OFFICER (0570) %

IG-00 #

IG-00 %

EM-00 #

EM-00 %

CX-00 #

CX-00 %

CM-02 #

CM-02 %

5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

100 85.71 14.29 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

1 0 0 0 0 0 0 0 0 0 0 0 0 0

12.00 2.00

0.00 0.00

13 9 1 3 0 0 0 0 0 0 0 0 0 0 0 0

100 69.23 7.69 23.08 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

4 2 1 1 0 0 0 0 0 0 0 0 0 0 0 0

100 50.00 25.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

9 7 0 2 0 0 0 0 0 0 0 0 0 0 0 0

100 77.78 0.00 22.22 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

4 3 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 75.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

240 215 7 18 0 0 0 0 0 0 0 0 0 0 0 0

100 89.58 2.92 7.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

88 78 5 5 0 0 0 0 0 0 0 0 0 0 0 0

100 88.64 5.68 5.68 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

137 123 2 12 0 0 0 0 0 0 0 0 0 0 0 0

100 89.78 1.46 8.76 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table B6T: MISSION-CRITICAL OCCUPATIONS - Distribution by Disability (Participation Rate)
FDIC/FY 2022 119

Significant 

Disfigure [93]

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

0

0.00

Significant 

Disfigure [93]

0

2 2 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0

0

0.00

0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0

0.00

7 6

100.00

1 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

100 85.71 14.29 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0

0.00

0.00 0.00

1 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-14 #

CG-14 %

CG-13 #

CG-13 %

Time-Off Awards 1 - 10 hours: Awards Given #

Awards

CG-14 #

CG-14 %

ATTORNEY (0905) #

ATTORNEY (0905) %

CG-14 #

CG-14 %

CG-12 #

CG-12 %

CG-09 #

CG-09 %

GENERAL BUSINESS AND INDUSTRY (1101) #

GENERAL BUSINESS AND INDUSTRY (1101) %

CG-12 #

CG-12 %

Total No Disability 

[05]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

13 12 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

100 92.31 0.00 7.69 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0

100 88.89 0.00 11.11 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Mission-Critical Occupations

CG-12 #

CG-12 %

8 7 0 1 0 0 0 0 0 0 0 0 0 0 0 0

100 87.50 0.00 12.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

9 8 0 1 0 0 0 0 0 0 0 0

INFORMATION TECHNOLOGY 

MANAGEMENT (2210) #

INFORMATION TECHNOLOGY 

MANAGEMENT (2210) %

CG-07 #

CG-07 %

2 2 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0.00

0

0.00

0

0.00

0

0.00

0.00

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1 0 1 0 0 0 0 0 0 0 0 0 0

CG-13 #

CG-13 % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2 1 1 0 0 0 0 0

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

0

0.00

0 0 0 0 0 0 0

100 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

7 5 1 1 0 0 0 0 0 0 0 0 0 0 0 0

0

0.00 0.00

Table B9-1: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Disability (Participation Rate)

TIME OFF AWARDS

Not 

Identified 

[01]

0.00

0
FDIC/FY 2022 120

0

0.00

0

0.00

Significant 

Disfigure [93]

0

1 1 0 0 0 0 0 0 0 0 0 0 0 0 0

Time-Off Awards 1 - 10 hours: Awards Given #

Awards

CG-14 #

CG-14 %

CG-13 #

CG-13 % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2 1 1 0 0 0 0 0

Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

0

0.00

0 0 0 0 0 0 0

100 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

7 5 1 1 0 0 0 0 0 0 0 0 0 0 0 0

0

0.00 0.00

Table B9-1: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Disability (Participation Rate)

TIME OFF AWARDS

0.00

0

0

0

0.00

0

0

0

0.00

0

0

0

0.00

0

0

0

0.00

0

0

Significant 

Disfigure [93]

0.00

0

Time-Off Awards 41 or more Hours: Average 

Hours #

Time-Off Awards 41 or more Hours: Total Hours 

#

Time-Off Awards 41 or more Hours: Awards 

Given %

Time-Off Awards 41 or more Hours: Awards 

Given #

Time-Off Awards 31 - 40 Hours: Average Hours 

#

Time-Off Awards 31 - 40 Hours: Total Hours #

Time-Off Awards 31 - 40 hours: Awards Given 

%

Time-Off Awards 31 - 40 hours: Awards Given #

Time-Off Awards 21 - 30 Hours: Average Hours 

#

Time-Off Awards 21 - 30 Hours: Total Hours #

Time-Off Awards 21 - 30 hours: Awards Given 

%

Time-Off Awards 21 - 30 hours: Awards Given #

Time-Off Awards 11 - 20 Hours: Average Hours 

#

Time-Off Awards 11 - 20 Hours: Total Hours #

Time-Off Awards 11 - 20 hours: Awards Given 

%

Time-Off Awards 11 - 20 hours: Awards Given #

Time-Off Awards 1 - 10 Hours: Average Hours #

Time-Off Awards 1 - 10 Hours: Total Hours #

Time-Off Awards 1 - 10 hours: Awards Given %

Cash Awards $500 and Under: Total Amount $

Cash Awards $500 and Under: Awards Given %

100 71.43 14.29 14.29 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

52 40 8 4 0 0 0 0 0 0 0 0 0 0 0 0

7 8 8 4 0 0 0 0 0 0 0 0 0 0 0 0

6 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

89 89 0 0 0 0 0 0 0 0 0 0 0 0 0 0

14 14 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

49 49 0 0 0 0 0 0 0 0 0 0 0 0 0 0

24 24 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2 0 0 2 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

80 0 0 80 0 0 0 0 0 0 0 0 0 0 0 0

40 0 0 40 0 0 0 0 0 0 0 0 0 0 0 0

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

100 86.44 3.11 10.45 1.74 0.03 0.14 0.82 0.10 0.00 0.20 0.10 0.03 0.00 0.31 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CASH AWARDS

Awards Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

976770 844495 31021 101254 16135 292 1296 7260 1085 0 2071 714 438 0 2979 0
FDIC/FY 2022 121

0.00

0

0

Significant 

Disfigure [93]

0.00

0

Time-Off Awards 41 or more Hours: Average 

Hours #

Time-Off Awards 41 or more Hours: Total Hours 

#

Given %

Cash Awards $500 and Under: Total Amount $

Cash Awards $500 and Under: Awards Given %

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

100 86.44 3.11 10.45 1.74 0.03 0.14 0.82 0.10 0.00 0.20 0.10 0.03 0.00 0.31 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CASH AWARDS

Awards Total No Disability 

[05]

Not 

Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing 

[19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

976770 844495 31021 101254 16135 292 1296 7260 1085 0 2071 714 438 0 2979 0

0

1

0.03

585

585

0

0.00

0

0

0

0.00

Dwarfism 

[92]

0

0

0

0.00

0

0

0

0.00

0

Cash Awards: $2000 - $2999: Awards Given #

Cash Awards: $1000 - $1999: Total Amount $

Cash Awards: $1000 - $1999: Awards Given %

Cash Awards: $1000 - $1999: Awards Given #

Cash Awards: $501 - $999: Average Amount $

Cash Awards: $501 - $999: Total Amount $

Cash Awards: $501 - $999: Awards Given %

Cash Awards: $501 - $999: Awards Given #

Cash Awards $500 and Under: Average Amount 

$ 333.6 333.66 340.89 330.9 316.37 292 324 302.5 361.67 0 345 238 438 0 331 0

3042 2635 87 320 74 0 1 36 4 1 5 7 9 1 9 0

100 86.62 2.86 10.52 2.43 0.00 0.03 1.18 0.13 0.03 0.16 0.23 0.30 0.03 0.30 0.00

2062664 1784355 59155 219154 51314 0 585 25690 2810 731 3283 4741 6019 731 6139 0

678 677 679 684 693 0 585 713 702 731 656 677 668 731 682 0

1226 1059 27 140 28 0 4 14 1 2 0 0 2 0 5 0

0 0 1 0

100 86.38 2.20 11.42 2.28 0.00 0.33 1.14 0.08 0.16 0.00 0.00 0.16 0.00 0.41 0.00

1513281 1311750 33200 168331 31741 0 4841 15950 1200 2000 0 0 2250 0 5500 0

1.01 1.68 0.34 0.00 0.34 0.00 0.00 0.00 0.34 0.00

Awards Total No Disability 

[05]

Not Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing [19]

Blind or Serious 

Difficulty Seeing 

[20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant Psychiatric 

Disorder [91]

Significant 

Disfigure [93]

Cash Awards: $1000 - $1999: Average Amount $ 1234 1238 1229 1202 1133 0 1210 1139 1200 1000 0 0 1125 0 1100 0

297 257 4 36 11 0 3 5 1 0 1 0

OTHER AWARDS

Cash Awards: $2000 - $2999: Awards Given % 100 86.53 1.35 12.12 3.70 0.00

Cash Awards: $2000 - $2999: Total Amount $ 663668 575568 9000 79100 24000 0 6500 11000 2000 0 2000 0 0 0 2500 0

Cash Awards: $2000 - $2999: Average Amount $ 2234 2239 2250 2197 2181 0 2166 2200 2000 0 2000 0 0 0 2500 0

Cash Awards: $3000 - $3999: Awards Given # 49 45 0 4 1 0 0 1 0 0 0 0 0 0 0 0

Cash Awards: $3000 - $3999: Awards Given % 100 91.84 0.00 8.16 2.04 0.00 0.00 2.04 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Cash Awards: $3000 - $3999: Total Amount $ 154000 141750 0 12250 3000 0 0 3000 0 0 0 0 0 0 0 0

Cash Awards: $3000 - $3999: Average Amount $ 3142 3150 0 3062 3000 0 0 3000 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given # 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Cash Awards: $4000 - $4999: Total Amount $ 17000 17000 0 0 0 0 0 0 0 0 0 0 0 0 0 0
FDIC/FY 2022 122

0

0.00

Dwarfism 

[92]

0

0

0

0.00

0

0

0

0.00

0

Cash Awards: $2000 - $2999: Awards Given #

0 0 1 0

1.01 1.68 0.34 0.00 0.34 0.00 0.00 0.00 0.34 0.00

Awards Total No Disability 

[05]

Not Identified 

[01]

Disability [02-

03,

06-99]

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing [19]

Blind or Serious 

Difficulty Seeing 

[20]

Missing 

Extremities 

[31]

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability 

[90]

Significant Psychiatric 

Disorder [91]

Significant 

Disfigure [93]

297 257 4 36 11 0 3 5 1 0 1 0

OTHER AWARDS

Cash Awards: $2000 - $2999: Awards Given % 100 86.53 1.35 12.12 3.70 0.00

Cash Awards: $2000 - $2999: Total Amount $ 663668 575568 9000 79100 24000 0 6500 11000 2000 0 2000 0 0 0 2500 0

Cash Awards: $2000 - $2999: Average Amount $ 2234 2239 2250 2197 2181 0 2166 2200 2000 0 2000 0 0 0 2500 0

Cash Awards: $3000 - $3999: Awards Given # 49 45 0 4 1 0 0 1 0 0 0 0 0 0 0 0

Cash Awards: $3000 - $3999: Awards Given % 100 91.84 0.00 8.16 2.04 0.00 0.00 2.04 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Cash Awards: $3000 - $3999: Total Amount $ 154000 141750 0 12250 3000 0 0 3000 0 0 0 0 0 0 0 0

Cash Awards: $3000 - $3999: Average Amount $ 3142 3150 0 3062 3000 0 0 3000 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given # 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Cash Awards: $4000 - $4999: Total Amount $ 17000 17000 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0

0

0.00

0

0

0

0.00

0

0

Significant 

Psychiatric 

Disorder [91]

Significant 

Disfigure [93]

0 0

0.00 0.00

0 0

0 0

0 0

0.00 0.00

0 0

0 0

0 0

0.00 0.00

0 0

0 0

0 0 Time-Off Awards 31 - 40 hours: Awards Given #

Time-Off Awards 21 - 30 Hours: Average Hours 

#

Time-Off Awards 21 - 30 Hours: Total Hours #

Time-Off Awards 21 - 30 hours: Awards Given 

%

Time-Off Awards 21 - 30 hours: Awards Given #

Time-Off Awards 11 - 20 Hours: Average Hours 

#

Time-Off Awards 11 - 20 Hours: Total Hours #

Time-Off Awards 11 - 20 hours: Awards Given 

%

Time-Off Awards 11 - 20 hours: Awards Given #

Time-Off Awards 1 - 10 Hours: Average Hours #

Time-Off Awards 1 - 10 Hours: Total Hours #

Time-Off Awards 1 - 10 hours: Awards Given %

Time-Off Awards 1 - 10 hours: Awards Given #

Awards

Average Benefit $

Total Benefit $

Cash Awards: $4000 - $4999: Average Amount $ 4250 4250 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $5000 or more: Awards Given # 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $5000 or more: Awards Given % 100 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Cash Awards: $5000 or more: Total Amount $ 20000 20000 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $5000 or more: Average Amount $ 5000 5000 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0

Total QSIs Awarded # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total QSIs Awarded % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table B9-2: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Disability (Inclusion Rate)

Total

Persons 

Without 

Disability

No Disability 

[05]

Not Identified 

[01]

Disability 

[02-03,

06-99]

Targeted 

Disability

Developmental Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or Serious 

Difficulty 

Hearing [19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities [31]

Significant 

Mobility 

Impairment [40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or Other 

Seizure Disorders 

[82]

Intellectual 

Disability 

[90]

Dwarfism [92]

7 6 5 1 1 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0

0.13 0.12 0.11 0.53 0.15 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

52 48 40 8 4 0 0 0 0 0 0 0 0 0 0 0

7 3 8 8 4 0 0 0 0 0 0 0 0 0 0 0

6 6 6 0 0 0 0 0 0 0 0 0 0 0 0 0

0.11 0.12 0.13 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

89 89 89 0 0 0 0 0 0 0 0 0 0 0 0 0

14 14 14 0 0 0 0 0 0 0 0 0 0 0 0 0

2 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0

0.04 0.04 0.04 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

49 49 49 0 0 0 0 0 0 0 0 0 0 0 0 0

24 24 24 0 0 0 0 0 0 0 0 0 0 0 0 0

2 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0

TIME OFF AWARDS
FDIC/FY 2022 123

0

0.00

0

0

Significant 

Psychiatric 

Disorder [91]

Significant 

Disfigure [93]

0 0

0.00 0.00

0 0

0 0

0 0

0.00 0.00

0 0

0 0

0 0

0.00 0.00

0 0

0 0

0 0 Time-Off Awards 31 - 40 hours: Awards Given #

Time-Off Awards 21 - 30 Hours: Average Hours 

#

Time-Off Awards 21 - 30 Hours: Total Hours #

Time-Off Awards 21 - 30 hours: Awards Given 

%

Time-Off Awards 21 - 30 hours: Awards Given #

Time-Off Awards 11 - 20 Hours: Average Hours 

#

Time-Off Awards 11 - 20 Hours: Total Hours #

Time-Off Awards 11 - 20 hours: Awards Given 

%

Time-Off Awards 11 - 20 hours: Awards Given #

Time-Off Awards 1 - 10 Hours: Average Hours #

Time-Off Awards 1 - 10 Hours: Total Hours #

Time-Off Awards 1 - 10 hours: Awards Given %

Time-Off Awards 1 - 10 hours: Awards Given #

Awards

Average Benefit $

Total Benefit $

0 0 0 0

Total QSIs Awarded # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total QSIs Awarded % 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Table B9-2: EMPLOYEE RECOGNITION AND AWARDS - Distribution by Disability (Inclusion Rate)

Total

Persons 

Without 

Disability

No Disability 

[05]

Not Identified 

[01]

Disability 

[02-03,

06-99]

Targeted 

Disability

Developmental Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or Serious 

Difficulty 

Hearing [19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities [31]

Significant 

Mobility 

Impairment [40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or Other 

Seizure Disorders 

[82]

Intellectual 

Disability 

[90]

Dwarfism [92]

7 6 5 1 1 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0

0.13 0.12 0.11 0.53 0.15 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

52 48 40 8 4 0 0 0 0 0 0 0 0 0 0 0

7 3 8 8 4 0 0 0 0 0 0 0 0 0 0 0

6 6 6 0 0 0 0 0 0 0 0 0 0 0 0 0

0.11 0.12 0.13 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

89 89 89 0 0 0 0 0 0 0 0 0 0 0 0 0

14 14 14 0 0 0 0 0 0 0 0 0 0 0 0 0

2 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0

0.04 0.04 0.04 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

49 49 49 0 0 0 0 0 0 0 0 0 0 0 0 0

24 24 24 0 0 0 0 0 0 0 0 0 0 0 0 0

2 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0

TIME OFF AWARDS

0.00 0.00

0 0

0 0

0 0

0.00 0.00

0 0

0 0

Significant 

Psychiatric 

Disorder [91]

Significant 

Disfigure [93]

9 0

36.00 0.00

2979 0

331 0

9 1

36.00 33.33

6139 585

682 585

5 0

20.00 0.00

5500 0

Cash Awards: $1000 - $1999: Total Amount $

Cash Awards: $1000 - $1999: Awards Given %

Cash Awards: $1000 - $1999: Awards Given #

Cash Awards: $501 - $999: Average Amount $

Cash Awards: $501 - $999: Total Amount $

Cash Awards: $501 - $999: Awards Given %

Cash Awards: $501 - $999: Awards Given #

Cash Awards $500 and Under: Average Amount 

$

Cash Awards $500 and Under: Total Amount $

Cash Awards $500 and Under: Awards Given %

Cash Awards $500 and Under: Awards Given #

Time-Off Awards 41 or more Hours: Average 

Hours #

Time-Off Awards 41 or more Hours: Total Hours 

#

Time-Off Awards 41 or more Hours: Awards 

Given %

Time-Off Awards 41 or more Hours: Awards 

Given #

Time-Off Awards 31 - 40 Hours: Average Hours 

#

Time-Off Awards 31 - 40 Hours: Total Hours #

Time-Off Awards 31 - 40 hours: Awards Given 

% 0.04 0.00 0.00 0.00 0.29 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

80 0 0 0 80 0 0 0 0 0 0 0 0 0 0 0

40 0 0 0 40 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2928 2622 2531 91 306 51 1 4 24 3 0 6 3 1 0 0

53.21 54.41 54.65 48.40 44.74 35.92 50.00 36.36 40.68 18.75 0.00 75.00 75.00 11.11 0.00 0.00

976770 875516 844495 31021 101254 16135 292 1296 7260 1085 0 2071 714 438 0 0

333.6 2 333.66 340.89 330.9 316.37 292 324 302.5 361.67 0 345 238 438 0 0

3042 2722 2635 87 320 74 0 1 36 4 1 5 7 9 1 0

0 0 2 0 0

55.28 56.48 56.90 46.28 46.78 52.11 0.00 9.09 61.02 25.00 33.33 62.50 175.00 100.00 50.00 0.00

2062664 1843510 1784355 59155 219154 51314 0 585 25690 2810 731 3283 4741 6019 731 0

22.28 22.54 22.87 14.36 20.47 19.72 0.00 36.36 23.73 6.25 66.67 0.00 0.00 22.22 0.00 0.00

1513281 1344950 1311750 33200 168331 31741 0 4841 15950 1200 2000 0 0 2250 0 0

678 -6 677 679 684 693 0 585 713 702 731 656 677 668 731 0

1226 1086 1059 27 140 28 0 4 14 1 2

Awards Total

Persons 

Without 

Disability

No Disability 

[05]

Not Identified 

[01]

Disability 

[02-03,

06-99]

Targeted 

Disability

Developmental Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or Serious 

Difficulty 

Hearing [19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities [31]

Significant 

Mobility 

Impairment [40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or Other 

Seizure Disorders 

[82]

Intellectual 

Disability 

[90]

Dwarfism [92]

CASH AWARDS
FDIC/FY 2022 124

0.00 0.00

0 0

0 0

Significant 

Psychiatric 

Disorder [91]

Significant 

Disfigure [93]

9 0

36.00 0.00

2979 0

331 0

9 1

36.00 33.33

6139 585

682 585

5 0

20.00 0.00

5500 0

1100 0

1 0

4.00 0.00

Cash Awards: $2000 - $2999: Awards Given #

Cash Awards: $1000 - $1999: Total Amount $

Cash Awards: $1000 - $1999: Awards Given %

Cash Awards: $1000 - $1999: Awards Given #

Cash Awards: $501 - $999: Average Amount $

Cash Awards: $501 - $999: Total Amount $

Cash Awards: $501 - $999: Awards Given %

Cash Awards: $501 - $999: Awards Given #

Cash Awards $500 and Under: Average Amount 

$

Cash Awards $500 and Under: Total Amount $

Cash Awards $500 and Under: Awards Given %

Cash Awards $500 and Under: Awards Given #

Time-Off Awards 41 or more Hours: Average 

Hours #

Time-Off Awards 41 or more Hours: Total Hours 

#

Given %

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2928 2622 2531 91 306 51 1 4 24 3 0 6 3 1 0 0

53.21 54.41 54.65 48.40 44.74 35.92 50.00 36.36 40.68 18.75 0.00 75.00 75.00 11.11 0.00 0.00

976770 875516 844495 31021 101254 16135 292 1296 7260 1085 0 2071 714 438 0 0

333.6 2 333.66 340.89 330.9 316.37 292 324 302.5 361.67 0 345 238 438 0 0

3042 2722 2635 87 320 74 0 1 36 4 1 5 7 9 1 0

0 0 2 0 0

55.28 56.48 56.90 46.28 46.78 52.11 0.00 9.09 61.02 25.00 33.33 62.50 175.00 100.00 50.00 0.00

2062664 1843510 1784355 59155 219154 51314 0 585 25690 2810 731 3283 4741 6019 731 0

0 0 0 0

22.28 22.54 22.87 14.36 20.47 19.72 0.00 36.36 23.73 6.25 66.67 0.00 0.00 22.22 0.00 0.00

1513281 1344950 1311750 33200 168331 31741 0 4841 15950 1200 2000 0 0 2250 0 0

678 -6 677 679 684 693 0 585 713 702 731 656 677 668 731 0

1226 1086 1059 27 140 28 0 4 14 1 2

Cash Awards: $2000 - $2999: Awards Given % 5.40 5.42 5.55 2.13 5.26 7.75 0.00 27.27 8.47 6.25 0.00 12.50 0.00 0.00 0.00 0.00

Cash Awards: $1000 - $1999: Average Amount $ 1234 32 1238 1229 1202 1133 0 1210 1139 1200 1000 0 0 1125 0 0

297 261 257 4 36 11 0 3 5 1 0 1

OTHER AWARDS

Awards Total

Persons 

Without 

Disability

No Disability 

[05]

Not Identified 

[01]

Disability 

[02-03,

06-99]

Targeted 

Disability

Developmental Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or Serious 

Difficulty 

Hearing [19]

Blind or 

Serious 

Difficulty 

Seeing [20]

Missing 

Extremities [31]

Significant 

Mobility 

Impairment [40]

Partial or 

Complete 

Paralysis [60]

Epilepsy or Other 

Seizure Disorders 

[82]

Intellectual 

Disability 

[90]

Dwarfism [92]

CASH AWARDS
FDIC/FY 2022 125

1100 0

1 0

4.00 0.00

Cash Awards: $2000 - $2999: Awards Given #

0 0 0 0

Cash Awards: $2000 - $2999: Awards Given % 5.40 5.42 5.55 2.13 5.26 7.75 0.00 27.27 8.47 6.25 0.00 12.50 0.00 0.00 0.00 0.00

1234 32 1238 1229 1202 1133 0 1210 1139 1200 1000 0 0 1125 0 0

297 261 257 4 36 11 0 3 5 1 0 1

OTHER AWARDS

Total Dwarfism 

[92]

663668 0

2234 0

49 0

0.89 0.00

154000 0

3142 0

4 0

0.07 0.00

17000 0

4250 0

4 0

0.07 0.00

20000 0

5000 0

0 0

0.00 0.00

0 0

0 0

Awards Persons Without 

Disability

No Disability 

[05]

Not 

Identified 

[01]

Disability [02-03,

06-99]

Targeted 

Disability

Developmental Disability 

[02]

Traumatic Brain 

Injury [03]

Deaf or 

Serious 

Difficulty 

Hearing [19]

Blind or Serious 

Difficulty Seeing 

[20]

Missing 

Extremities [31]

Significant 

Mobility 

Impairment [40]

Partial or 

Complete 

Paralysis 

[60]

Epilepsy or 

Other Seizure 

Disorders [82]

Intellectual 

Disability [90]

Significant 

Psychiatric Disorder 

[91]

Significant 

Disfigure [93]

Cash Awards: $2000 - $2999: Total Amount $ 584568 575568 9000 79100 24000 0 6500 11000 2000 0 2000 0 0 0 2500 0

Cash Awards: $2000 - $2999: Average Amount $ 37 2239 2250 2197 2181 0 2166 2200 2000 0 2000 0 0 0 2500 0

Cash Awards: $3000 - $3999: Awards Given # 45 45 0 4 1 0 0 1 0 0 0 0 0 0 0 0

Cash Awards: $3000 - $3999: Awards Given % 0.93 0.97 0.00 0.58 0.70 0.00 0.00 1.69 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Cash Awards: $3000 - $3999: Total Amount $ 141750 141750 0 12250 3000 0 0 3000 0 0 0 0 0 0 0 0

Cash Awards: $3000 - $3999: Average Amount $ 80 3150 0 3062 3000 0 0 3000 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given # 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Awards Given % 0.08 0.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Cash Awards: $4000 - $4999: Total Amount $ 17000 17000 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $4000 - $4999: Average Amount $ 4250 4250 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $5000 or more: Awards Given # 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $5000 or more: Awards Given % 0.08 0.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Cash Awards: $5000 or more: Total Amount $ 20000 20000 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Cash Awards: $5000 or more: Average Amount $ 5000 5000 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total QSIs Awarded # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total QSIs Awarded % 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Average Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
FDIC/FY 2022 126

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT A | FDIC APPLICANT FLOW DATA
FDIC/FY 2022 127

NONPUBLIC//FDIC BUSINESS#

Hispanic Hispanic White White

Black, not 

of 

Hispanic 

Origin

Black, not 

of 

Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 2 1 1 0 0 0 1 0 0 1 0 0 0 0 0 0 0

% 100.0 50.00 50.00 0.00 0.00 0.00 50.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 83 59 24 4 1 47 16 1 2 5 5 0 0 0 0 2 0

% 100.0 71.08 28.92 4.82 1.20 56.63 19.28 1.20 2.41 6.02 6.02 0.00 0.00 0.00 0.00 2.41 0.00

# 20 7 13 0 1 2 3 3 8 1 1 0 0 0 0 1 0

% 100.0 35.00 65.00 0.00 5.00 10.00 15.00 15.00 40.00 5.00 5.00 0.00 0.00 0.00 0.00 5.00 0.00

# 43 7 36 1 2 1 19 4 10 0 3 0 0 0 0 1 2

% 100.0 16.28 83.72 2.33 4.65 2.33 44.19 9.30 23.26 0.00 6.98 0.00 0.00 0.00 0.00 2.33 4.65

# 230 123 107 16 6 75 48 20 39 11 10 0 0 0 1 1 3

% 100.0 53.48 46.52 6.96 2.61 32.61 20.87 8.70 16.96 4.78 4.35 0.00 0.00 0.00 0.43 0.43 1.30

# 50 6 44 1 7 2 8 2 28 0 1 0 0 1 0 0 0

% 100.0 12.00 88.00 2.00 14.00 4.00 16.00 4.00 56.00 0.00 2.00 0.00 0.00 2.00 0.00 0.00 0.00

# 364 200 164 12 12 132 76 27 56 18 14 2 0 3 1 6 5

% 100.0 54.95 45.05 3.30 3.30 36.26 20.88 7.42 15.38 4.95 3.85 0.55 0.00 0.82 0.27 1.65 1.37

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 241 113 128 7 6 73 69 22 40 6 10 0 0 1 0 4 3

% 100.0 46.89 53.11 2.90 2.49 30.29 28.63 9.13 16.60 2.49 4.15 0.00 0.00 0.41 0.00 1.66 1.24

# 699 345 354 22 13 252 201 43 103 18 26 1 0 0 2 9 9

% 100.0 49.36 50.64 3.15 1.86 36.05 28.76 6.15 14.74 2.58 3.72 0.14 0.00 0.00 0.29 1.29 1.29

# 912 494 418 24 13 370 234 53 134 33 19 0 2 2 3 12 13

% 100.0 54.17 45.83 2.63 1.43 40.57 25.66 5.81 14.69 3.62 2.08 0.00 0.22 0.22 0.33 1.32 1.43

CG-01

CG-13

CG-12

CG-04

CG-05

CG-06

CG-07

CG-08

CG-02

CG-03

SENIOR PAY & GENERAL SCHEDULE (GS) GRADES - Distribution by Race, Ethnicity, and Sex - Permanent

GS/GM/GL Grades Total Male Female

41 Table A4-1P:

CG-09

CG-10

CG-11
FDIC/FY 2022 128

NONPUBLIC//FDIC BUSINESS#

# 1385 813 572 33 24 605 328 88 139 68 69 0 0 8 2 11 10

% 100.0 58.70 41.30 2.38 1.73 43.68 23.68 6.35 10.04 4.91 4.98 0.00 0.00 0.58 0.14 0.79 0.72

# 663 434 229 21 6 334 150 20 36 45 35 2 0 4 2 8 0

% 100.0 65.46 34.54 3.17 0.90 50.38 22.62 3.02 5.43 6.79 5.28 0.30 0.00 0.60 0.30 1.21 0.00

# 4692 2602 2090 141 91 1893 1153 283 595 206 193 5 2 19 11 55 45

% 100.0 55.4561 44.5439 3.01 1.94 40.35 24.57 6.03 12.68 4.39 4.11 0.11 0.04 0.40 0.23 1.17 0.96

Hispanic Hispanic White White

Black, not 

of 

Hispanic 

Origin

Black, not 

of 

Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

# 2 1 1 0 0 1 0 0 0 0 1 0 0 0 0 0 0

% 100.0 50.0 50.0 0.00 0.00 50.00 0.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00

# 474 298 176 12 7 238 123 31 36 11 7 0 0 1 0 5 3

% 100.0 62.9 37.1 2.53 1.48 50.21 25.95 6.54 7.59 2.32 1.48 0.00 0.00 0.21 0.00 1.05 0.63

# 185 99 86 3 3 79 59 6 14 7 9 0 0 0 0 4 1

% 100.0 53.5 46.5 1.62 1.62 42.70 31.89 3.24 7.57 3.78 4.86 0.00 0.00 0.00 0.00 2.16 0.54

# 28 16 12 1 0 14 9 0 0 1 2 0 0 0 0 0 1

% 100.0 57.1 42.9 3.57 0.00 50.00 32.14 0.00 0.00 3.57 7.14 0.00 0.00 0.00 0.00 0.00 3.57

# 128 81 47 2 1 63 35 11 6 4 4 0 0 0 0 1 1

% 100.0 63.3 36.7 1.56 0.78 49.22 27.34 8.59 4.69 3.13 3.13 0.00 0.00 0.00 0.00 0.78 0.78

# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

% 100.0 100.0 0.0 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100.0 0.0 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 818 496 322 18 11 396 226 48 56 23 23 0 0 1 0 10 6

% 100.0 60.6357 39.3643 2.20 1.34 48.41 27.63 5.87 6.85 2.81 2.81 0.00 0.00 0.12 0.00 1.22 0.73

Hispanic Hispanic White White

Black, not 

of 

Hispanic 

Origin

Black, not 

of 

Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

IG

Total Senor Pay

AL

CM-01

CM-02

CX

Wage Graded

EM

EX

CG-14

CG-15

Total:

Total

Total

Male

Male

Female

Female
FDIC/FY 2022 129

100.0 58.70 41.30 2.38 1.73 43.68 23.68 6.35 10.04 4.91 4.98 0.00 0.00 0.58 0.14 0.79 0.72

# 663 434 229 21 6 334 150 20 36 45 35 2 0 4 2 8 0

% 100.0 65.46 34.54 3.17 0.90 50.38 22.62 3.02 5.43 6.79 5.28 0.30 0.00 0.60 0.30 1.21 0.00

# 4692 2602 2090 141 91 1893 1153 283 595 206 193 5 2 19 11 55 45

% 100.0 55.4561 44.5439 3.01 1.94 40.35 24.57 6.03 12.68 4.39 4.11 0.11 0.04 0.40 0.23 1.17 0.96

Hispanic Hispanic White White

Black, not 

of 

Hispanic 

Origin

Black, not 

of 

Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

# 2 1 1 0 0 1 0 0 0 0 1 0 0 0 0 0 0

% 100.0 50.0 50.0 0.00 0.00 50.00 0.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00

# 474 298 176 12 7 238 123 31 36 11 7 0 0 1 0 5 3

% 100.0 62.9 37.1 2.53 1.48 50.21 25.95 6.54 7.59 2.32 1.48 0.00 0.00 0.21 0.00 1.05 0.63

# 185 99 86 3 3 79 59 6 14 7 9 0 0 0 0 4 1

% 100.0 53.5 46.5 1.62 1.62 42.70 31.89 3.24 7.57 3.78 4.86 0.00 0.00 0.00 0.00 2.16 0.54

# 28 16 12 1 0 14 9 0 0 1 2 0 0 0 0 0 1

% 100.0 57.1 42.9 3.57 0.00 50.00 32.14 0.00 0.00 3.57 7.14 0.00 0.00 0.00 0.00 0.00 3.57

# 128 81 47 2 1 63 35 11 6 4 4 0 0 0 0 1 1

% 100.0 63.3 36.7 1.56 0.78 49.22 27.34 8.59 4.69 3.13 3.13 0.00 0.00 0.00 0.00 0.78 0.78

# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

% 100.0 100.0 0.0 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100.0 0.0 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 818 496 322 18 11 396 226 48 56 23 23 0 0 1 0 10 6

% 100.0 60.6357 39.3643 2.20 1.34 48.41 27.63 5.87 6.85 2.81 2.81 0.00 0.00 0.12 0.00 1.22 0.73

Hispanic Hispanic White White

Black, not 

of 

Hispanic 

Origin

Black, not 

of 

Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

IG

Total Senor Pay

AL

CM-01

CM-02

CX

Wage Graded

EM

EX

CG-15

Total:

Total

Total

Male

Male

Female

Female

NONPUBLIC//FDIC BUSINESS#

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

% 100 100 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WG-15

Other Wage 

Grades

Total Wage Graded

WG-13

WG-14
FDIC/FY 2022 130

NONPUBLIC//FDIC BUSINESS#

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

% 100 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

WG-08

WG-09

WG-04

WG-05

WG-06

WG-07

WG-00

WG-01

WG-02

WG-03

WG-10

WG-11

WG-13

WG-12

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100.0 0.0 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 818 496 322 18 11 396 226 48 56 23 23 0 0 1 0 10 6

% 100.0 60.6357 39.3643 2.20 1.34 48.41 27.63 5.87 6.85 2.81 2.81 0.00 0.00 0.12 0.00 1.22 0.73

Hispanic Hispanic White White

Black, not 

of 

Hispanic 

Origin

Black, not 

of 

Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

IG

Total Senor Pay

Wage Graded

TotalMaleFemale

NONPUBLIC//FDIC BUSINESS#

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

% 100 100 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WG-15

Other Wage 

Grades

Total Wage Graded

WG-13

WG-14
FDIC/FY 2022 131

NONPUBLIC//FDIC BUSINESS#

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

% 100 100 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WG-15

Other Wage 

Grades

Total Wage Graded

WG-13

WG-14

NONPUBLIC//FDIC BUSINESS#

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

% 100 100 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WG-15

Other Wage 

Grades

Total Wage Graded

WG-13

WG-14 NONPUBLIC//FDIC BUSINESS#

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

% 100 100 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WG-15

Other Wage 

Grades

Total Wage Graded

WG-13

WG-14

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

WG-10

WG-11

WG-13

WG-12
FDIC/FY 2022 132

NONPUBLIC//FDIC BUSINESS#

Hispanic Hispanic White White

Black, not 

of 

Hispanic 

Origin

Black, not 

of 

Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0

% 100.0 0.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 3 2 1 0 0 0 1 0 0 2 0 0 0 0 0 0 0

% 100.0 66.67 33.33 0.00 0.00 0.00 33.33 0.00 0.00 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 68 42 26 0 3 29 12 3 7 8 3 0 0 0 1 2 0

% 100.0 61.76 38.24 0.00 4.41 42.65 17.65 4.41 10.29 11.76 4.41 0.00 0.00 0.00 1.47 2.94 0.00

# 11 7 4 0 0 3 1 0 2 4 1 0 0 0 0 0 0

% 100.0 63.64 36.36 0.00 0.00 27.27 9.09 0.00 18.18 36.36 9.09 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 96 61 35 3 1 51 24 0 8 5 1 0 0 0 1 2 0

% 100.0 63.54 36.46 3.13 1.04 53.13 25.00 0.00 8.33 5.21 1.04 0.00 0.00 0.00 1.04 2.08 0.00

# 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

% 100.0 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 156 85 71 4 4 68 52 4 7 7 6 0 1 1 0 1 1

% 100.0 54.49 45.51 2.56 2.56 43.59 33.33 2.56 4.49 4.49 3.85 0.00 0.64 0.64 0.00 0.64 0.64

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 4 3 1 1 0 2 0 0 0 0 1 0 0 0 0 0 0

% 100.0 75.00 25.00 25.00 0.00 50.00 0.00 0.00 0.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00

# 25 15 10 0 0 15 9 0 1 0 0 0 0 0 0 0 0

% 100.0 60.00 40.00 0.00 0.00 60.00 36.00 0.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 4 2 2 0 1 2 1 0 0 0 0 0 0 0 0 0 0

% 100.0 50.00 50.00 0.00 25.00 50.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-01

CG-13

CG-12

CG-04

CG-05

CG-06

CG-07

CG-08

CG-02

CG-03

SENIOR PAY & GENERAL SCHEDULE (GS) GRADES - Distribution by Race, Ethnicity, and Sex - Temporary

GS/GM/GL Grades Total Male Female

42 Table A4-1T:

CG-09

CG-10

CG-11
FDIC/FY 2022 133

NONPUBLIC//FDIC BUSINESS#

# 8 4 4 0 0 3 3 0 0 1 1 0 0 0 0 0 0

% 100.0 50.00 50.00 0.00 0.00 37.50 37.50 0.00 0.00 12.50 12.50 0.00 0.00 0.00 0.00 0.00 0.00

# 2 2 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0

% 100.0 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 379 223 156 8 9 175 104 7 26 27 13 0 1 1 2 5 1

% 100.0 58.8391 41.1609 2.11 2.37 46.17 27.44 1.85 6.86 7.12 3.43 0.00 0.26 0.26 0.53 1.32 0.26

Hispanic Hispanic White White

Black, not 

of 

Hispanic 

Origin

Black, not 

of 

Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100.0 0.00 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

% 100.0 0.00 100.0 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

% 100.0 100.00 0.0 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100.0 0.00 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100.0 0.00 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100.0 0.00 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

% 100.0 100.00 0.0 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0 0

% 100.0 66.6667 33.3333 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Hispanic Hispanic White White

Black, not 

of 

Hispanic 

Origin

Black, not 

of 

Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

IG

Total Senor Pay

AL

CM-01

CM-02

CX

Wage Graded

EM

EX

CG-14

CG-15

Total:

Total

Total

Male

Male

Female

Female
FDIC/FY 2022 134

NONPUBLIC//FDIC BUSINESS#

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

% 100 100 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WG-15

Other Wage 

Grades

Total Wage Graded

WG-13

WG-14

100.0 50.00 50.00 0.00 0.00 37.50 37.50 0.00 0.00 12.50 12.50 0.00 0.00 0.00 0.00 0.00 0.00

# 2 2 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0

% 100.0 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 379 223 156 8 9 175 104 7 26 27 13 0 1 1 2 5 1

% 100.0 58.8391 41.1609 2.11 2.37 46.17 27.44 1.85 6.86 7.12 3.43 0.00 0.26 0.26 0.53 1.32 0.26

Hispanic Hispanic White White

Black, not 

of 

Hispanic 

Origin

Black, not 

of 

Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100.0 0.00 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

% 100.0 0.00 100.0 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

% 100.0 100.00 0.0 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100.0 0.00 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100.0 0.00 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100.0 0.00 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

% 100.0 100.00 0.0 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0 0

% 100.0 66.6667 33.3333 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Hispanic Hispanic White White

Black, not 

of 

Hispanic 

Origin

Black, not 

of 

Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

IG

Total Senor Pay

AL

CM-01

CM-02

CX

Wage Graded

EM

EX

CG-15

Total:

Total

Total

Male

Male

Female

Female
FDIC/FY 2022 135

NONPUBLIC//FDIC BUSINESS#

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

WG-08

WG-09

WG-04

WG-05

WG-06

WG-07

WG-00

WG-01

WG-02

WG-03

WG-10

WG-11

WG-13

WG-12

# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

% 100.0 100.00 0.0 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0 0

% 100.0 66.6667 33.3333 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Hispanic Hispanic White White

Black, not 

of 

Hispanic 

Origin

Black, not 

of 

Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

IG

Total Senor Pay

Wage Graded

TotalMaleFemale

NONPUBLIC//FDIC BUSINESS#

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

% 100 100 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WG-15

Other Wage 

Grades

Total Wage Graded

WG-13

WG-14
FDIC/FY 2022 136

NONPUBLIC//FDIC BUSINESS#

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WG-15

Other Wage 

Grades

Total Wage Graded

WG-13

WG-14

NONPUBLIC//FDIC BUSINESS#

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

% 100 100 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WG-15

Other Wage 

Grades

Total Wage Graded

WG-13

WG-14 NONPUBLIC//FDIC BUSINESS#

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WG-15

Other Wage 

Grades

Total Wage Graded

WG-13

WG-14

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

WG-10

WG-11

WG-13

WG-12
FDIC/FY 2022 137

NONPUBLIC//FDIC BUSINESS#

61 Table A6-1P:

Hispanic Hispanic White White

Black, not 

of Hispanic 

Origin

Black, not 

of Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

General Business & 

Industry (1101) 303 188 115 12 3 136 70 20 28 15 11 0 0 0 0 5 3

CG-07 11 4 7 3 1 1 3 0 1 0 2 0 0 0 0 0 0

CG-09 8 3 5 0 0 1 2 1 2 1 1 0 0 0 0 0 0

CG-11 21 9 12 1 1 6 7 2 3 0 1 0 0 0 0 0 0

CG-12 24 11 13 2 0 3 6 4 6 2 1 0 0 0 0 0 0

CG-13 22 13 9 1 0 11 6 1 3 0 0 0 0 0 0 0 0

CG-14 101 71 30 1 1 54 19 11 7 2 1 0 0 0 0 3 2

CG-15 51 33 18 1 0 24 11 1 3 6 4 0 0 0 0 1 0

CM-01 27 16 11 3 0 13 9 0 2 0 0 0 0 0 0 0 0

CM-02 35 26 9 0 0 22 7 0 1 3 1 0 0 0 0 1 0

CX 3 2 1 0 0 1 0 0 0 1 0 0 0 0 0 0 1

Hispanic Hispanic White White

Black, not 

of Hispanic 

Origin

Black, not 

of Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

Attorney (0905) 317 182 135 7 4 150 96 14 19 7 14 0 0 1 1 3 1

CG-11 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

CG-12 2 1 1 0 1 1 0 0 0 0 0 0 0 0 0 0 0

CG-13 7 2 5 0 0 2 4 0 1 0 0 0 0 0 0 0 0

CG-14 70 41 29 0 1 34 17 4 3 3 7 0 0 0 0 0 1

CG-15 164 89 75 5 2 73 57 5 10 3 5 0 0 1 1 2 0

CM-01 16 12 4 1 0 11 3 0 1 0 0 0 0 0 0 0 0

CM-02 30 15 15 0 0 14 10 0 3 0 2 0 0 0 0 1 0

CX 3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0 0

EM 24 19 5 1 0 13 4 4 1 1 0 0 0 0 0 0 0

Hispanic Hispanic White White

Black, not 

of Hispanic 

Origin

Black, not 

of Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

Economist (0110) 66 45 21 2 1 37 7 0 3 5 9 0 0 0 0 1 1

CG-09 2 2 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0

CG-11 3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0 0

CG-12 4 2 2 0 0 2 0 0 2 0 0 0 0 0 0 0 0

CG-13 5 3 2 0 0 3 0 0 1 0 0 0 0 0 0 0 1

CG-14 42 31 11 2 1 25 4 0 0 3 6 0 0 0 0 1 0

CG-15 5 3 2 0 0 2 0 0 0 1 2 0 0 0 0 0 0

CM-01 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

CM-02 2 0 2 0 0 0 1 0 0 0 1 0 0 0 0 0 0

Misson-Critical 

Occupations

Misson-Critical 

Occupations

Misson-Critical 

Occupations

Mission Critical Occupations - Permanent - Distribution by Race, Ethnicity and Sex

Total

Total

Female

Female

Female

Males

Males

Males

Total

NONPUBLIC//FDIC BUSINESS#

CX 2 1 1 0 0 1 1 0 0 0 0 0 0 0 0 0 0

Hispanic Hispanic White White

Black, not 

of Hispanic 

Origin

Black, not 

of Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Misson-Critical 

Occupations

Total FemaleMales
FDIC/FY 2022 138

NONPUBLIC//FDIC BUSINESS#

CX 2 1 1 0 0 1 1 0 0 0 0 0 0 0 0 0 0

Hispanic Hispanic White White

Black, not 

of Hispanic 

Origin

Black, not 

of Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

Financial 

Admnistration and 

Program (0501)

128 67 61 3 1 46 24 11 31 6 5 0 0 0 0 1 0

CG-09 9 1 8 0 0 1 2 0 5 0 1 0 0 0 0 0 0

CG-11 7 2 5 1 0 0 2 1 3 0 0 0 0 0 0 0 0

CG-12 9 4 5 1 0 2 1 1 4 0 0 0 0 0 0 0 0

CG-13 21 11 10 0 0 10 1 0 9 1 0 0 0 0 0 0 0

CG-14 45 26 19 1 1 20 9 2 5 3 4 0 0 0 0 0 0

CG-15 9 7 2 0 0 6 0 1 2 0 0 0 0 0 0 0 0

CM-01 19 9 10 0 0 4 7 3 3 1 0 0 0 0 0 1 0

CM-02 3 3 0 0 0 1 0 2 0 0 0 0 0 0 0 0 0

EM 6 4 2 0 0 2 2 1 0 1 0 0 0 0 0 0 0

Hispanic Hispanic White White

Black, not 

of Hispanic 

Origin

Black, not 

of Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

Financial Institution 

Examining (0570) 2421 1465 956 70 39 1199 688 106 158 59 52 2 1 11 3 18 15

CG-07 137 87 50 8 3 59 27 10 16 9 4 0 0 0 0 1 0

CG-09 210 133 77 9 9 91 46 15 13 11 5 0 0 3 0 4 4

CG-11 100 58 42 1 1 47 33 4 4 4 4 0 0 0 0 2 0

CG-12 452 257 195 11 4 215 145 18 26 9 13 1 0 0 2 3 5

CG-13 414 244 170 15 3 207 136 12 24 7 2 0 1 0 0 3 4

CG-14 598 352 246 14 12 292 169 25 51 13 12 0 0 6 1 2 1

CG-15 172 120 52 6 2 103 38 4 5 2 7 1 0 2 0 2 0

CM-01 277 185 92 5 3 161 67 16 17 2 4 0 0 0 0 1 1

Misson-Critical 

Occupations

Misson-Critical 

Occupations

Total Female

Total Female

Males

Males

NONPUBLIC//FDIC BUSINESS#

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

% 100 100 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WG-15

Other Wage 

Grades

Total Wage Graded

WG-13

WG-14
FDIC/FY 2022 139

NONPUBLIC//FDIC BUSINESS#

CM-02 57 27 30 1 2 22 25 2 2 2 1 0 0 0 0 0 0

CX 3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0 0

EM 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

CG-15 9 7 2 0 0 6 0 1 2 0 0 0 0 0 0 0 0

CM-01 19 9 10 0 0 4 7 3 3 1 0 0 0 0 0 1 0

CM-02 3 3 0 0 0 1 0 2 0 0 0 0 0 0 0 0 0

EM 6 4 2 0 0 2 2 1 0 1 0 0 0 0 0 0 0

Hispanic Hispanic White White

Black, not 

of Hispanic 

Origin

Black, not 

of Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

Financial Institution 

Examining (0570) 2421 1465 956 70 39 1199 688 106 158 59 52 2 1 11 3 18 15

CG-07 137 87 50 8 3 59 27 10 16 9 4 0 0 0 0 1 0

CG-09 210 133 77 9 9 91 46 15 13 11 5 0 0 3 0 4 4

CG-11 100 58 42 1 1 47 33 4 4 4 4 0 0 0 0 2 0

CG-12 452 257 195 11 4 215 145 18 26 9 13 1 0 0 2 3 5

CG-13 414 244 170 15 3 207 136 12 24 7 2 0 1 0 0 3 4

CG-14 598 352 246 14 12 292 169 25 51 13 12 0 0 6 1 2 1

CG-15 172 120 52 6 2 103 38 4 5 2 7 1 0 2 0 2 0

CM-01 277 185 92 5 3 161 67 16 17 2 4 0 0 0 0 1 1

Misson-Critical 

Occupations

Total FemaleMales

NONPUBLIC//FDIC BUSINESS#

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

% 100 100 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WG-15

Other Wage 

Grades

Total Wage Graded

WG-13

WG-14
FDIC/FY 2022 140

NONPUBLIC//FDIC BUSINESS#

62 Table A6-1T:

Hispanic Hispanic White White

Black, not 

of Hispanic 

Origin

Black, not 

of Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

General Business & 

Industry (1101) 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

CG-13 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0

Hispanic Hispanic White White

Black, not 

of Hispanic 

Origin

Black, not 

of Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

Attorney (0905) 7 3 4 0 0 3 4 0 0 0 0 0 0 0 0 0 0

CG-12 6 3 3 0 0 3 3 0 0 0 0 0 0 0 0 0 0

CG-14 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0

Hispanic Hispanic White White

Black, not 

of Hispanic 

Origin

Black, not 

of Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

Economist (0110) 13 8 5 0 0 5 4 1 0 1 1 0 0 0 0 1 0

CG-07 4 2 2 0 0 1 1 0 0 1 1 0 0 0 0 0 0

CG-09 9 6 3 0 0 4 3 1 0 0 0 0 0 0 0 1 0

Hispanic Hispanic White White

Black, not 

of Hispanic 

Origin

Black, not 

of Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

Financial Institution 

Examining (0570) 244 147 97 7 4 123 75 3 10 11 6 0 1 1 0 2 1

Misson-Critical 

Occupations

Misson-Critical 

Occupations

Misson-Critical 

Occupations

Misson-Critical 

Occupations

Total

Mission Critical Occupations - Temporary - Distribution by Race, Ethnicity and Sex

Total

Total

Total

Males

Males

Males

Males

Female

Female

Female

Female
FDIC/FY 2022 141

NONPUBLIC//FDIC BUSINESS#

CG-07 81 56 25 3 0 47 21 0 4 4 0 0 0 0 0 2 0

CG-09 144 77 67 4 4 62 49 3 6 7 6 0 1 1 0 0 1

CG-12 17 12 5 0 0 12 5 0 0 0 0 0 0 0 0 0 0

CG-14 2 2 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0

NONPUBLIC//FDIC BUSINESS#

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0

% 100 100 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WG-15

Other Wage 

Grades

Total Wage Graded

WG-13

WG-14

Economist (0110) 13 8 5 0 0 5 4 1 0 1 1 0 0 0 0 1 0

CG-07 4 2 2 0 0 1 1 0 0 1 1 0 0 0 0 0 0

CG-09 9 6 3 0 0 4 3 1 0 0 0 0 0 0 0 1 0

Hispanic Hispanic White White

Black, not 

of Hispanic 

Origin

Black, not 

of Hispanic 

Origin

Asian Asian

Asian/

Pacific 

Islander

Asian/

Pacific 

Islander

American 

Indian/

Alaskan 

Native

American 

Indian/

Alaskan 

Native

2 or more 2 or more

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

Financial Institution 

Examining (0570) 244 147 97 7 4 123 75 3 10 11 6 0 1 1 0 2 1

Misson-Critical 

Occupations

Total

Males

Female
FDIC/FY 2022 142

NONPUBLIC//FDIC BUSINESS#

41 Table B4-1P

Total [05] No 

Disability

[01] Not 

Identified

[02-03,06-99] 

Disability

Targeted 

Disability

Developmental

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing [19] 

Blind or 

Serious 

Difficulty 

Seeing [20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis 

[60] 

Epilepsy or 

Other 

Seizure 

Disorders 

[82] 

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Significant 

Disfigurement [93]

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 100.0 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 83 75 4 4 0 0 0 0 0 0 0 0 0 0 0 0

% 100.0 90.36 4.82 4.82 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 20 15 0 5 3 0 0 2 0 0 0 0 0 0 1 0

% 100.0 75.00 0.00 25.00 11.54 0.00 0.00 7.69 0.00 0.00 0.00 0.00 0.00 0.00 3.85 0.00

# 43 35 0 8 3 0 0 1 0 0 1 0 0 0 1 0

% 100.0 81.40 0.00 18.60 6.12 0.00 0.00 2.04 0.00 0.00 2.04 0.00 0.00 0.00 2.04 0.00

# 230 182 8 40 12 1 0 4 2 0 0 0 0 0 4 1

% 100.0 79.13 3.48 17.39 4.72 0.39 0.00 1.57 0.79 0.00 0.00 0.00 0.00 0.00 1.57 0.39

# 50 38 0 12 1 0 0 1 0 0 0 0 0 0 0 0

% 100.0 76.00 0.00 24.00 1.92 0.00 0.00 1.92 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 364 290 9 65 10 0 0 1 1 1 0 0 1 1 5 0

% 100.0 79.67 2.47 17.86 2.60 0.00 0.00 0.26 0.26 0.26 0.00 0.00 0.26 0.26 1.30 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 241 192 7 42 8 0 0 4 1 0 0 0 1 0 2 0

% 100.0 79.67 2.90 17.43 3.11 0.00 0.00 1.56 0.39 0.00 0.00 0.00 0.39 0.00 0.78 0.00

# 699 569 17 113 20 0 4 10 2 0 2 1 0 0 1 0

% 100.0 81.40 2.43 16.17 2.71 0.00 0.54 1.35 0.27 0.00 0.27 0.14 0.00 0.00 0.14 0.00

# 912 746 20 146 23 0 2 10 0 0 0 1 3 1 5 1

% 100.0 81.80 2.19 16.01 2.40 0.00 0.21 1.04 0.00 0.00 0.00 0.10 0.31 0.10 0.52 0.10

# 1385 1171 36 178 28 0 1 11 6 1 0 3 4 1 1 0

% 100.0 84.55 2.60 12.85 1.94 0.00 0.07 0.76 0.42 0.07 0.00 0.21 0.28 0.07 0.07 0.00

# 663 582 17 64 13 0 1 7 1 0 1 0 0 0 3 0

% 100.0 87.78 2.56 9.65 1.89 0.00 0.15 1.02 0.15 0.00 0.15 0.00 0.00 0.00 0.44 0.00

# 4692 3897 118 677 121 1 8 51 13 2 4 5 9 3 23 2

CG-04

CG-05

CG-06

CG-07

CG-08

CG-14

CG-15

Total:

CG-09

CG-10

CG-11

CG-12

CG-13

CG-02

CG-03

GENERAL SCHEDULE (GS) GRADES - Distribution by Disability - Permanent

CG-01

GS/GM, SES, and Related 

Grade
FDIC/FY 2022 143

NONPUBLIC//FDIC BUSINESS#

% 100.0 83.06 2.51 14.43 2.45 0.02 0.16 1.03 0.26 0.04 0.08 0.10 0.18 0.06 0.47 0.04

Total [05] No 

Disability

[01] Not 

Identified

[02-03,06-99] 

Disability

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing [19] 

Blind or 

Serious 

Difficulty 

Seeing [20] 

Significant 

Mobility 

Impairment 

[40]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

Significant 

Disfigurement [93]

# 2 2 0 0 0 0 0 0 0 0 0 0 0

% 100.0 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 474 404 8 62 12 0 1 7 3 1 0 0 0

% 100.0 85.23 1.69 13.08 2.41 0.00 0.20 1.41 0.60 0.20 0.00 0.00 0.00

# 185 164 4 17 2 0 1 0 0 0 1 0 0

% 100.0 88.65 2.16 9.19 1.06 0.00 0.53 0.00 0.00 0.00 0.53 0.00 0.00

# 28 22 1 5 1 0 0 0 0 0 0 0 1

% 100.0 78.57 3.57 17.86 3.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.33

# 128 114 5 9 0 0 0 0 0 0 0 0 0

% 100.0 89.06 3.91 7.03 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 0 0 0 0 0 0

% 100.0 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 818 707 18 93 15 0 2 7 3 1 1 0 1

% 100.0 86.43 2.20 11.37 1.77 0.00 0.24 0.83 0.35 0.12 0.12 0.00 0.12

Total [05] No 

Disability

# 1 1

% 100.0 100.00

# 1 1

% 100.0 100.00

Total:

GS/GM, SES, and Related 

Grade

WG-03

Total:

EM

EX

IG

Total:

Wage Graded

AL

CM-01

CM-02

CX

# 1385 1171 36 178 28 0 1 11 6 1 0 3 4 1 1 0

% 100.0 84.55 2.60 12.85 1.94 0.00 0.07 0.76 0.42 0.07 0.00 0.21 0.28 0.07 0.07 0.00

# 663 582 17 64 13 0 1 7 1 0 1 0 0 0 3 0

% 100.0 87.78 2.56 9.65 1.89 0.00 0.15 1.02 0.15 0.00 0.15 0.00 0.00 0.00 0.44 0.00

# 4692 3897 118 677 121 1 8 51 13 2 4 5 9 3 23 2

CG-14

CG-15

Total:
FDIC/FY 2022 144

NONPUBLIC//FDIC BUSINESS#

42 Table B4-1T:

Total [05] No 

Disability

[01] Not 

Identified

[02-03,06-99] 

Disability

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing [19] 

Blind or 

Serious 

Difficulty 

Seeing [20] 

Significant 

Mobility 

Impairment 

[40]

Epilepsy or 

Other 

Seizure 

Disorders 

[82] 

Significant 

Psychiatric 

Disorder [91]

# 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 0 0 1 1 0 0 0 1 0 0 0

% 0.3 0.00 0.00 2.27 14.29 0.00 0.00 0.00 50.00 0.00 0.00 0.00

# 3 1 0 2 0 0 0 0 0 0 0 0

% 0.8 0.31 0.00 4.55 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 68 56 2 10 3 0 0 0 0 0 3 0

% 17.9 17.39 15.38 22.73 42.86 0.00 0.00 0.00 0.00 0.00 100.00 0.00

# 11 7 2 2 1 0 1 0 0 0 0 0

% 2.9 2.17 15.38 4.55 14.29 0.00 100.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 96 85 5 6 1 0 0 0 0 0 0 1

% 25.3 26.40 38.46 13.64 14.29 0.00 0.00 0.00 0.00 0.00 0.00 100.00

# 1 0 0 1 0 0 0 0 0 0 0 0

% 0.3 0.00 0.00 2.27 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 156 138 3 15 0 0 0 0 0 0 0 0

% 41.2 42.86 23.08 34.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 4 4 0 0 0 0 0 0 0 0 0 0

% 1.1 1.24 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 25 22 0 3 1 0 0 0 1 0 0 0

% 6.6 6.83 0.00 6.82 14.29 0.00 0.00 0.00 50.00 0.00 0.00 0.00

# 4 3 0 1 0 0 0 0 0 0 0 0

% 1.1 0.93 0.00 2.27 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 8 6 1 1 0 0 0 0 0 0 0 0

% 2.1 1.86 7.69 2.27 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 2 0 0 2 0 0 0 0 0 0 0 0

% 0.5 0.00 0.00 4.55 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 379 322 13 44 7 0 1 0 2 0 3 1

% 100.0 100.00 100.00 100.00 100.00 0.00 100.00 0.00 100.00 0.00 100.00 100.00

Total [05] No 

Disability

[01] Not 

Identified

[02-03,06-99] 

Disability

Targeted 

Disability

Developmental 

Disability 

[02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing [19] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis 

[60] 

Intellectual 

Disability 

[90]

Significant 

Psychiatric 

Disorder [91]

Dwarfism 

[92]

Significant 

Disfigurement [93]

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0

% 33.3 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0

% 33.3 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CG-04

CG-05

CG-06

CG-07

CG-08

CG-14

CG-15

Total:

GS/GM, SES, and Related 

Grade

CG-09

CG-10

CG-11

CG-12

CG-13

CG-02

CG-03

GENERAL SCHEDULE (GS) GRADES - Distribution by Disability - Temporary

AL

CM-01

CG-01

CM-02

CX

GS/GM, SES, and Related 

Grade
FDIC/FY 2022 145

NONPUBLIC//FDIC BUSINESS#

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

% 0.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0

% 33.3 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 3 2 0 1 0 0 0 0 0 0 0 0 0 0 0

% 100.0 100.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total

# 0

% 0.0

# 0

% 0.0

Total:

EM

EX

IG

Total:

Wage Grades

CX

# 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0

% 33.3 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0

% 33.3 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

CM-01

CM-02

CX
FDIC/FY 2022 146

NONPUBLIC//FDIC BUSINESS#

61 Table B6-1P:

Misson-Critical 

Occupations Total [05] No Disability

[01] Not 

Identified

[02-03,06-99] 

Disability

Targeted 

Disability

Developmental 

Disability [02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing [19] 

Blind or 

Serious 

Difficulty 

Seeing [20] 

Significant 

Mobility 

Impairment 

[40]

Epilepsy or 

Other Seizure 

Disorders [82] 

Intellectual 

Disability [90]

Significant 

Psychiatric 

Disorder [91]

General Business & 

Industry (1101) 303 223 4 76 9 0 0 6 0 0 1 1 1

CG-07 11 8 1 2 2 0 0 1 0 0 0 0 1

CG-09 8 4 0 4 0 0 0 0 0 0 0 0 0

CG-11 21 17 0 4 0 0 0 0 0 0 0 0 0

CG-12 24 14 0 10 0 0 0 0 0 0 0 0 0

CG-13 22 15 0 7 1 0 0 0 0 0 0 1 0

CG-14 101 68 2 31 5 0 0 4 0 0 1 0 0

CG-15 51 42 0 9 0 0 0 0 0 0 0 0 0

CM-01 27 23 0 4 1 0 0 1 0 0 0 0 0

CM-02 35 30 1 4 0 0 0 0 0 0 0 0 0

CX 3 2 0 1 0 0 0 0 0 0 0 0 0

Misson-Critical 

Occupations Total [05] No Disability

[01] Not 

Identified

[02-03,06-99] 

Disability

Targeted 

Disability

Developmental 

Disability [02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing [19] 

Blind or 

Serious 

Difficulty 

Seeing [20] 

Significant 

Mobility 

Impairment 

[40]

Significant 

Psychiatric 

Disorder [91]

Attorney (0905) 317 270 11 36 7 0 1 2 2 0 2

CG-11 1 0 0 1 0 0 0 0 0 0 0

CG-12 2 1 0 1 0 0 0 0 0 0 0

CG-13 7 7 0 0 0 0 0 0 0 0 0

CG-14 70 56 3 11 1 0 0 0 1 0 0

CG-15 164 139 5 20 6 0 1 2 1 0 2

CM-01 16 13 2 1 0 0 0 0 0 0 0

CM-02 30 28 0 2 0 0 0 0 0 0 0

CX 3 3 0 0 0 0 0 0 0 0 0

EM 24 23 1 0 0 0 0 0 0 0 0

Misson-Critical 

Occupations Total [05] No Disability

[01] Not 

Identified

[02-03,06-99] 

Disability

Targeted 

Disability

Developmental 

Disability [02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing [19] 

Blind or 

Serious 

Difficulty 

Seeing [20] 

Significant 

Mobility 

Impairment 

[40]

Significant 

Psychiatric 

Disorder [91]

Economist (0110) 66 55 4 7 2 0 0 0 2 0 0

CG-09 2 1 0 1 1 0 0 0 1 0 0

CG-11 3 2 0 1 0 0 0 0 0 0 0

CG-12 4 4 0 0 0 0 0 0 0 0 0

CG-13 5 5 0 0 0 0 0 0 0 0 0

CG-14 42 34 3 5 1 0 0 0 1 0 0

CG-15 5 5 0 0 0 0 0 0 0 0 0

CM-01 1 1 0 0 0 0 0 0 0 0 0

CM-02 2 2 0 0 0 0 0 0 0 0 0

CX 2 1 1 0 0 0 0 0 0 0 0

Misson-Critical 

Occupations Total [05] No 

Disability

[01] Not 

Identified

[02-03,06-99] 

Disability

Targeted 

Disability

Developmental 

Disability [02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing [19] 

Blind or 

Serious 

Difficulty 

Seeing [20] 

Significant 

Mobility 

Impairment 

[40]

Significant 

Psychiatric 

Disorder [91]

Mission Critical Occupations - Permanent - Distribution by Race, Ethnicity and Sex
FDIC/FY 2022 147

NONPUBLIC//FDIC BUSINESS#

Financial 

Admnistration and 

Program (0501)

128 108 2 18 3 0 0 1 2 0 0

CG-09 9 8 0 1 0 0 0 0 0 0 0

CG-11 7 5 0 2 1 0 0 1 0 0 0

CG-12 9 8 0 1 0 0 0 0 0 0 0

CG-13 21 17 1 3 0 0 0 0 0 0 0

CG-14 45 38 1 6 1 0 0 0 1 0 0

CG-15 9 8 0 1 0 0 0 0 0 0 0

CM-01 19 16 0 3 1 0 0 0 1 0 0

CM-02 3 3 0 0 0 0 0 0 0 0 0

EM 6 5 0 1 0 0 0 0 0 0 0

Misson-Critical 

Occupations Total [05] No Disability

[01] Not 

Identified

[02-03,06-99] 

Disability

Targeted 

Disability

Developmental 

Disability [02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing [19] 

Blind or 

Serious 

Difficulty 

Seeing [20] 

Missing 

Extremities 

[31] 

Significant 

Mobility 

Impairment 

[40]

Partial or 

Complete 

Paralysis [60] 

Epilepsy or 

Other Seizure 

Disorders [82] 

Significant 

Psychiatric 

Disorder 

[91]

Financial Institution 

Examining (0570) 2421 2119 42 260 51 1 5 22 5 2 1 3 4 8

CG-07 137 114 4 19 5 1 0 0 1 0 0 0 0 3

CG-09 210 176 6 28 4 0 0 0 0 1 0 0 0 3

CG-11 100 90 5 5 1 0 0 0 0 0 0 0 0 1

CG-12 452 378 9 65 10 0 3 4 1 0 1 0 0 1

CG-13 414 368 4 42 9 0 1 5 0 0 0 1 2 0

CG-14 598 538 11 49 13 0 1 5 2 1 0 2 2 0

CG-15 172 156 1 15 4 0 0 4 0 0 0 0 0 0

CM-01 277 242 2 33 5 0 0 4 1 0 0 0 0 0

CM-02 57 53 0 4 0 0 0 0 0 0 0 0 0 0

CX 3 3 0 0 0 0 0 0 0 0 0 0 0 0

EM 1 1 0 0 0 0 0 0 0 0 0 0 0 0
FDIC/FY 2022 148

NONPUBLIC//FDIC BUSINESS#

61 Table B6-1T:

Misson-Critical 

Occupations Total [05] No Disability

[01] Not 

Identified

[02-03,06-99] 

Disability

Targeted 

Disability

Developmental 

Disability [02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing [19] 

Blind or 

Serious 

Difficulty 

Seeing [20] 

Significant 

Mobility 

Impairment 

[40]

Epilepsy or 

Other Seizure 

Disorders [82] 

Significant 

Psychiatric 

Disorder [91]

General Business & 

Industry (1101) 1 0 0 1 0 0 0 0 0 0 0 0

CG-13 1 0 0 1 0 0 0 0 0 0 0 0

Misson-Critical 

Occupations Total [05] No Disability

[01] Not 

Identified

[02-03,06-99] 

Disability

Targeted 

Disability

Developmental 

Disability [02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing [19] 

Blind or 

Serious 

Difficulty 

Seeing [20] 

Significant 

Mobility 

Impairment 

[40]

Epilepsy or 

Other Seizure 

Disorders [82] 

Significant 

Psychiatric 

Disorder [91]

Attorney (0905) 7 7 0 0 0 0 0 0 0 0 0 0

CG-12 6 6 0 0 0 0 0 0 0 0 0 0

CG-14 1 1 0 0 0 0 0 0 0 0 0 0

Misson-Critical 

Occupations Total [05] No Disability

[01] Not 

Identified

[02-03,06-99] 

Disability

Targeted 

Disability

Developmental 

Disability [02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing [19] 

Blind or 

Serious 

Difficulty 

Seeing [20] 

Significant 

Mobility 

Impairment 

[40]

Epilepsy or 

Other Seizure 

Disorders [82] 

Significant 

Psychiatric 

Disorder [91]

Economist (0110) 13 9 1 3 0 0 0 0 0 0 0 0

CG-07 4 2 1 1 0 0 0 0 0 0 0 0

CG-09 9 7 0 2 0 0 0 0 0 0 0 0

Misson-Critical 

Occupations Total [05] No Disability

[01] Not 

Identified

[02-03,06-99] 

Disability

Targeted 

Disability

Developmental 

Disability [02]

Traumatic 

Brain Injury 

[03]

Deaf or 

Serious 

Difficulty 

Hearing [19] 

Blind or 

Serious 

Difficulty 

Seeing [20] 

Significant 

Mobility 

Impairment 

[40]

Epilepsy or 

Other Seizure 

Disorders [82] 

Significant 

Psychiatric 

Disorder [91]

Financial Institution 

Examining (0570) 244 216 7 21 2 0 0 0 1 0 0 1

CG-07 81 72 4 5 1 0 0 0 0 0 0 1

CG-09 144 128 3 13 0 0 0 0 0 0 0 0

CG-12 17 14 0 3 1 0 0 0 1 0 0 0

CG-14 2 2 0 0 0 0 0 0 0 0 0 0

Mission Critical Occupations - Permanent - Distribution by Race, Ethnicity and Sex
FDIC/FY 2022 149

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT B | FDIC EEO POLICY
FDIC/FY 2022 150
FDIC/FY 2022 151

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT C | FDIC ORGANIZATIONAL CHART
FDIC/FY 2022 152

Deputy to the Chairman &

Chief Operating Officer

Dan Bendler

Division of

Information Technology

Sylvia Burns

Director

Office of Chief Information

Security Officer

Zachary Brown

CISO & Director of OCISO

Office of Legislative Affairs

Andy Jiminez

Director

Division of Resolutions &

Receiverships

Maureen Sweeney

Director

Legal Division

Harrel Pettway

General Counsel

Corporate University

Steve Cooper

Director & Chief Learning

Officer (Acting)

Office of Communications

Amy Thompson

Director

Division of Risk

Management Supervision

Doreen Eberley

Division of Depositor &

Consumer Protection

Mark E. Pearce

Director

Chief Information Officer

& Chief Privacy Officer

Sylvia Burns

Division of Administration

Dan Bendler

Director

General Counsel

Harrel Pettway

Federal Deposit Insurance Corporation

FDIC

Chairman

Martin J. Gruenberg

Chairman

Rev.01/30/2023

FDiTech

Brian Whittaker

Deputy Director

Deputy to the Chairman for

Financial Stability

Arthur Murton

Division of Insurance &

Research

Patrick Mitchell

Director

Division of Complex

Institution Supervision &

Resolution

John P. Conneely

Director

Office of Risk Management

& Internal Controls

Marshall Gentry

Director

Deputy to the Chairman &

Chief Financial Officer

Bret D. Edwards

Division of Finance

Donna M. Saulnier

Director

Office of

Inspector General (Acting)

Tyler Smith

Office of Minority &

Women Inclusion

Nikita Pearson

Director

Office of the Ombudsman

M. Anthony Lowe

Ombudsman

Deputy to the Chairman

for External Affairs

Nikita Pearson

Chief of Staff

Kymberly Copa

Robert Harris

Internal Ombudsman

Office of Minority &

Community Development

Banking

Betty Rudolph
FDIC/FY 2022 153

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT D | FDIC CIRCULAR 2710.03 – ANTI-HARASSMENT PROGRAM
FDIC DIRECTIVE 2710.03

Nikita Pearson

Director

Office of Minority and Women Inclusion

See approval(s) on Action Log

Anti-Harassment Program

The Anti-Harassment Program is implemented in accordance with the legal requirements of the 

applicable laws, regulations, and guidance provided by the Equal Employment Opportunity 

Commission (EEOC).

PURPOSE

This Directive establishes the policies regarding anti-harassment in the workplace or at FDICsanctioned activities and events, including those outside of the workplace. This Directive

supports the FDIC’s commitment to maintaining a workplace free from harassment.

SCOPE

This Directive applies to all FDIC Divisions/Offices.

AUTHORITIES

See Appendix - Authorities

FORM(S)

None.

REVISION(S)

This Directive supersedes FDIC 2710.3, Anti-Harassment Program, dated March 29, 2021.
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Action Log

Submission Type

(New, Pedestrian Change, 

Revision)

Date Approved through Directives Management Center

Revision 03/29/2021 Nikita Pearson

Pedestrian Change 06/13/2021 Nikita Pearson

Summary of Changes (if applicable)

Updated to:

 Include terminology related to sexual harassment in the examples provided in the 

definition of harassment.

 Include Labor and Employee Relations Section (LERS) HR Specialists as points of 

contact to report harassment.

 Correct contact information for the Anti-Harassment Program Coordinator.

 Clearly identify the Anti-Harassment Program Coordinator roles and responsibilities.

 Include Legal Division responsibilities.

 Provide for notification to the person reporting the harassment and alleged harasser that 

the investigation has been completed.

 Take preventive/corrective action, as appropriate, no later than 60 days of receiving 

notice of a report of harassment.

 Initiate an investigation within ten calendar days of receiving the report of harassment.

 Upon approval, this Directive will be renumbered to 2710.03.

Pedestrian Change to:

 Update “gender” to “sex” in the Policy Section; and

 Update “prompt” to “immediate” in the Policy Section B.3.
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Table of Contents

Action Log.................................................................................................................................. 2

Summary of Changes (if applicable) .......................................................................................... 2

Table of Contents....................................................................................................................... 3

Background................................................................................................................................ 4

Policy ......................................................................................................................................... 5

A. General Policy .......................................................................................................... 5

B. Reporting Process .................................................................................................... 6

Responsibilities .........................................................................................................................10

A. Managers/Supervisors.............................................................................................10

B. Employees...............................................................................................................10

C. Anti-Harassment Program Coordinator....................................................................10

D. Labor and Employee Relations Section ...................................................................11

E. Labor, Employment and Administration Section.......................................................11

F. Contracting Officers.................................................................................................12

Appendix - Authorities...............................................................................................................13

Appendix – Contact Information ................................................................................................14

Glossary of Terms.....................................................................................................................15

Glossary of Acronyms...............................................................................................................17
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Background

The FDIC is committed to providing its employees with a workplace that is free of harassment. 

The Office of Minority and Women Inclusion (OMWI) Director has the delegated responsibility 

for the FDIC diversity and inclusion, civil rights, and minority and women outreach programs. 

These programs ensure the FDIC workplace is inclusive, free from unlawful discrimination and 

harassment, and provides equal opportunity and access to all employment and business 

activities.

The goal of this Directive is to provide employees with an internal process to report harassment. 

Employees need not assert that the harassment rises to a level prohibited by Title VII of the Civil 

Rights Act or other civil rights statutes, or that the harassment is based on membership in a 

protected class. This Directive provides examples of conduct that could constitute harassment 

prohibited by this Directive, and explains the rights and responsibilities of all employees and the 

FDIC’s system of accountability for violations of this Directive.
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Policy

A. General Policy

It is the policy of the FDIC to maintain a workplace free from all forms of harassment,

including but not limited to harassment based on race, color, religion, sex (including sexual 

or nonsexual, pregnancy, gender identity, or sexual orientation), national origin, disability 

(physical and mental), age (40 years or older), genetic information (information about an 

individual’s genetic tests, or the manifestation of a disease or disorder in the individual’s 

family members), status as a parent, and retaliation (for participating in the EEO complaint 

process or opposing discriminatory practices). The FDIC will not tolerate harassment by or 

against any applicant, employee, or contractor. Similarly, the FDIC will not tolerate 

retaliation against any applicant, employee, or contractor for opposing harassment, reporting 

harassment, or participating or assisting in any inquiry, investigation, lawsuit, or other 

proceeding concerning harassment. The FDIC expects anyone who witnesses or is the 

alleged victim of harassment to report it immediately, consistent with the Reporting Process

provided.

Harassment is any verbal or non-verbal conduct that is unwelcome to the individual and 

objectively offensive. For workplace harassment to be illegal, it must be either severe or 

pervasive, and based on a characteristic protected by a law enforced by the EEOC (e.g., 

Title VII of the Civil Rights Act). However, conduct need not rise to the level of illegal 

harassment to be prohibited by this Directive. For purposes of this Directive, this conduct 

will be referred to as “harassment.” 

The following are some examples of harassment prohibited by this Directive:

 Offensive jokes, comments, objects, or pictures.

 Unwelcome questions about a person’s identity (e.g., disability status, gender identity, 

sexual orientation, national origin, religion).

 Undue and unwelcome attention.

 Ridicule or mockery.

 Displaying offensive objects or pictures.

 Insults or put-downs.

 Unwelcome touching or contact.

 Unwelcome sexual advances.
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 Requests for sexual favors.

 Other verbal or physical harassment of a sexual nature.

 Slurs, epithets, or name-calling.

 Threats or other forms of intimidation.

 Physical or sexual assault.

 Engaging in bullying, intimidating, or threatening behavior.

To maintain a workplace free from harassment, FDIC management will take appropriate 

actions to address allegations of harassment made against non-employees such as staff at 

examination sites, contract workers, security guards, and delivery or maintenance staff.

Any FDIC employee who engages in conduct prohibited by this Directive is subject to 

disciplinary action, up to and including removal from Federal service.

In most cases, harassment does not include ordinary supervisory actions, such as telling an 

employee that they are not performing a job adequately. Generally, allegations concerning 

performance issues, impolite behavior, or personality conflicts will not fall under this 

Directive. Also, occasional and innocuous compliments generally will not constitute 

harassment, but rather reflect the reality of human experience and common courtesy.

This Directive is not intended to stand in isolation of other policies and tools available to 

remedy workplace disputes. FDIC employees involved in a workplace dispute may raise 

such issues through alternative means, such as the Internal Ombudsman’s Office, FDIC’s 

Alternative Dispute Resolution program, or the negotiated or administrative grievance 

procedures.

B. Reporting Process

1. Reporting Alleged Harassment

a. Individuals who observe, experience, or otherwise learn about harassment covered 

under this Directive are expected to promptly report the conduct to any of the 

following:

1) The alleged victim’s immediate supervisor;

2) The supervisor of the person responsible for the alleged conduct;

3) Any management official with supervisory responsibility;
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4) Anti-Harassment Program Coordinator (AHPC);

5) LERS Assistant Director; or

6) Any LERS Specialist.

When allegations of harassment are received, notify AHPC immediately. 

b. To fulfill the objectives of this Directive, an individual who has alleged harassment in 

connection with an EEO complaint, a negotiated or administrative grievance, a 

complaint filed with the Office of Special Counsel, or an appeal filed with the Merit 

Systems Protection Board, will be deemed to have reported alleged harassment 

under this Directive. 

If employees raise allegations of harassment to the Internal Ombudsman’s Office (IOO), 

they will be provided with a safe place to explore their concerns, advised to review this 

Directive, and referred to the AHPC, as appropriate. However, because of the unique 

role of the IOO, raising allegations of harassment with the IOO does not constitute notice 

to the FDIC under this policy.

2. Processing/Investigation of Allegations

a. When the AHPC receives a report of harassment, the AHPC:

1) Contacts the individual making the report to explain the investigative process and 

schedule an intake call to gather preliminary information about the allegations. 

2) Once the intake process is completed and the allegations are received, refers the 

matter to LERS. 

3) Reports allegations related to the Office of Inspector General (OIG) to OIG’s 

Director, Office of Human Resources for appropriate action pursuant to OIG 

procedure.

4) Notifies the appropriate contracting officer of allegations of harassment involving 

contract workers. 

b. LERS and Labor, Employment and Administration Section (LEAS) review the 

allegations to determine whether they are covered by this Directive. If so, LERS and 

LEAS, in consultation with the appropriate management official(s), must determine 

whether immediate corrective action is necessary to address the allegations. If such 

action is necessary, it will be effectuated as promptly as possible.
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In consultation with the appropriate management official(s), LERS and LEAS determines

whether additional investigation of the allegations is appropriate. If so, they initiate an 

investigation no later than 10 calendar days of receiving the report of harassment. All 

parties—including the reporting party (and the alleged victim of the alleged harassing 

conduct, if different from the reporting party), the alleged harasser, and any others 

involved—are required to cooperate with an investigation so it can be conducted in a 

prompt, thorough, and fair manner. A witness who fails to cooperate may be subject to 

disciplinary action, up to and including removal from Federal service.

The identity of the person reporting the harassment, the alleged harasser, and other 

witnesses interviewed in connection with an investigation under this Directive, as well as the 

information they provide during the investigation, are kept confidential to the extent possible. 

However, confidentiality cannot be guaranteed in light of the Agency’s obligations to conduct 

a thorough and comprehensive investigation and maintain a harassment-free workplace. 

An individual who reports harassment under this Directive may still pursue statutory, 

administrative, or collective bargaining remedies regarding an alleged act of harassment

(e.g., EEO complaint). Such other remedial processes use different procedures, have 

different rules, requirements, and timeframes, and may provide different remedies than are 

available under this Directive. Reporting harassment under this Directive does not satisfy 

the requirements or delay the time limits or deadlines applicable for initiating or pursuing 

redress through other processes. For more information on filing an EEO complaint, 

employees should visit the OMWI website, http://fdic01/division/OMWI/compl.html.

Individuals can find contact information for the FDIC’s Equal Opportunity Compliance and 

Training Branch in OMWI at https://fdicnet.fdic.gov/content/omwi/home/eeo/antiharrassment.html. 

Within five business days of the conclusion of an investigation, the Fact Finder notifies the 

person reporting the harassment and the alleged harasser that the investigation has been 

completed. Such notifications are retained in the official investigative file. Consistent with 

the Privacy Act, information about decisions to take or not take disciplinary action generally 

are not disclosed.

3. Preventive/Corrective Action

The Fact Finder provides the investigative findings to the appropriate management 

official. In most cases, this will be the alleged harasser’s immediate supervisor. 

However, the matter may be referred to a manager outside of the alleged harasser’s 

chain of command. FDIC management, in consultation with LERS and LEAS, 

determines what, if any, action to take as a result of the findings. If harassment has 
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occurred, the FDIC takes immediate, appropriate action. The FDIC takes action no later 

than 60 calendar days of receiving notice of a report of harassment, as appropriate.
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Responsibilities

A. Managers/Supervisors:

1. Do not engage in harassment or retaliatory conduct;

2. Immediately report allegations of harassment to the AHPC;

3. Participate and cooperate in the investigation process;

4. Take immediate action to stop/correct any harassment or retaliatory conduct;

5. Attend mandatory anti-harassment training;

6. Fully cooperate in an inquiry or fact-finding concerning an allegation of harassment; and

7. Comply with all applicable guidance and procedures referenced in this Directive.

B. Employees:

1. Do not engage in harassment;

2. Immediately report allegations of harassment to a management official, the AHPC, or a 

LERS Human Resources (HR) Specialist; and

3. Fully cooperate in an inquiry or fact-finding concerning an allegation of harassment. 

C. AHPC:

1. Oversees the FDIC’s Anti-Harassment Program;

2. Serves as a subject matter expert about issues related to this Directive;

3. Provides mandatory training for all managers and supervisors on how to identify and 

respond to incidents of harassment in the workplace;

4. Provides training for all employees about the anti-harassment policy and reporting

procedures; 

5. Coordinates program implementation with LERS, LEAS, and other Divisions/Offices, as 

appropriate;
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6. Advises and provides technical assistance to managers and supervisors in preventing 

and addressing allegations of harassment; 

7. Monitors program effectiveness by maintaining a system to track allegations and actions 

taken; 

8. Recommends program changes for enhancement;

9. Works with other FDIC program officials to effectively prevent and eliminate harassment 

in the workplace through a continuing education program;

10. Develops preventive strategies based on any identified trends, and maintains relevant 

documents collected in the fact finding inquiry in accordance with FDIC Directive 

1210.01, Records and Information Management Program;

11. Receives, gathers, and provides data required for reporting on allegations of harassment 

to the EEOC, other oversight agencies, or Congress; and

12. Ensures the Anti-Harassment Program policies and procedures are posted on the FDIC 

internal website and publicized throughout FDIC, including providing the policy and 

procedures to employees.

D. LERS:

1. In collaboration with LEAS, serves as Fact Finder to conduct investigations of allegations 

of harassment, where appropriate;

2. In collaboration with LEAS, provides advice and guidance to management on 

appropriate preventive or corrective action(s) to take in connection with allegations of 

harassment;

3. In collaboration with LEAS, notifies the AHPC when an investigation has been concluded

within five business days after its completion, provides the AHPC with a summary of the 

findings, and identifies what, if any, corrective action was taken; and

4. Notifies the individual reporting the harassment and the alleged harasser when an 

investigation has been concluded within five business days after its completion. 

E. LEAS:

1. In collaboration with LERS, serves as Fact Finder to conduct investigations of 

allegations of harassment, where appropriate; 
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2. In collaboration with LERS, provides advice and guidance to management on

appropriate preventive or corrective action(s) to take in connection with allegations of

harassment; and

3. In collaboration with LERS, notifies the AHPC when the investigation of an allegation of

harassment is completed, a summary of the findings, and what, if any, corrective action

was taken in connection with EEO conflict cases.

F. Contracting Officers:

Consult with the AHPC, LERS, and LEAS upon receiving an allegation of harassment from a

contractor.
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Appendix - Authorities

 Equal Employment Opportunity Commission (EEOC) Management Directive (MD) 715

 Section 717, of Title VII of the Civil Rights Act of 1964, as amended, 42 United States

Code (U.S.C.) § 2000e-16

 Section 501, of the Rehabilitation Act of 1973, as amended, 29 U.S.C. § 791

 The Age Discrimination in Employment Act of 1967, as amended, 29 U.S.C. §§ 621-634

 Genetic Information Nondiscrimination Act of 2008

 The Federal Labor-Management Relations Statute; 5 U.S.C. §§ 7101-7135

 Uniformed Services Employment and Reemployment Act of 1994; 38 U.S.C. §§ 4301-

4335

 Executive Order (E.O.) 11478, Equal Employment Opportunity in the Federal

Government

 E.O. 13087, Further Amendment to Executive Order 11478, Equal Employment

Opportunity in the Federal Government

 E.O. 13145, To Prohibit Discrimination in Federal Employment Based on Genetic

Information

 E.O. 13152, Further Amendment to Executive Order 11478, Equal Employment

Opportunity in Federal Government

 E.O. 13672, Prohibiting Discrimination Based on Sexual Orientation and Gender Identity

by Contractors and Subcontractors
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Appendix - Contact Information

Employees can contact the AHPC at Anti-Harassment@fdic.gov, and can find additional contact 

information on the FDIC internal website at https://fdicnet.fdic.gov/content/omwi/home/eeo/antiharrassment.html. 

FDIC’s Equal Opportunity Compliance and Training Branch in OMWI is available on the FDIC 

internal website at https://fdicnet.fdic.gov/content/omwi/home/eeo/anti-harrassment.html. 

For information on filing an EEO complaint, employees should visit the OMWI website, 

http://fdic01/division/OMWI/compl.html (FDIC internal website) or 

https://www.fdic.gov/about/diversity/eo/formalpro.html (FDIC.gov – FDIC external website).
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Glossary of Terms

Term Definition

Anti-Harassment Program 

Coordinator (AHPC)

The designated employee responsible for overseeing 

the implementation of the Anti-Harassment Program. 

Conduct Prohibited by this Directive

(“Harassment”)

Verbal or non-verbal conduct which is unwelcome to 

the individual and objectively offensive. For workplace 

harassment to be illegal, it must be either severe or 

pervasive, and based on a characteristic protected by 

a law enforced by the EEOC (e.g., Title VII of the Civil 

Rights Act). However, conduct need not rise to the 

level of illegal harassment to be prohibited by this 

Directive. For purposes of this Directive, this conduct 

will be referred to as “harassment.” 

The following are some examples of harassment 

prohibited by this Directive:

 Offensive jokes, comments, objects, or pictures.

 Unwelcome questions about a person’s identity

(e.g., disability status, gender identity, sexual

orientation, national origin, religion).

 Undue and unwelcome attention.

 Ridicule or mockery.

 Displaying offensive objects or pictures.

 Insults or put-downs.

 Unwelcome touching or contact.

 Unwelcome sexual advances.

 Requests for sexual favors.

 Other verbal or physical harassment of a sexual

nature.

 Slurs, epithets, or name-calling.
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Term Definition

 Threats or other forms of intimidation.

 Physical or sexual assault.

 Engaging in bullying, intimidating, or threatening 

behavior.

Fact Finder

An individual assigned to conduct a prompt, 

independent, thorough, and impartial investigation into 

alleged harassment. The Fact Finder generally will be 

a Human Resources Specialist in LERS, but a Fact 

Finder may also be another appropriate official 

depending on the circumstances, e.g., conflict of 

interest situations.
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Glossary of Acronyms

Acronym Definition

AHPC Anti-Harassment Program Coordinator

EEOC Equal Employment Opportunity Commission

LEAS Labor, Employment and Administration Section (Legal 

Division)

LERS Labor and Employee Relations Section (Division of 

Administration)

OIG Office of Inspector General

OMWI Office of Minority and Women Inclusion
FDIC/FY 2022 171

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT E | FDIC STRATEGIC PLAN

1 | Page

CONTENTS

CHAIRMAN’S MESSAGE ........................................................................................................2

MISSION, VISION, AND VALUES .............................................................................................3

Mission 3

Vision 3

Values 3

THE FDIC AND THE BANKING INDUSTRY: PERSPECTIVE AND OUTLOOK .....................................4

Introduction 4

The Impact of the Economy 5

Other Major Strategic Challenges 7

THE FDIC’S MAJOR PROGRAMS ...........................................................................................10

Insurance Program 11

Supervision Program 15

Supervision Program – Risk Management 17

Supervision Program – Consumer Protection and Economic Inclusion 21

Supervision Program – Resolution Planning 24

Receivership Management Program 27

Office of Inspector General ................................................................................................29

Appendices ......................................................................................................................30

Appendix A: The FDIC’s Strategic Planning Process 30

Appendix B: Enterprise Risk Management 32

Appendix C: The FDIC’s Use of Research, Data, and Analysis to Support Evidence-Based Policy 

Making and Program Management 33
2 | Page

CHAIRMAN’S MESSAGE

The Federal Deposit Insurance Corporation’s 2022–2026 Strategic Plan will guide our efforts to carry 

out the agency’s mission, including maintaining stability and public confidence in the nation’s 

financial system by insuring deposits, examining and supervising financial institutions for safety and 

soundness and consumer protection, making large and complex financial institutions resolvable, and 

managing receiverships. This plan was approved by the Board of Directors on December 14, 2021. 

This strategic plan comes at a moment of inflection for the agency and for our country as we move 

into our “new normal” amidst the ever-evolving pandemic. Since FDIC insurance began in 1934, we 

have protected bank depositors and buttressed trust in our banking system as our nation faced 

challenges large and small.

In this 2022–2026 Strategic Plan, we outline our strategic goals and objectives, and the means and 

strategies we will use to achieve them. We also identify challenges associated with a post-pandemic 

economy in the years to come. In turn, this strategic plan will be implemented through annual 

performance plans with goals, indicators, and targets for each strategic objective. Our goals are 

ambitious and our success is crucial to individuals, households, businesses, and communities across 

the country. 

I want to thank the FDIC workforce for their continued dedication and resilience during the pandemic. 

Their hard work has allowed the agency to achieve its mission during these unprecedented times and 

to move forward on important new initiatives, including encouraging innovation, supporting 

community and mission-driven banks, and fostering a banking system that can meet the needs of 

business and consumers across our nation. 

Jelena McWilliams

Chairman
3 | Page

MISSION, VISION, AND VALUES

Mission

The Federal Deposit Insurance Corporation 

(FDIC) is an independent agency created by the 

Congress to maintain stability and public 

confidence in the nation’s financial system by:

• Insuring deposits,

• Examining and supervising financial 

institutions for safety and soundness and 

consumer protection,

• Making large, complex financial 

institutions resolvable, and

• Managing receiverships.

Vision

The FDIC is a recognized leader in promoting 

sound public policies; addressing risks in the 

nation’s financial system; and carrying out its 

insurance, supervisory, consumer protection, 

resolution planning, and receivership 

management responsibilities.

Values

The FDIC and its employees have a tradition of 

distinguished public service. Six core values 

guide us in accomplishing our mission:

• Integrity. We adhere to the highest 

ethical and professional standards.

• Competence. We are a highly skilled, 

dedicated, and diverse workforce that 

is empowered to achieve outstanding 

results.

• Teamwork. We communicate and 

collaborate effectively with one 

another and with other regulatory 

agencies.

• Effectiveness. We respond quickly 

and successfully to risks in insured 

depository institutions and the 

financial system.

• Accountability. We are accountable 

to each other and to our stakeholders 

to operate in a financially responsible 

and operationally effective manner.

• Fairness. We respect individual 

viewpoints and treat one another and 

our stakeholders with impartiality, 

dignity, and trust.
4 | Page

THE FDIC AND THE BANKING INDUSTRY: 

PERSPECTIVE AND OUTLOOK

Introduction 

Congress created the FDIC in the Banking Act 

of 1933 to maintain stability and public 

confidence in the nation’s banking system. 

The statute provided a federal government 

guarantee of deposits in U.S. depository 

institutions so that depositors’ funds, within 

certain limits, would be safe and available to 

them in the event of a failure of an insured 

depository institution (IDI). The FDIC acts as 

receiver for IDIs that fail, and has resolution 

planning responsibilities for large, complex 

financial institutions. In addition to its role as 

insurer, the FDIC is the primary federal 

regulator of federally insured state-chartered 

banks that are not members of the Federal 

Reserve System. 

The FDIC carries out its mission through three 

major programs: insurance, supervision, and 

receivership management.

The Insurance Program encompasses the 

activities undertaken by the FDIC to administer 

the Deposit Insurance Fund (DIF), which is 

funded through assessments on IDIs as well as 

investment income, to resolve failed IDIs in the 

manner least costly to the DIF, and to provide 

depositors with timely access to their insured 

funds when an IDI fails.

The Supervision Program encompasses the 

activities undertaken by the FDIC to promote 

safe and sound operations and compliance 

with fair lending, consumer protection, and 

other applicable statutes and regulations by 

IDIs for which the FDIC is the primary federal 

regulator (in cooperation with state banking 

agencies). The FDIC also has backup 

supervisory responsibility for other IDIs for 

which the Board of Governors of the Federal 

Reserve System (FRB) and the Office of the 

Comptroller of the Currency (OCC) are the 

primary federal regulators.

PRIMARY FEDERAL 

REGULATOR

NUMBER OF 

INSTITUTIONS

TOTAL ASSETS (DOLLARS IN 

MILLIONS)

FDIC 3,171 $4,206,831

OCC 1,019 $15,082,333

FRB 724 $3,962,496

TOTAL 4,914 $23,251,660

Source: Quarterly Banking Profile. Data as of 9/30/2021.
5 | Page

The FDIC is responsible for monitoring and 

assessing risks posed by, and planning for the 

resolution of, large, complex financial 

institutions (LCFIs) under authority derived 

from the Federal Deposit Insurance Act (FDI 

Act) and the Wall Street Reform and Consumer 

Protection Act (Dodd-Frank Act). As part of this 

work, the FDIC and the FRB have joint 

responsibility for reviewing resolution plans 

submitted by large bank holding companies 

and designated nonbank financial companies 

that demonstrate how they would be resolved 

in a rapid and orderly manner in the event of 

financial distress; and, under specified 

circumstances, administer the orderly 

liquidations of covered financial companies.

The Receivership Management Program 

encompasses activities undertaken by the 

FDIC, in its capacity as receiver, to maximize 

net recoveries to the creditors of receiverships.

Over the next four years, the FDIC will face 

numerous issues and challenges in each of 

these major programs associated with a postpandemic economy and related impacts to the 

financial services industry and consumer and 

business preferences. Some of the major 

issues and challenges are addressed in more 

detail below.

The Impact of the Economy

The performance of the economy directly 

affects the performance of individual financial 

institutions and the overall banking industry. 

Interest rates, inflation, unemployment, the 

business cycle, and shocks to specific sectors 

like agriculture, energy, housing, or 

commercial real estate all influence lending 

and funding strategies of IDIs. Economic and 

financial conditions abroad also have an 

impact on the U.S. economy and on the 

performance of banks.

As of third quarter 2021, the United States had 

regained the output lost from a deep recession 

that occurred in early 2020 caused by the 

Coronavirus Disease 2019 (COVID-19)

pandemic. Significant government stimulus 

for individuals and small businesses in 2020 

and 2021 helped support the economy, with 

most programs ending in third quarter 2021. 

Restrictions on economic activity eased and 

vaccination rates improved in 2021, which 

further contributed to stronger economic 

growth. Consumer spending remains strong. 

In aggregate, household balance sheets 

remained resilient and household wealth 

increased from rising home prices and stock 

market valuations. Business investment 

continued to recover and returned to prepandemic levels. However, business and 

economic activity were constrained by supply 

chain bottlenecks and shortages. These factors 

along with stronger consumer demand 

contributed to higher inflation in 2021. Overall, 

the economic outlook is for continued 

moderate growth, although uncertainty 

remains, as lingering supply chain issues feed 

into inflationary pressures and businesses and 

individuals adjust to changes as the pandemic 

evolves. 

Banks generally entered this period of 

disruption with strong asset quality and capital 
6 | Page

and liquidity ratios, and were able to serve as a 

source of strength for the economy, 

individuals and small businesses throughout 

the global health epidemic.

Although loan balances contracted between 

the first quarter 2020 and the first quarter 

2021, the first such annual contraction since 

the third quarter 2011, financial institutions 

supported the economic recovery with lending 

through the first and second rounds of the 

Paycheck Protection Program and by working 

with impacted borrowers. The decline in loan 

volume and the persistent low interest rate 

environment caused contraction in the 

average net interest margin, which set three 

record lows over the past year. In contrast, 

deposits grew at unprecedented rates over the 

same period. In third quarter 2021, banks 

reported modest improvement in the average 

net interest margin supported by loan growth.

Despite these challenges, the banking industry 

remains resilient. Strong capital and liquidity 

levels support lending and help protect against 

potential losses. Industry-wide profitability (as 

measured by return on assets) remains strong. 

The number of problem institutions has fallen 

dramatically from the post-crisis high and is at 

its lowest level since 2008.

While the banking industry continues to 

perform well, the interest-rate environment 

and economic uncertainty continue to pose 

challenges for many institutions. 

Overall, the industry must manage interestrate risk, liquidity risk, and credit risk carefully 

to remain on a long-term, sustainable growth 

path.

The United States experienced the sharpest 

economic contraction in the post-WWII period 

in early 2020 with the sudden onset of the 

COVID-19 pandemic, and the unemployment 

rate reached double-digit levels. The resulting 

recession ended a period of subdued but 

sustained economic growth since the last 

recession ended in mid-2009. The subsequent 

labor market weakness, business closures, and 

lower interest rates all posed challenges to 

banks. Conditions improved considerably in 

2021, helped by expansive fiscal and monetary 

policy implemented in 2020 and 2021 to 

support businesses and consumers, the rollout

of vaccines, and reduced pandemic-related 

restrictions in economic activity. However, 

this economic environment has posed several 

key challenges for the banking industry. The 

economic outlook remains uncertain and 

depends on the path of the pandemic as well 

as the outlook for fiscal and monetary policy in 

their effects on economic activity and interest 

rates.

As of third quarter 2021, banks generally 

maintained strong asset quality, capital, and 

liquidity positions. Annual loan growth slowed 

in recent quarters; however, remains positive. 

Industry-wide profitability (as measured by the 

return on assets ratio) has been trending up, 

and the majority of banks report year-overyear growth in quarterly net income. The 

growth in net income is due to reductions in 
7 | Page

provisions for credit losses. The number of 

problem institutions remains near the lowest 

level since 2008.

Other Major Strategic 

Challenges

In addition to the challenges posed by the 

economy, the FDIC expects to face other 

challenges that will shape its priorities over the 

next four years.

Future of Community Banking. The FDIC is 

the primary federal regulator for most 

community banks, which make up 91 percent 

of FDIC-insured bank and thrift charters (up 

from 87 percent in 1984); hold a majority of 

deposits in rural and “micropolitan” counties 

(those with populations up to 50,000 people), 

including more than 600 U.S. counties where 

community banks hold 100 percent of all bank 

deposits; and account for 39 percent of the 

industry’s small loans to farms and 

businesses.1

 Despite their long-term resilience 

and continuing importance as a source of 

credit to the vital small business sector, 

community banks continue to face 

competitive challenges from non-community 

banks and non-bank financial technology 

competitors.

1 Based on the definition of community banks in the FDIC Community Banking Study, 2012.

Regional Banks

Regional banks have continued to grow in 

number, assets, and complexity. FDIC 

supervises a growing percentage of the 

regional bank universe, as community banks 

continue to merge and grow organically. FDIC 

also has both insurance risk monitoring and 

back-up supervisory responsibilities for the 

remaining regional banks. Similar to 

community bankers, regional banks face 

competitive challenges from large, complex 

financial institutions and non-bank technology 

competitors. An increasing number of regional 

banks have less traditional business models, 

including for example monoline operations, 

concentrated lending or funding operations, 

nationwide lending platforms, and other niche 

activities. 

Large, Complex Financial Institutions

(LCFIs). Although the FDIC is not the primary 

federal regulator for most large, complex IDIs, 

it has both insurance and back-up supervisory 

responsibilities for those institutions and acts 

as receiver for those that fail. The assets 

within the banking industry are concentrated 

today in a small number of large, complex 

banks that have highly diverse business 

strategies and complex legal and business 

structures that necessitate ongoing 

monitoring of their risks. These risks are 

intertwined among both their insured and 
8 | Page

uninsured subsidiaries, and the largest and 

most complex of these companies have 

significant international operations and 

interdependent counterparty relationships 

with one another that increase their 

complexity and risk.

Innovation, Information Technology, and 

Cybersecurity. Some banks have responded 

to the previously discussed economic 

challenges by investing in innovative 

technologies to boost profitability through 

reduced overhead expenses. Others are 

offering new services to their customers by 

partnering with technology companies on the 

front lines of innovation, or by adopting new 

technologies themselves. Cybersecurity 

threats continue to pose risks to banks, 

businesses, consumers, financial markets, and 

the FDIC. Some institutions are leveraging 

innovative technology solutions to enhance 

their resilience to a cybersecurity attack. In 

addition to addressing cybersecurity threats 

internally, the FDIC works collaboratively with 

other federal and state agencies to help ensure 

that FDIC-insured institutions also take 

appropriate steps to address this risk. 

Economic Inclusion. Based on a 2019 FDIC 

survey, 5.4 percent of U.S. households did not 

have an account at an IDI.

2

The FDIC recognizes that public confidence in

the banking system is strengthened when 

2 2015 National Survey of Unbanked and Underbanked Households, October 2016, October 2020. The survey found that 5.4 

percent of U.S. households (7.1 million households) did not have a bank or credit union account in 2019.

households effectively use the mainstream 

banking system to deposit funds securely, 

conduct basic financial transactions, 

accumulate savings, and access credit on safe 

and affordable terms. The FDIC will continue 

to promote greater economic inclusion and 

financial well-being by helping more 

underserved households and communities 

benefit from the products and services of FDICinsured institutions. The FDIC’s #GetBanked 

initiative encourages consumers to start a 

banking relationship. The FDIC also 

communicates directly with banks to promote 

the importance of offering safe and affordable 

bank accounts, such as checkless checking 

accounts. FDIC’s Money Smart program 

provides people with practical knowledge, 

skills-building opportunities, and resources to 

manage finances with confidence. 

This work requires engagement with banks of 

all sizes, as well as with local governments and 

community leaders. FDIC facilitates business 

and partnership opportunities and promotes 

financial education. By helping to connect 

banks and communities in new ways, and 

increasing awareness and use of affordable 

banking services, the FDIC strengthens the 

banking system and communities nationwide.
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Workforce Management and 

Development. The FDIC depends upon the 

talents and skills of its employees to 

accomplish its mission. Much of the FDIC’s 

current workforce is eligible to retire over the 

next decade, creating an opportunity to 

transform both the workforce and the manner 

in which the FDIC meets its mission. To 

address this workplace reality, the FDIC will 

continue to enhance its data collection and 

analysis efforts to inform development and 

implementation of succession management 

strategies over the next several years. These 

efforts will include specific recruitment and 

development strategies to support a high 

performing workforce that reflects the 

communities we serve by optimizing 

experiences throughout an employee’s 

career. These actions will ensure that the FDIC 

workplace is inclusive, free from unlawful 

discrimination, and provides equal 

opportunity and accessibility in all its 

employment and business activities. The FDIC 

has issued a 2021-2023 Diversity, Equity, and 

Inclusion Strategic Plan that guides its 

efforts. Strategies also include the 

modernization of learning and development 

by transforming the FDIC’s use of virtual 

learning, enhancing learning technology, and 

modernizing the training center.
10 | Page

THE FDIC’S MAJOR PROGRAMS

The FDIC has three major program areas or 

lines of business. The agency’s strategic goals 

for each of these programs are presented in 

the diagram below.

Program Areas Strategic Goals

Insurance

FDIC-insured deposits are protected from loss 

without recourse to taxpayer funding.

Supervision

FDIC-insured institutions are safe and sound.

FDIC-supervised institutions comply with federal 

consumer protection laws, including fair lending 

laws, and the Community Reinvestment Act 

(CRA).

Large, complex financial institutions are 

resolvable in an orderly manner.

Receivership Management Resolutions are orderly and receiverships are 

managed effectively.
11 | Page

Insurance Program

Program Description

Deposit insurance is a fundamental 

component of the FDIC’s role in maintaining 

stability and public confidence in the U.S. 

financial system. By promoting industry and 

consumer awareness of deposit insurance, the 

FDIC protects deposits at banks and savings

associations of all sizes. When IDIs fail, the 

FDIC ensures that customers have timely 

access to their insured deposits and other 

services. The basic limit of federal deposit 

insurance coverage is currently $250,000 per 

depositor. To keep pace with the evolving 

banking industry and maintain its readiness to 

protect insured depositors, the FDIC prepares 

and maintains contingency plans to promptly 

address a variety of types of IDI failures and 

conducts large scale simulations to test its 

plans.

The DIF must remain viable so that adequate 

funds are available to protect insured deposits 

in the event of an institution’s failure. The 

FDIC maintains a sufficient DIF balance by 

collecting risk-based insurance premiums from 

IDIs and through prudent fund investment 

strategies. The FDIC continually evaluates the 

adequacy of the DIF. It identifies risks to the 

insurance fund by analyzing regional, national, 

and global economic, financial, and financial 

institution developments, and by collecting 

and evaluating information through the 

supervisory process.

Strategic Goal 1

FDIC-insured deposits are protected from loss 

without recourse to taxpayer funding.

Strategic Objectives

1.1 The FDIC provides customers of failed 

insured depository institutions (IDIs) timely 

access to insured funds and financial 

services.

Means and Strategies: When an institution 

fails, the FDIC facilitates the transfer of the 

institution’s insured deposits to an assuming 

institution or pays insured depositors directly. 

The FDIC’s goal is to provide customers with 

access to their insured deposits within one to 

two business days. 

The FDIC continually monitors changes in 

financial institution operations and innovation 

within products and delivery channels to 

ensure the FDIC’s ability to handle potential 

financial institution failures. The FDIC 

develops, tests, and maintains contingency 

plans to ensure it is prepared to handle a wide 

range of potential failure scenarios, including 

the failure of a large financial institution; 

simultaneous, multiple failures; the failure of 

an institution with large international 

holdings; and the failure of an insured 

institution that operates primarily through 

digital channels. The FDIC also looks for ways 

to clarify deposit insurance regulations to 

meet industry changes and to expedite the 

insurance determination process.
12 | Page

External Factors: The goal of providing 

customers of failed institutions with access to 

their insured deposits within one to two 

business days is well established, but might be 

difficult to achieve in the case of an extremely 

large or complex institution or a sudden and 

unexpected failure. Regardless of timing to 

complete all deposit insurance 

determinations, no depositor would ultimately 

lose any portion of an insured deposit.

1.2 The FDIC promptly identifies and 

responds to potential risks to the Deposit 

Insurance Fund (DIF).

Means and Strategies: The FDIC, in 

cooperation with the other primary federal 

regulators, proactively identifies and evaluates 

the risk and financial condition of individual 

IDIs. It also identifies broader economic and 

financial risk factors, including the evolving 

technological landscape, that affect all insured 

institutions. It accomplishes these objectives 

through a wide variety of activities including 

the following:

• A risk-based deposit insurance assessment 

system, whereby institutions that pose 

greater risk to the DIF pay higher 

premiums;

• A strong examination and enforcement 

program;

• Collection and publication of detailed 

banking data and statistics; 

• A vigorous research program;

• An off-site monitoring system that employs 

sophisticated predictive tools to analyze 

and assess changes in banking profiles, 

activities, and risk factors;

• A comprehensive ongoing analysis of the 

risks in financial institutions with more 

than $10 billion in assets through the Large 

IDI Program and Institution Monitoring 

Program for LCFIs, including IDIs with 

assets above $100 billion for which the 

FDIC is not the primary federal regulator;

• Thorough and timely review of deposit 

insurance applications and other 

applications from IDIs; and

• A comprehensive framework for 

continually assessing risks to the banking 

industry.

External Factors: In spite of the 

comprehensive efforts undertaken by the FDIC 

to identify and respond to potential risks to the 

DIF, natural disasters, public policy changes, 

and sudden economic or financial market 

crises could cause broad losses within the 

financial services industry and the DIF. In 

addition, a fraud perpetrated on a financial 

institution could result in a sudden and 

unforeseen loss to the DIF.

1.3 The FDIC maintains a strong and 

adequately financed DIF.

Means and Strategies: The FDIC maintains 

the viability of the DIF by investing the fund, 

monitoring and responding to changes in the 

reserve ratio, collecting risk-based premiums, 

and evaluating the deposit insurance system in 

light of an evolving financial services industry. 
13 | Page

It regularly analyzes the growth or shrinkage of 

estimated insured deposits, the current 

assessment base, loss expectations, interest 

income earned on the fund, and operating 

expenses. This information is used to develop 

a schedule of risk-based assessment rates.

The banking industry remained resilient 

through 2021, despite the extraordinary 

challenges of the pandemic. As of September 

30, 2021, banks held a higher amount and 

quality of capital than just prior to the 2008-

2013 banking crisis. 

The DIF balance has risen every quarter since 

the end of 2009, and stood at a record $121.9

billion on September 30, 2021, up from $117.9

billion at the end of 2020. The reserve ratio 

stood at 1.27 percent at September 30, 2021, 

down from 1.29 percent at the end of 2020.

Extraordinary growth in insured deposits 

during the first and second quarters of 2020 

caused the reserve ratio to decline below the 

statutory minimum. As of June 30, 2020, the 

reserve ratio stood at 1.30 percent. On 

September 15, 2020, the Board adopted a 

Restoration Plan, as required by the FDI Act, to 

restore the DIF to at least 1.35 percent within 

eight years. Under the Restoration Plan, the 

FDIC maintained the schedule of assessment 

rates in place at the time for all IDIs and is 

monitoring deposit balance trends, potential 

losses, and other factors that affect the reserve 

ratio. Staff must update the Board at least 

semiannually. The most recent update was 

provided on June 15, 2021. 

The FDIC Board of Directors is statutorily 

required to establish a Designated Reserve 

Ratio (DRR) for the DIF that is not less than 1.35 

percent. But it may also establish a higher DRR 

and has set the DRR at 2.0 percent for every 

year since 2011. The FDIC views the 2.0 

percent DRR as a long-term goal and the 

minimum level needed to withstand future 

crises of the magnitude of past crises.

External Factors: Projections for the DIF are 

subject to considerable uncertainty. The FDIC 

will monitor deposit balance trends, potential 

losses, and other factors that affect the reserve 

ratio. The economic outlook has 

strengthened, and the banking system appears 

better positioned to withstand losses 

compared to prior periods of stress. Several 

factors, such as slower than expected

economic growth, market volatility, or 

additional fiscal and monetary stimulus could 

result in increased insured deposit growth or 

losses to the fund.

1.4 The FDIC resolves failed IDIs in the 

manner least costly to the DIF.

Means and Strategies: When an institution 

fails, the FDIC facilitates an orderly, least-cost 

resolution. Using an estimated value of the 

failing institution’s assets and liabilities, the 

FDIC markets the institution to potential 

bidders. After analyzing the bids received, the 

FDIC conducts a least-cost test determination 

and selects the least-cost strategy to pursue. 
14 | Page

External Factors: In accordance with law, if a 

failure threatens serious adverse systemic 

effects on economic conditions or financial 

stability, resolution strategies other than the 

least-cost resolution may be employed.

1.5 The FDIC provides the public and IDIs

access to clear and accurate information 

about federal deposit insurance coverage. 

Means and Strategies: To inform consumers 

and FDIC-insured institutions about federal 

deposit insurance coverage, the FDIC provides 

financial institutions with a variety of 

educational tools and materials designed to 

help customers understand their deposit 

insurance coverage.

In addition, the FDIC uses several other 

approaches to disseminate information on 

deposit insurance coverage, including the 

following:

• Operation of a National Center for 

Consumer and Depositor Assistance

staffed by specialists who respond to 

questions from depositors and bankers3

,

• Training and other educational 

opportunities to help bank employees 

better understand the FDIC’s deposit 

insurance rules,

• An array of web-based educational 

resources for consumers and bankers, and

3 877-ASK-FDIC (877-275-3342); 800-925-4618 (TDD-for hearing impaired).

• A wide range of publications and videos 

explaining how FDIC deposit insurance 

works.

External Factors: A significant rise in the 

volume of bank failures, or publicity that raises 

public concerns about the possibility of 

significant bank failures, could result in bank 

runs by misinformed depositors or public 

avoidance of IDIs. Timely, accurate, and 

understandable information is essential to 

mitigating these risks. An increased volume of 

bank failures and public concern about the 

possibility of additional failures could also 

result in substantial increases in the demand 

for information about FDIC insurance coverage 

that could temporarily exceed the FDIC’s 

capacity to provide such information. In such 

cases, the FDIC would augment staff resources 

for this function as quickly as possible.
15 | Page

Supervision Program

Program Description

The FDIC is the insurer for all IDIs in the United 

States, and the primary federal supervisor for 

state-chartered banks and savings institutions 

that are not members of the Federal Reserve 

System.4

 The FDIC’s roles as an insurer and 

primary supervisor are complementary, and 

many activities undertaken by the FDIC 

support both the insurance and supervision 

programs. Through conducting examinations, 

review of examination reports, use of off-site 

monitoring tools, and participation in 

examinations conducted by other federal 

regulators (either through agreements with 

these regulators or, in limited circumstances, 

under the exercise of the FDIC’s authority to 

conduct special (backup) examination 

activities), the FDIC regularly monitors the 

potential risks at all insured institutions, 

including those for which it is not the primary 

federal supervisor. The FDIC also takes into 

account supervisory considerations in the 

exercise of its authority to review and approve 

applications for deposit insurance from new 

institutions and other applications from IDIs, 

regardless of the chartering authority.

In addition, the FDIC has statutory 

responsibilities for certain bank holding 

companies and nonbank financial companies 

that are designated as systemically important. 

4 This includes state-licensed insured branches of foreign banks. As of 3/31/21, the FDIC had primary supervisory 

responsibility for 3,209 FDIC-insured, state-chartered commercial banks and savings institutions that are not members of the 

Federal Reserve System (generally referred to as “state non-member” institutions). 

The FDIC and FRB have joint responsibility for 

reviewing and assessing resolution plans 

developed by these companies that 

demonstrate how they would be resolved in a 

rapid and orderly manner in the event of 

financial distress. 

The FDIC pursues the following three strategic 

goals in fulfilling its supervisory 

responsibilities as the primary federal 

supervisor for state non-member banks and 

savings institutions, the backup supervisor for 

other FDIC-insured institutions, and the 

reviewer of resolution plans:

• FDIC-insured institutions are safe and 

sound.

• FDIC-supervised institutions are compliant 

with applicable laws, including federal 

consumer protection laws, fair lending 

laws, and the Community Reinvestment 

Act (CRA).

• Large, complex financial institutions are 

resolvable in an orderly manner.

The FDIC promotes safe and sound financial 

institution practices through regular risk 

management examinations; publication of

regulations, guidance and policy; ongoing 

communication with industry officials; and the 

review of applications submitted by FDICsupervised institutions, and in certain cases, 

non FDIC-supervised institutions, to expand 
16 | Page

their activities or locations. The FDIC also 

evaluates deposit insurance applications for 

de novo institutions, regardless of charter 

type. When appropriate, the FDIC has a range 

of informal and formal options available to 

require management to resolve safety-andsoundness problems identified at troubled

institutions. The FDIC also has staff dedicated 

to administering off-site monitoring programs 

and to enhancing the agency’s ability to timely 

identify emerging safety-and-soundness 

issues.

The FDIC promotes compliance by FDICsupervised institutions with federal consumer 

protection laws, fair lending statutes, and 

community reinvestment laws through a 

variety of activities, including ongoing 

communication with industry officials, regular 

compliance and Community Reinvestment Act 

(CRA) examinations, dissemination of 

information to consumers about their rights 

and required disclosures, and investigation 

and resolution of consumer complaints 

regarding FDIC-supervised institutions. The 

FDIC also has a range of informal and formal 

enforcement options available to resolve 

compliance problems identified at these 

institutions and their institution-affiliated 

parties.

The FDIC’s assessment of the resolution plans 

submitted by bank holding companies, other 

covered companies, and IDIs helps develop 

and improve its capabilities to administer large 

resolutions under any of the available 

authorities. For example, the actions firms 

take to address the shortcomings identified by 

the FDIC and the Federal Reserve Board in 

their resolution plans are intended to address 

potential impediments to resolvability under 

the Bankruptcy Code. That work in turn 

informs the FDIC’s strategic planning to 

conduct an orderly liquidation under the FDI 

Act or the Orderly Liquidation Authority (OLA), 

if necessary, to protect U.S. financial stability.

The FDIC may be called upon to resolve the 

failure of a large, systemically important 

financial company if failure under the 

Bankruptcy Code would threaten U.S. financial 

stability. In such circumstances, the authority 

exists to place the failed or failing financial 

company into an FDIC receivership process if 

no viable private-sector alternative is available 

to prevent the default of the company. The 

OLA is intended to ensure the rapid and 

orderly resolution of the failure of such a 

financial company in accordance with 

statutory mandates. The FDIC actively 

engages in, and will continue to refine, 

resolution plans and strategies and 

operational readiness initiatives to ensure that 

it is prepared, if necessary, to fulfill this 

responsibility.
17 | Page

Supervision Program – Risk 

Management

Strategic Goal 2

FDIC-insured institutions are safe and sound.

Strategic Objective

2.1 The FDIC exercises its statutory 

authority, in cooperation with other 

primary federal regulators and state 

agencies, to promote safe and sound 

practices at FDIC-insured institutions, 

including appropriate risk management.

Means and Strategies: As noted above, the 

FDIC is the primary federal supervisor for all 

state non-member banks and state-chartered 

savings institutions. For those institutions, the 

FDIC performs risk management (safety and 

soundness), trust, Bank Secrecy Act/AntiMoney Laundering, and Information 

Technology (IT) examinations in cooperation 

with state banking regulators. Most state 

banking agencies participate in an 

examination program under which certain 

community bank examinations are performed 

on an alternating basis by the state agency and 

the FDIC. The FDIC supervises regional banks 

jointly with the applicable states under a 

continuous examination model. 

In addition, the FDIC, OCC, and FRB conduct IT 

examinations of third-party technology service 

providers that provide a range of services to 

IDIs. As the threat of cyberattacks continues to 

be prominent, the FDIC engages with other 

regulators and the private sector to encourage 

IDIs and service providers to implement strong 

preventive programs and to exercise and refine 

protocols for addressing cyber events when 

preventive programs are overcome.

Risk management examinations are conducted 

according to statutorily established 

timeframes. Regional bank examinations are 

conducted on a continuous basis throughout 

the calendar year. Both community bank and 

regional bank examinations assess an 

institution’s overall financial condition, 

management practices and policies, 

compliance with applicable laws and 

regulations, and the adequacy of management 

and internal control systems to identify, 

measure, and control risks. Examination 

procedures may also detect the presence of 

fraud or insider abuse. In addition, the FDIC 

reviews the risk management capabilities of 

those FDIC-supervised institutions that apply 

for permission to engage in new or expanded 

business activities, including those associated 

with innovative technologies.

Communication and corrective action are 

important components of the FDIC’s strategy 

for promoting the safety and soundness of the 

institutions it supervises. Risks identified 

during an examination are discussed with the 

institution’s management and board of 

directors. If an examination reveals serious 

weaknesses in the operations of the institution 

or indicates that the institution is operating in 

a weakened financial condition, the FDIC may 

issue formal or informal enforcement actions 

that remain in effect until corrective actions 

are taken and the identified weaknesses are 

addressed. 
18 | Page

In the case of severe problems, the institution 

may be instructed to seek additional capital, 

merge with another institution, or liquidate.

The FDIC monitors individual institutions it 

supervises between examinations, and 

emerging trends across institutions, by 

analyzing Call Report data and examination 

findings relative to the emerging trends. To 

perform this analysis, the FDIC uses a 

combination of traditional analytical tools, and 

machine learning techniques. The FDIC’s 

statutory authority also gives it a degree of 

supervisory responsibility in its role as insurer 

for IDIs for which it is not the primary federal 

supervisor. The agency has staff in each of its 

regional offices that regularly review 

examination reports and other available 

information from the primary federal 

regulators for those institutions.

The FDIC also performs off-site monitoring of 

those institutions on an ongoing basis. In 

addition, certain larger, more complex

institutions are subject to more frequent 

onsite reviews and more robust off-site and 

ongoing monitoring. The FDIC also has the 

authority to conduct special (backup) 

examination activities for institutions for 

which is not the primary federal regulator. 

Under this authority, the FDIC participates in 

examinations of certain IDIs that present 

heightened risk to the DIF and designated 

large, complex IDIs.

Ensuring the safety and soundness of FDICinsured institutions over the next four years 

will require an effective supervisory program 

that incorporates the lessons learned from 

past financial crises and the recent health 

pandemic, identifies potential new risks that 

emerge, and responds quickly to such issues in 

an effective manner that maximizes the use of 

technology. The economic impact of the 

pandemic and potential longer-term shifts in 

demand for various property types, products 

and services create significant uncertainty for 

the coming period. Government stimulus 

programs have helped prevent asset quality 

deterioration, thus far, and have led to 

significant deposit inflows at institutions of all 

sizes. The low interest rate environment has 

negatively impacted institutions’ earnings, 

with net interest margins falling to historic 

lows. These factors combine to create a 

challenging operating environment for 

institutions. The pandemic-related shift to 

working from home also led to an increase in 

cybersecurity threats and attacks across all 

industries. Innovation creates opportunities 

for managing through these changes, 

including in creating more resilient 

information technology infrastructures. 

Through regular on-site examinations and 

interim contacts with state non-member 

institutions, FDIC staff will actively engage in a 

constructive dialogue with banks to ensure

that their policies to manage financial and 

operational risks are effective, and, where 

appropriate, FDIC staff will work closely with 

institutions that have significant exposure to 

these risks and encourage them to take 

appropriate steps to mitigate risks. 
19 | Page

The FDIC will use off-site monitoring to help 

identify institutions with outsized risk 

exposures and follow up with individual 

institutions to better understand their risk 

profiles.

Additionally, the FDIC will continue its efforts 

to promote offsite examination work where 

possible, by leveraging technologies used and 

lessons learned while examining through the 

pandemic. Cybersecurity is a risk area that will 

continue to receive particular attention. 

During this period, the FDIC will refine its IT 

examination program for insured institutions 

and major technology service providers, and 

increase its already robust collaboration with 

other regulators, law enforcement, and 

security agencies. In addition, in light of the 

risks posed to the DIF by large and complex 

banks and the FDIC’s responsibilities for 

systemically important financial institutions 

(SIFIs), the agency will continue to enhance its 

supervisory monitoring program for large and 

complex banks.

The FDIC dedicates significant resources to the 

continuing identification of emerging issues. It 

regularly reviews supervisory information from 

the thousands of examinations that are 

conducted annually as well as information 

from a variety of external data sources to 

identify and, where appropriate, initiate 

supervisory responses to newly identified 

areas of risk. For example, the FDIC is 

currently monitoring trends, opportunities, 

and risks in innovative technologies; 

evaluating the impact of innovation on 

banking, deposit insurance, oversight, 

inclusion, and consumer protection; and 

formulating strategy to respond to 

opportunities and challenges presented by 

technological innovation to supervised 

institutions. 

The FDIC also dedicates significant resources 

to developing and implementing supervisory 

technology (SupTech). Examples of SupTech 

that will be expanded over the coming years 

are a machine learning tool that identifies 

trends across examinations and pertinent 

weaknesses at individual institutions, an offsite monitoring tool that analyzes Call Report 

data to identify institutions vulnerable to 

financial deterioration, and analytical tools 

derived from a rapid prototyping competition 

that will allow analysis of more granular bank 

data on a more regular basis between 

examinations, supporting earlier identification 

of any problems at the institutions, across the 

financial sector, or in particular economic 

areas. 

The FDIC promotes safety and soundness 

through the development of or modification to 

regulatory policy. Identification of new or 

emerging risks may lead to a variety of policy 

responses depending on the nature and 

severity of the risk. The FDIC devotes 

significant resources to both domestic and 

international policy development and works 

collaboratively with other regulatory bodies in 

an effort to bolster the financial resilience of 

the banking system. 
20 | Page

While banks generally performed well through 

the global health crisis, the period of 

disruption offers an opportunity to evaluate 

policy effectiveness while also addressing any 

identified weaknesses.

The FDIC actively works to fulfill five statutory 

goals to support the preservation of minority 

depository institutions (MDIs). In addition to its 

outreach, technical assistance, and training 

and education programs, the FDIC facilitates 

engagement with MDIs and other missiondriven institutions; highlights the role they 

play in community development; promotes 

public and private partnerships to provide 

tools and resources to support these 

institutions; and explores ways to remove 

barriers to adoption of innovative technologies 

by these banks.

The FDIC has established and consults 

regularly with the Advisory Committee on 

Community Banking (CBAC), which advises the 

FDIC on the impact of FDIC supervisory policies 

and practices on community banks. Members 

of the Advisory Committee have a wide range 

of knowledge and experience related to 

community banks. The FDIC also engages 

regularly with the MDI Subcommittee of the 

CBAC.

External Factors: Several factors outside of 

the FDIC’s control could affect the successful 

achievement of this strategic objective. In 

accordance with statutorily established time 

frames, most risk management examinations 

of well-capitalized and well-managed state 

non-member institutions are point-in-time 

examinations that occur at 18-month intervals. 

Between examinations, institutions may enter 

new lines of business, extend their lending 

programs into riskier areas, or implement new 

technologies without the knowledge of the 

FDIC or state regulatory agencies. Major 

changes in economic conditions could also 

affect institutions between examinations. The 

FDIC will continue to improve off-site tools to 

analyze potential risks that may develop 

between examinations at individual 

institutions or across the financial sector.
21 | Page

Supervision Program –

Consumer Protection and 

Economic Inclusion

Strategic Goal 3

FDIC-supervised institutions are compliant 

with federal consumer protection laws, 

including fair lending laws, and the 

Community Reinvestment Act (CRA).

Strategic Objectives

3.1 The FDIC supervises institutions for 

compliance with applicable federal 

consumer protection laws, including fair 

lending laws; the law against unfair and

deceptive practices; and the CRA.

3.2 The FDIC provides clear and accessible

information to consumers about their rights 

under federal consumer protection and fair 

lending laws and regulations, including 

applicable disclosures.

3.3 The FDIC encourages IDIs to offer 

affordable checking and savings accounts 

and loan products that meet the needs of 

consumers.

The means and strategies used to achieve 

these strategic objectives and the external 

factors that could impact their achievement 

are described below.

3.1 The FDIC supervises institutions for 

compliance with applicable federal 

consumer protection laws, including fair 

lending laws; the law against unfair and

deceptive practices; and the CRA.

Means and Strategies: The FDIC pursues this 

strategic objective primarily through 

compliance and CRA examinations of all FDICsupervised institutions. CRA examinations are 

subject to statutory timelines, while 

compliance examinations are conducted 

according to timeframes established by FDIC 

policy. These examinations evaluate 

institutions’ compliance with consumer 

protection laws, unfair and deceptive acts or 

practices, CRA, and fair lending laws and 

regulations. 

If an examination reveals violations, the FDIC 

may implement either formal or informal 

enforcement actions to correct the identified 

violations. In unusual cases, non-compliance 

with consumer laws may subject the 

institution to significant legal risk, and could 

result in administrative enforcement actions or 

private litigation. In addition, when the FDIC 

has reason to believe that a “pattern or 

practice” of violations of fair lending laws has 

occurred at an institution, the FDIC is required 

by statute to refer the matter to the 

Department of Justice. An institution’s failure 

to comply with consumer protection, CRA, or 

fair lending laws and regulations might also 

affect the application of an FDIC-supervised 

institution seeking to engage in new or 

expanded business activities.

The FDIC sponsors or participates in numerous 

outreach and technical assistance activities 

designed to facilitate better understanding of 

and compliance with CRA, consumer 

protection, and fair lending laws and 

regulations by FDIC-supervised institutions. 
22 | Page

In addition, it actively participates in 

interagency policy development efforts and 

issues policy guidance. The FDIC focuses its 

examinations and other supervisory activities 

on those industry products, services, and 

practices that have the highest potential risk 

for violations of law that may result in 

potential harm to consumers.

External Factors: Most compliance and CRA 

examinations are point-in-time examinations 

that occur at scheduled intervals in 

accordance with FDIC policy. Between 

examinations, institutions may implement new 

products, services, or practices that hold 

significant potential risk for consumer harm 

without the knowledge of the FDIC. In 

addition, major changes in economic 

conditions could also affect institutions 

between examinations. During economic 

downturns, institutions sometimes elect to 

reduce costs by decreasing their internal 

resources dedicated to compliance.

3.2 The FDIC provides clear and accessible

information to consumers about their rights 

under applicable federal consumer 

protection and fair lending laws and 

regulations, including applicable 

disclosures.

Means and Strategies: The FDIC provides 

information about consumer protection and 

fair lending laws and regulations to help 

consumers understand their rights. This 

information is disseminated through 

brochures and other venues including social 

media, and the FDIC’s website 

(https://www.fdic.gov). The FDIC Consumer 

News is a monthly online newsletter for 

consumers, providing practical guidance on 

becoming a smarter, safer user of financial 

services. In addition, the FDIC frequently 

conducts or participates in educational 

seminars and conferences on consumer 

protection and fair lending issues to help both 

consumers and insured institutions better 

understand consumer protection, CRA, and fair

lending laws and regulations.

The FDIC maintains a National Center for 

Consumer and Depositor Assistance for 

investigating and responding to consumer 

complaints about FDIC-supervised institutions 

and deposit insurance inquiries under

established target timeframes. FDIC also 

promotes greater financial education and wellbeing, primarily through its award-winning 

Money Smart curriculum. The FDIC will 

continue to keep the Money Smart content 

relevant and research-based, while expanding 

collaborative relationships that result in its 

use. 

External Factors: Although the FDIC makes 

information available to a broad array of 

consumers, individual consumers may not 

always use it. In addition, increasing 

complexity and aggressive and targeted 

marketing increase the challenges consumers 

face in evaluating alternatives in the 

marketplace.
23 | Page

3.3 The FDIC encourages IDIs to offer 

affordable checking and savings accounts 

and loan products that meet the needs of 

consumers.

Means and Strategies: The FDIC has played a 

leadership role in recent years in promoting 

broader economic inclusion of underserved 

households within the nation’s banking system 

through the availability of safe and affordable 

transaction and saving accounts, as well as the 

opportunity to build credit profiles and borrow 

money to meet their needs. Most recently, 

FDIC Launched #GetBanked, a public 

awareness campaign encouraging consumers 

to open an account, harnessing the 

opportunity for millions of unbanked 

Americans to receive COVID-19 relief 

government payments safely and securely. 

Also, the FDIC’s Money Smart financial 

education curriculum is a key tool for pursuing 

this objective by helping target populations 

gain practical knowledge, skills-building 

opportunities, and resources they can use to 

manage their finances with confidence. The 

FDIC also sponsors or conducts research and 

demonstration projects, develops policy 

proposals, facilitates partnerships, and 

participates in targeted outreach and technical 

assistance activities with both the institutions 

it supervises and various community-based 

organizations to further this objective. 

The FDIC established and supports the 

Advisory Committee on Economic Inclusion to 

inform and support its economic inclusion 

strategies and to promote sound supervisory 

and public policies to help ensure that 

underserved households have access to 

mainstream financial products and services 

that are affordable, easy to understand, and 

not subject to unfair or unforeseen fees. In 

addition, on a biennial basis, the FDIC 

conducts jointly with the U.S. Census Bureau 

the only comprehensive, nationwide research 

survey called “How America Banks” regarding

the number of banked and unbanked

households in the U.S. The FDIC also engages 

banks; other federal, state and local 

government agencies; and non-profit 

organizations serving a broad spectrum of 

consumers and small businesses in building 

locally based coalitions to participate in 

financial education and information sharing. 

These coalitions promote local economic 

inclusion opportunities in communities where 

financial health and well-being has lagged the 

rest of the country. In each state and territory 

in the US, at least one FDIC Community Affairs 

specialist has responsibilities to promote 

economic inclusion. Some markets also have 

an Alliance for Economic Inclusion.

The FDIC will continue to pursue multi-year 

initiatives to support broader economic 

inclusion such as promoting account opening, 

strategies to improve financial well-being, 

build savings and improve credit records, and 

evaluate new technologies that can be 

responsibly used to expand banking services 

to underserved populations. The FDIC also will 

continue to work with federal and local 

partners to facilitate community development 

through affordable housing, small business 

development, and related initiatives.
24 | Page

External Factors: The access to credit of 

underserved households from mainstream 

financial institutions could be 

disproportionately affected during economic 

downturns or periods of economic stress. 

Changing technological and market conditions 

could also positively or negatively affect 

opportunities to expand economic inclusion in 

the nation’s banking system.

Supervision Program –

Resolution Planning

Strategic Goal 4

Large, complex financial institutions are 

resolvable in an orderly manner. 

Strategic Objective

4.1 Large, complex financial institutions are 

resolvable under the bankruptcy code or, 

for covered IDIs, the Federal Deposit 

Insurance (FDI) Act, as applicable.

4.2 In the event of the failure of a large, 

complex financial institution, the FDIC 

carries out the resolution in an orderly 

manner in accordance with statutory 

mandates.

The means and strategies used to achieve 

these strategic objectives and the external 

factors that could impact their achievement 

are described below.

4.1 Large, complex financial institutions are 

resolvable under the bankruptcy code or, 

for covered IDIs, the Federal Deposit 

Insurance (FDI) Act, as applicable.

Means and Strategies: Certain large financial 

companies are required to prepare and submit 

annually to the FDIC and FRB resolution plans, 

or “living wills,” demonstrating that they could 

be resolved in a rapid and orderly manner 

under the Bankruptcy Code (or other 

applicable insolvency regime) in the event of 

material financial distress or failure. Among 

other things, the resolution plans must identify 

each firm’s critical operations, core business 

lines, and the key obstacles to a rapid and 

orderly resolution. The FDIC and FRB share 

responsibility for reviewing the plans, 

assessing informational completeness and 

resolvability under the Bankruptcy Code, 

identifying and requiring firms to address any 

shortcomings, and providing firms with 

guidance on the submission of future plans. 

The FDIC has a complementary rule that 

requires certain IDIs to periodically submit 

resolution plans that would enable the FDIC, 

as receiver, to resolve their failure in an 

orderly, least-costly manner.

The FDIC’s review of resolution plans is 

intended to improve the resolvability of bank 

holding companies (and other designated 

financial companies) through the bankruptcy 

process and their subsidiary IDIs through the 

FDIC’s traditional resolution processes as 

deposit insurer. These reviews enhance the 

FDIC’s ability to prepare for possible large 

resolutions and its understanding of how the 

FDIC’s resolution authorities could be best 

used. The FDIC has established on- and off-site 

monitoring and risk assessment programs that 

support the FDIC’s review of the resolution 

plans submitted by these companies.
25 | Page

In addition, the FDIC employs multidisciplinary 

teams that include both supervisory and 

receivership management expertise in the 

review of these plans. The FDIC also 

collaborates closely with the primary federal 

supervisors for the affected IDIs in the review 

of these plans.

External Factors: The rapid and orderly 

resolution of a large, complex financial 

institution under either bankruptcy or Orderly 

Liquidation Authority may be complicated by 

legal and operational concerns that stem from 

the cross-border operations of many large, 

complex financial institutions. The FDIC 

actively works with foreign authorities to 

address these issues.

In addition, the sheer size and complexity of 

these firms pose legal and operational 

challenges to their resolution. Preplanning 

and structural and operational reforms by 

these companies are essential to achieving a 

rapid and orderly resolution under any legal 

framework. 

4.2 In the event of the failure of a large, 

complex financial institution, the FDIC 

carries out the resolution in an orderly 

manner in accordance with statutory 

mandates.

Means and Strategies: Large, complex 

financial institutions in the United States 

historically have been organized under a 

holding company structure, with a top-tier 

parent and operating subsidiaries that 

comprise hundreds, or even thousands, of 

interconnected entities that share funding and 

support services and span legal and regulatory 

jurisdictions across international borders. 

Functions and core business lines often are not 

aligned with individual legal entity structures, 

and critical operations cross legal entities and 

jurisdictions, with funding dispersed among 

affiliates as needs arise. These integrated legal 

structures present obstacles to the orderly 

resolution of one part of the company without 

triggering a costly collapse of the entire 

company and potentially transmitting adverse 

effects throughout the financial system.

To improve the ability of firms to be resolved in 

bankruptcy, the FDIC and FRB have worked 

closely with firms, and provided detailed 

feedback regarding key issues and obstacles to 

orderly resolution in bankruptcy. In response, 

firms have made significant changes to their 

operations and legal structure. The agencies 

also have fostered significant public 

transparency surrounding the resolution 

planning process to improve the public’s 

understanding of the progress that has been 

made. In addition to taking steps to improve 

resolvability under bankruptcy (the statutorily 

preferred option), the FDIC has been preparing 

contingency plans for firms to be resolved 

under the OLA, should that be necessary to 

protect U.S. financial stability. 

To ensure the FDIC’s operational readiness to 

conduct the resolution of a large, complex 

financial institution, the FDIC continues to 

update and refine its firm-specific contingency 

plans. In addition, the FDIC is developing 

operational procedures for administration of a 

receivership, if necessary. 
26 | Page

The FDIC conducts simulations and tabletop 

exercises and undertakes joint contingency 

planning with other U.S. and foreign regulatory 

authorities to enhance communications and

operational readiness, and it is exploring other 

opportunities to collaborate with U.S. and 

foreign authorities to ensure effective 

coordination and cooperation in a resolution.

In addition, the FDIC, together with other U.S. 

financial regulatory agencies, continues to 

develop its relationships with key regulatory 

authorities in other countries to facilitate 

closer coordination and cooperation in the 

event of the failure of a global SIFI. The FDIC 

also analyzes emerging issues and is 

enhancing its understanding of the legal and 

policy structures in other countries that might 

affect a rapid and orderly resolution.

The FDIC established the Systemic Resolution 

Advisory Committee to advise on the potential 

effects the failure of a large, complex financial 

institution would have on financial stability 

and economic conditions. Members of the 

Advisory Committee bring a wide range of 

knowledge and experience to resolutionrelated issues, including expertise in managing 

complex firms, administering bankruptcies, 

working within different legal jurisdictions, 

and understanding the application of 

accounting rules and practices.

External Factors: The specific facts 

surrounding the failure of a large, complex 

financial institution may affect the FDIC’s 

ability to execute a resolution as planned, 

especially considering the complex and 

interconnected nature and global reach of 

these firms. As part of its contingency 

planning efforts, the FDIC will seek to mitigate 

this risk by collecting and maintaining 

comprehensive, up-to-date information on 

these institutions that will support a rapid and 

orderly resolution, if that becomes necessary.
27 | Page

Receivership Management 

Program

Program Description

When an IDI fails, the FDIC is ordinarily 

appointed receiver. In that capacity, it 

assumes responsibility for efficiently 

recovering the maximum amount possible 

from the disposition of assets and the pursuit 

of claims in the receivership. Funds that are 

collected from the sale of assets and the 

disposition of valid claims are distributed to 

the creditors of the receivership according to 

priorities set by law.

The FDIC seeks to terminate receiverships in 

an orderly and expeditious manner. Once the 

FDIC has completed the disposition of the 

receivership’s assets and has resolved all 

obligations, claims, and other legal 

impediments, the receivership is terminated, 

and a final distribution is made to its creditors. 

Receivership creditors may include secured 

creditors, unsecured creditors (including 

general trade creditors), subordinate debt 

holders, shareholders, uninsured depositors, 

and the DIF (as subrogee). The FDIC, in its 

corporate capacity, is often the largest creditor 

of the receivership.

Strategic Goal 5

Resolutions are orderly and receiverships are 

managed effectively.

Strategic Objectives

5.1 The FDIC manages receiverships to 

maximize net return and terminates them in 

an orderly and timely manner.

5.2 The FDIC investigates potential

recoveries, including claims against 

professionals, and pursues them if deemed 

to be meritorious and expected to be costeffective.

The means and strategies used to achieve 

these strategic objectives and the external 

factors that could impact their achievement 

are described below.

5.1 The FDIC manages receiverships to 

maximize net return and terminates them in 

an orderly and timely manner.

Means and Strategies: Under the FDIC Act, 

the FDIC, in its receivership capacity, manages 

the assets of failed IDI receiverships to 

preserve their value and to dispose of them as 

quickly as possible, consistent with the 

objective of maximizing the net return on 

those assets. The oversight and prompt 

termination of receiverships preserves value 

for the uninsured depositors and other 

receivership claimants by reducing overhead 

and other holding costs. By quickly returning 

the assets of a failed institution to the private 

sector, the FDIC maximizes net recoveries and 

minimizes disruption to the local community. 
28 | Page

In fulfilling its responsibilities to creditors of 

failed institutions, the FDIC, as receiver, 

manages and sells the receivership assets 

using a variety of strategies. Given adequate 

time to prepare for a resolution, the FDIC 

develops a virtual data room and an asset 

valuation review to solicit bidders and sell as 

many of the IDI’s assets as possible at closing

or shortly thereafter. The FDIC manages the 

remaining assets in a cost-effective manner to 

preserve value until they can be marketed and 

sold. Most of the remaining assets are 

marketed within 120 days after an IDI fails

unless they are identified for an alternative 

disposition strategy (i.e., joint venture or 

securitization). 

External Factors: A severe economic 

downturn could lead to more IDI failures and 

could affect the pace at which the FDIC 

markets assets and terminates receiverships. 

Other factors, such as extended litigation and 

problems resolving environmentally tainted 

receivership properties, might also delay the 

termination of a receivership.

5.2 The FDIC investigates potential

recoveries, including claims against 

professionals, and pursues them if deemed 

to be meritorious and expected to be costeffective.

Means and Strategies: When an IDI fails, the 

FDIC, as receiver, acquires a group of legal 

rights, titles, and privileges generally known as 

professional liability claims. The FDIC’s 

attorneys and investigators work together to 

identify and pursue claims arising from the 

failure of an IDI that are deemed to be 

meritorious and expected to be cost-effective. 

The team conducts a factual investigation of 

the events that contributed to losses at the IDI

as well as legal research and analysis of the 

facts and potential claims. Innovative data 

capture and analytics techniques are used to 

gain efficiencies throughout the investigative 

process. For each potential claim, the team 

recommends whether the claim should be 

pursued based on an assessment of its merits 

and the likelihood of a recovery exceeding the 

estimated cost of pursuing the claim. The 

timely investigation and evaluation of 

potential claims enables the FDIC to identify 

opportunities to maximize recoveries to each 

receivership and to hold accountable 

directors, officers, and professionals who 

cause losses to IDIs. This process also 

enhances industry awareness of sound 

corporate governance standards. 

External Factors: Potential claims are 

generally subject to statutes of limitations that 

establish time limits for the claim to be filed. A 

substantial increase in the number of failures 

could make it difficult to complete 

investigations of all potential claims and 

determine within the established time limit 

whether to pursue claims. The same situation

could occur with very complex investigations 

or claims. Other obstacles to timely 

investigation and evaluation of claims include 

difficulty accessing critical information or 

witnesses. In such cases, the FDIC may seek to 

enter into tolling agreements with the 

potential defendants to extend the allowable 

timeframe for the claims to be filed.
29 | Page

OFFICE OF INSPECTOR GENERAL

The Office of Inspector General

The FDIC’s Office of Inspector General (OIG) is 

an independent organizational unit 

established under the Inspector General Act of 

1978, as amended, that conducts audits, 

evaluations, investigations, and other reviews 

of FDIC programs and operations. The OIG’s 

mission is to promote the economy, efficiency, 

and effectiveness of FDIC programs and 

operations, and to prevent, deter, and detect 

waste, fraud, abuse, and misconduct in FDIC 

programs and operations.

The OIG aims to drive change and make a 

difference by prompting and encouraging 

improvements and efficiencies at the FDIC, 

help preserve the integrity of the agency and 

the banking system, and protect depositors 

and financial consumers. To accomplish its 

mission and achieve its vision, the OIG has 

established the following six goals:

• Conduct superior, high-quality audits, 

evaluations, and reviews;

• Investigate significant matters of 

wrongdoing and misconduct relating 

to FDIC employees, contractors, and 

institutions;

• Strengthen relations with partners and 

stakeholders;

• Administer resources prudently, safely, 

securely, and efficiently;

• Exercise leadership skills at all levels 

within the organization; and

• Promote teamwork within the Office.

The OIG also has developed internal objectives 

to accomplish these goals.

Additional information about the OIG, 

including a copy of the OIG’s Strategic Plan, 

can be found at https://www.fdicoig.gov.
30 | Page

APPENDICES

Appendix A: The FDIC’s 

Strategic Planning Process

Introduction

The FDIC is subject to the requirements of the 

Government Performance and Results Act 

(GPRA) as modified by the GPRA Modernization 

Act of 2010 and certain provisions of Title I, 

Federal Evidence-Building Activities of the 

Foundations for Evidence-Based Policymaking 

Act of 2018. In accordance with the 

requirements of these statutes, the FDIC 

reviews and updates its Strategic Plan every 

four years, publishes Annual Performance 

Plans and Performance Reports, and conducts 

program evaluations to assess whether the 

agency’s programs are achieving their stated 

purposes.

Annual Performance Plan and Report

The FDIC Strategic Plan is implemented 

through annual performance plans. The 

annual plans identify annual performance 

goals, indicators, and targets for each strategic 

objective. The FDIC submits an Annual Report 

to Congress in February of each year that 

compares actual performance to the annual 

performance goals for the prior year. This 

report is also made available to FDIC 

stakeholders and the public through 

https://www.fdic.gov. 

Long-term strategic goals and objectives are 

expressed in outcome terms, and selected 

outcome measures are included in the 

agency’s annual performance plans. However, 

many of the performance indicators in these 

annual plans are process measures (for 

example, completing required examinations). 

It is often difficult to establish a direct causal 

relationship between the agency’s activities 

and the outcomes experienced by insured 

institutions. The FDIC continues to work with 

the other regulatory agencies to improve its 

performance measures.

Corporate Planning and Performance 

Management Process

The FDIC establishes performance goals 

annually through an integrated planning and 

budgeting process. In formulating these 

performance goals, the agency considers the 

external economic environment, the condition 

of the banking and financial services industry 

(including potential risks), projected workload 

requirements, and other corporate priorities. 

Agency plans also may be influenced by the 

results of program evaluations and 

management studies, prior year performance 

results, and other factors. Based on this 

information, planning guidance is established 

by senior management with input from 

program personnel.

After annual performance goals are 

established, a proposed annual corporate 

operating budget is developed, taking into 

account the financial, human capital, 

technological, and other resources required to 

accomplish core mission responsibilities and 

other annual performance goals. 
31 | Page

The budget is typically approved by the Board 

of Directors in December.

Annual performance goals are communicated 

to employees through established supervisory 

channels, the internal FDIC website, and other 

means. Staff prepares progress reports, and 

senior management conducts performance 

reviews quarterly.

Stakeholder Consultation

The FDIC requested comment from 

stakeholders and the public on a draft of this 

strategic plan through a posting on the FDIC 

website for a 14-day period in August 2021. All 

comments and suggestions were carefully 

reviewed and changes made to the plan where

appropriate.
32 | Page

Appendix B: Enterprise Risk 

Management

Enterprise Risk Management

Enterprise Risk Management (ERM) is a way to 

better anticipate, prioritize, and manage risks 

across an agency. The FDIC’s ERM program 

aims to address the full spectrum of significant 

internal and external risks facing the agency 

and the combined impact of those risks as an 

interrelated portfolio.

The FDIC integrates ERM into its strategic 

planning and budgeting processes to inform 

decision-making and resource 

deployment. Each year, the FDIC develops 

funding requests and corporate-wide goals 

that consider identified risks. Higher rated 

risks may warrant increases to financial or 

personnel resources.

Key ERM program components include the 

Risk Appetite Statement, Risk Profile, and Risk 

Inventory. The Risk Appetite Statement serves 

as a guide for setting strategic goals and 

objectives and communicates the 

Corporation’s views about the level of risk 

taking that is acceptable across various agency 

programs and operations. The Risk Appetite 

Statement considers the following eight risk 

categories: strategic, compliance, reporting, 

operational, reputational, financial, 

technological, and external risks. 

FDIC’s Risk Inventory is a comprehensive, 

detailed list of risks that could hamper the 

FDIC’s ability to achieve its goals and 

objectives. Divisions and offices identify risks 

through risk assessments, internal reviews,

audits and evaluations, risk committees, and 

ORMIC research and reviews. Divisions and 

offices assign residual risk level ratings based 

on the impact and likelihood of the risk 

occurring, identify risk mitigations for higherrated risks, and track mitigation activities to 

completion.

The Risk Profile is a prioritized inventory of the 

most significant risks identified and assessed 

through the risk assessment process. ORMIC 

maps underlying Risk Inventory items to 

higher-level Risk Profile items then assigns a 

mitigation coverage level, risk trend, and 

residual risk level to each Risk Profile 

item. ORMIC vets this information with the 

divisions and offices and deputies to the 

Chairman. The Risk Inventory and Risk Profile 

are living documents that are updated as 

needed and formally validated each 

summer. The CRO presents the Risk Profile to 

the FDIC Operating Committee—the FDIC’s 

ERM oversight body—for review, discussion, 

and annual confirmation. The CRO also 

provides quarterly ERM briefings to the 

Chairman and Operating Committee and 

semiannual briefings to the FDIC Audit 

Committee, a standing committee of the FDIC 

Board of Directors.
33 | Page

Appendix C: The FDIC’s Use of 

Research, Data, and Analysis 

to Support Evidence-Based 

Policy Making and Program 

Management

The Foundations for Evidence-Based 

Policymaking Act of 2018 requires the FDIC to 

assess as part of its strategic plan the 

coverage, quality, methods, effectiveness, and 

independence of the statistics, evaluation, 

research, and analysis efforts of the FDIC. The 

FDIC has long recognized that data is one of its 

most important resources for accomplishing 

its mission responsibilities, both for internal 

use and for dissemination to the financial 

industry and other stakeholders. The FDIC 

collects and utilizes data from individual 

financial institutions and other sources to 

assess risks and establish risk-based insurance 

premiums for insured depository institutions 

(IDIs), conduct bank examination and other 

supervisory activities for FDIC-supervised IDIs, 

evaluate the resolution plans of large and 

systemically important IDIs, and resolve IDI 

failures at the least cost to the Deposit 

Insurance Fund. It is essential that this 

information on which the FDIC relies in 

performing these functions be complete and 

accurate. 

Statistics, Data Collection, and Analysis

The FDIC relies on the collection and analysis 

of data from FDIC-insured institutions and 

other sources to carry out virtually all of its 

core business processes. These data are 

aggregated and maintained in multiple 

systems and databases used by employees 

throughout the agency to perform their day-today duties and responsibilities. The major 

systems/databases include the following:

• Central Data Repository (CDR), which 

maintains core financial information 

collected quarterly from all FDICinsured institutions for use by all 

federal bank regulatory agencies.

• Institution Directory (ID), which 

contains comprehensive, up-to-date 

financial and demographic data for 

every FDIC-insured institution. 

• Structure Information Management 

System (SIMS), which holds detailed 

location and demographic information 

on offices and branches of FDICinsured institutions.

• Statistics on Depository Institutions 

(SDI), which maintains the latest 

comprehensive financial and 

demographic data for every FDICinsured institution.

• Summary of Deposits (SOD), which 

collects and maintains annually 

information on branch office deposits 

for all FDIC-insured institutions, 

including insured U.S. branches of 

foreign banks.

• Survey of Household Use of Banking 

and Financial Services, which collects 

information biennially from U.S. 

households (in partnership with the 

U.S. Bureau of the Census) on bank 

account ownership, the primary 
34 | Page

methods banked households use to 

access their bank accounts, bank 

branch visits, use of prepaid cards and 

nonbank financial transaction services, 

and use of bank and nonbank credit.

• Small Business Lending Survey, a 

nationally representative survey of U.S. 

banks and their small business lending 

practices.

• Failed Bank Data, a unique research 

database that contains detailed 

financial and other information 

collected by the FDIC during the 

resolution of FDIC-insured institution 

failures.

• Enterprise Data Warehouse, which 

provides FDIC employees a centrally 

managed, high-quality, and highly 

secure data platform for corporate and 

divisional data analysis, reporting, and 

decision-making.

The FDIC makes its data and risk analysis 

available to the public through a variety of 

regular publications, including the Quarterly 

Bank Profile, FDIC Quarterly, Supervisory 

Insights Journal, Consumer Compliance 

Supervisory Highlights, and How America 

Banks. It also makes this data available to the 

public for research and other purposes on its 

website through Bank Find Suite, a database 

that identifies whether an institution is FDICinsured and provides detailed historical 

information on the institution, including past 

mergers and acquisitions. The FDIC is 

modernizing its public-facing data and 

analytical tools to improve functionality and 

ease of user access.

Research and Evaluation Activities

As a preeminent banking research 

organization, the FDIC maintains a vigorous 

research and publications program, managed 

by its Division of Insurance and Research (DIR), 

on an array of issues and topics of importance 

to the banking industry. This includes 

extensive and ongoing analysis of the 

economy and potential risks to the banking 

industry, sectors of that industry, or individual 

financial institutions. Sound economic 

analysis is critical to prudently managing the 

Deposit Insurance Fund and fulfilling the 

FDIC’s deposit insurance mission. It also 

permits the FDIC to focus its supervisory 

efforts on the areas of greatest risk and to 

resolve IDI failures at the least cost to the 

Deposit Insurance Fund. The FDIC’s economic 

analyses are evaluated and discussed on an 

ongoing basis through the interdivisional Risk 

Analysis Center in Washington and 

interdivisional Regional Risk Committees in 

each of the FDIC’s regional offices. 

Much of DIR’s formal research program is 

conducted in collaboration with the academic 

community through the Center for Financial 

Research (CFR), which was established in 2004. 

The purpose of the CFR’s research program is 

to expand knowledge and understanding and 

to prompt discussion among the FDIC’s many 

stakeholders on issues affecting the banking 

system. The research focuses on banking 

industry developments, risk measurement and 

management methods, regulatory policy, and 

related topics. Research findings are 

disseminated through meetings of the 
35 | Page

Advisory Committee on Community Banking 

and the Advisory Committee on Economic 

Inclusion, CFR Working Papers, FDIC Staff 

Studies, survey reports, articles in 

independent, peer-reviewed professional 

journals, and presentations at professional 

and academic conferences and other events. 

Completed studies can be found on fdic.gov.

Other FDIC divisions and offices also 

continually perform research, program 

analysis, and evaluation activities both to 

assess their organizational performance and to 

identify program and process improvements 

that would enhance their effectiveness in 

meeting strategic and annual goals and 

objectives, and employee perspectives are 

collected and analyzed through the annual 

Federal Employee Viewpoint Survey. Research 

and analysis are often shared across divisions 

and offices in a consultative process and are 

used operationally to inform organizational 

learning, program management, and 

performance management. In addition, the 

Office of Program Audits and Evaluations, in 

the FDIC’s independent Office of Inspector 

General, conducts program evaluations and 

performance audits to assess the effectiveness 

and efficiency of FDIC programs and 

operations. The Office of Risk Management 

and Internal Controls also performs 

independent audits and evaluations of FDIC 

programs and operations to ensure that they 

are operating efficiently and effectively and 

accomplishing their intended objectives. 

Program evaluations are collaborative efforts 

that may involve management and staff from 

multiple divisions and offices. 

Data Management and Governance

The FDIC seeks to manage its data as a 

corporate resource. This is fundamental to 

empowering FDIC staff at all levels of the 

organization to perform their responsibilities. 

In 2020, the FDIC appointed a new Chief Data 

Officer (CDO) and launched the Enterprise Data 

Governance Group to develop an enterprise 

data management strategy and implement a 

new enterprise data governance framework. 

In conjunction with that initiative, the CDO is 

leading a corporate-wide effort to establish a 

target data architecture for a new cloud data 

platform, implement a data literacy program, 

and create an enterprise data catalog. The 

CDO is also collaborating with the FDIC’s 

Corporate University (CU) to develop training 

for employees on the use of these new tools. 

CU provides employees in all disciplines with 

career-long learning and development 

opportunities to equip them to meet the 

Corporation’s current and future skills needs, 

including data analysis skills that are central to 

each of the FDIC’s major business programs.

The FDIC is also pursuing data security 

initiatives to protect confidential and sensitive 

data from unauthorized access or misuse. The 

FDIC’s multi-year IT Modernization Program 

initiated in 2020 includes initiatives intended 

to mature the Corporation’s cybersecurity 

capabilities to ensure the continued 

confidentiality, availability, and integrity of 

FDIC systems and data. The FDIC will continue 

to implement current and emerging federal 

information security regulations, policies, and 

practices, including those governing the 
36 | Page

collection, access, and use of data generated 

by the FDIC in the execution of its mission.

Technology and Innovation

The FDIC established the FDIC Tech Lab 

(FDITECH) in 2019 to promote experimentation 

with innovative emerging technologies and, 

where appropriate, accelerate their adoption 

by both FDIC-insured and supervised 

institutions and by the FDIC. Many initiatives 

being pursued by FDITECH in partnership with 

FDIC business divisions hold the promise of 

increasing the FDIC’s analytical capabilities. 

For example, the FDIC is experimenting with 

the application of artificial intelligence and 

machine learning technologies to its bank 

examination reports to identify cross-cutting 

risks. It is also planning to pilot a number of 

third-party proposals that emerged from a 

Rapid Phased Prototyping competition 

completed in 2021 that would provide the FDIC 

access to supplemental bank information (e.g., 

loan information) that could facilitate 

continuous offsite monitoring and analysis of 

risk in individual institutions.
FDIC/FY 2022 209

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT F | FDIC ALTERNATIVE DISPUTE RESOLUTION PROCEDURES
_________________________________________________________________________________________

CPB 2000.1 1 March 28, 2018

OFFICE OF MINORITY AND WOMEN INCLUSION

INTERNAL POLICY

TYPE AND NUMBER

CPB 2000.1

CONTACT

Michael Moran

TELEPHONE NUMBER

(703) 562-6073

DATE: March 26, 2018

DATE OF CANCELLATION (Bulletins Only)

TO: Office of Minority and Women Inclusion Staff

FROM: Saul Schwartz

Director, Office of Minority and Women Inclusion

SUBJECT: Equal Employment Opportunity Alternative Dispute Resolution 

Program

1. Purpose To establish and define guidelines and procedures for the administration 

of and participation in the Federal Deposit Insurance Corporation’s 

(FDIC or Agency) Equal Employment Opportunity (EEO) Alternative 

Dispute Resolution (ADR) program.

2. Policy It is the policy of the FDIC to use mediation, a form of ADR, as 

appropriate, to resolve informal and formal EEO complaints at the 

earliest opportunity within the EEO complaint process. 

3. Background The U.S. Equal Employment Opportunity Commission’s (EEOC) 

revised regulation at 29 C.F.R. §1614.102(b)(2) requires Federal 

agencies to establish or make available an ADR program in conjunction 

with the processing of complaints of employment discrimination.

This internal policy was developed to: (1) provide an informal

alternative to the EEO process; and (2) provide employees with an 

opportunity for a confidential and informal attempt to resolve their 

concerns at the lowest possible level, while allowing the parties to 

participate actively in the resolution of the dispute. 

The Office of Minority and Women Inclusion (OMWI), Complaints 

Processing Branch (CPB) manages the EEO ADR program.

4. Authority Section 3 of Public Law 101-552, as amended by the Administrative 

Dispute Resolution Act of 1996 (Public Law 104-320, 5 U.S.C. §§571-

584) (ADR Act). 
_________________________________________________________________________________________

CPB 2000.1 2 March 28, 2018

EEOC regulations at 29 C.F.R. §1614.102(b)(2).

5. Complaints 

Processing 

Branch ADR 

Program

The FDIC is dedicated to diversity and inclusion and equal opportunity 

in all its employment policies, practices, and programs. 

ADR has proven to be an effective tool for resolving workplace disputes 

faster, more economically, and in a non-adversarial forum. Mediation is 

one form of ADR, and is a problem solving technique which uses 

neutral third parties to resolve disputes. The use of mediation 

encourages and facilitates early resolution of workplace disputes by the 

good faith participation of management and aggrieved employees. 

Mediation promotes principles and practices that facilitate open 

communication and improve working relationships. Using mediation to 

resolve workplace disputes demonstrates the agency’s commitment to 

providing a confidential non-adversarial approach to problem solving, 

while promoting joint ownership of solutions.

Mediation is available throughout the EEO complaint process. OMWI 

uses certified contract mediators who are trained in various ADR 

techniques. 

a. Mediation is Voluntary, Neutral and Confidential

EEO mediation is voluntary for an aggrieved party/complainant and the 

mediation discussions are confidential. 

The mediator is a contract neutral who will not take sides with either 

party, but will assist in facilitating a resolution of the claims at issue in 

the EEO complaint, as well as other issues that may come up during the 

mediation session.

The FDIC requires managers and supervisors to make every effort to 

resolve workplace disputes with their employees. Thus, if an aggrieved 

party/complainant elects to use mediation in lieu of EEO Counseling,

or during the formal EEO complaint stage to resolve an EEO complaint, 

management is required to participate in the mediation session, the 

appropriate management official is required to participate in the process 

and attempt to resolve the dispute in good faith. 

Confidentiality is essential to the success of all ADR proceedings. All 

ADR processes will assure information is not disclosed consistent with 

the provisions of the ADR Act. This will enable parties to be 

forthcoming and candid, without fear that their statements may later be 

used against them. The parties will not discuss confidential 
_________________________________________________________________________________________

CPB 2000.1 3 March 28, 2018

communications outside the mediation process. Neutrals will not reveal 

to the Agency staff or management, confidential communications 

disclosed during the mediation session.

b. Stages of the EEO Complaint Process when EEO Mediation 

is Available

Mediation is available during informal counseling stage; during the 

processing at the formal complaint stage; and during the hearing stage

of the EEO complaint. The EEOC oversees mediations during the 

hearing stage. Most mediations occur during the informal counseling 

stage. 

OMWI has discretion to determine whether a given dispute is 

appropriate for EEO mediation. At the informal stage, an aggrieved 

person may elect mediation instead of EEO counseling. At the formal 

stage, OMWI may offer mediation at any time, up until the final agency 

decision is issued. 

c. Timeframes of the EEO Administrative Process and the 

EEO ADR Process

The informal EEO counseling stage takes place within 30 calendar days 

from an aggrieved individual’s first contact with OMWI or the EEO 

Counselor. If mediation is deemed to be appropriate, the aggrieved 

individual will be afforded the opportunity to elect EEO mediation. 

Examples of matters that may be appropriate for mediation include, but 

are not limited to, denial of promotion, harassment, unfavorable 

performance rating, and disciplinary action.

If mediation is elected, the timeframe for the informal EEO process is 

extended an additional 60 calendar days; however, OMWI will attempt 

to schedule mediation within 30-60 calendar days from the aggrieved

person’s initial contact with OMWI or the EEO Counselor. The total 

timeframe of the informal EEO stage, if mediation is elected, should not 

exceed 90 calendar days.

During the formal stage, if mediation is deemed appropriate and offered 

by OMWI, and accepted by the complainant, attempts will be made to 

schedule mediation within 30 calendar days from the date it is accepted. 

OMWI may initiate mediation at complainant’s and/or the Agency’s 

request.
_________________________________________________________________________________________

CPB 2000.1 4 March 28, 2018

A mediation session may take four to six hours and is normally 

conducted face-to-face when possible. If not possible or feasible, the 

mediation session may be conducted via VTC or conference call. 

At any point in the process after the aggrieved party/complainant has 

decided to enter mediation, the aggrieved party/complainant may 

terminate the mediation process and resume the EEO complaint process. 

d. Right to Representation during Mediation

Each party is entitled to a representative during the EEO complaint 

process. In general, representation is not required for mediation and 

either party may decide not to have a representative present during a 

mediation session. Since the purpose of the mediation is to facilitate 

open and meaningful communication between the aggrieved party and 

the designated management official, the role of the representative in the 

mediation session is to encourage dialogue between the parties, and not 

to promote an adversarial process.

It is inconsistent with their neutral roles for EEO counselors, EEO 

investigators, EEO officers, and EEO program managers to serve as 

representatives for agencies or complainants. Therefore, persons in 

these positions cannot serve as representatives for complainants or for 

agencies in connection with the processing of discrimination 

complaints. 

If an aggrieved party/complainant elects to be represented by an 

attorney, management may elect to request an Agency attorney to 

accompany management at the mediation. Due to confidentiality 

requirements and conflicts of interest, both the aggrieved 

party/complainant and the management official must designate their 

representative in writing before the start of the mediation. If it is 

determined that a conflict of interest exists, the aggrieved 

party/complainant and/or the management representative must redesignate the representative. The Agency attorney should not be the 

same attorney representing the Agency at hearing before the EEOC.

If an aggrieved party/complainant does not elect to be represented by an 

attorney at the mediation, management may not have an Agency 

attorney at the mediation.
_________________________________________________________________________________________

CPB 2000.1 5 March 28, 2018

e. FDIC Resolving Official Attending Mediation

The appropriate resolving official should have settlement authority to 

bind the Agency at mediation. The manager who is directly involved 

with the EEO claim should not act as the manager with settlement 

authority at the mediation. 

f. Settlements and Enforceability

Any settlement of an EEO complaint must be entered into voluntarily. 

If a settlement is reached through the ADR process, the parties will draft 

a settlement agreement that is acceptable to all parties and their 

representative(s), if any. A settlement agreement becomes binding,

final, and effective upon the review, concurrence, approval, and 

signature of the FDIC Legal Division. The Director, OMWI provides 

concurrence only. Signed settlement agreements are binding on both 

parties. The terms of the settlement agreement are enforceable and any 

breach of the agreement should be reported to the Director, OMWI 

pursuant to 29 CFR §1614.504.

If a settlement is not reached, the employee can continue the pursuit of 

his/her matter through the EEO formal complaint process.

g. Exceptions to ADR Program

The majority of matters are appropriate for EEO ADR. However, the 

EEOC recognizes that there are instances in which EEO ADR may not 

be appropriate or feasible; and therefore, Agencies may decline to offer 

EEO ADR for particular issues. 

The FDIC has determined that certain situations (i.e., claims growing 

out of a reduction-in-force, claims involving non-selection of non-FDIC 

employees (applicants), or where the same, similar or related claims 

filed by the same individual have been mediated in previous informal or 

formal complaints) are not appropriate for mediation. Other specific 

reasons are determined on a case-by-case basis.

6. Training Training will be provided for employees and managers on the EEO 

ADR program, their roles and responsibilities in the mediation process, 

and the benefit of using mediation to resolve workplace disputes. 

Training and an ongoing review and evaluation of the EEO ADR 

program will be essential in order to determine whether the program has 
_________________________________________________________________________________________

CPB 2000.1 6 March 28, 2018

achieved its goals and how the program might be improved to be more 

efficient and achieve better results.

7. Recordkeeping 

Requirements

Records shall be maintained in accordance with FDIC Circular 1210.1, 

FDIC Records and Information Management (RIM) Policy Manual.

Records shall be maintained for annual reporting (Form 462) to the 

EEOC. 

8. Effective Date This internal policy is effective immediately.
FDIC/FY 2022 216

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT G | FDIC CIRCULAR 2710.5 – FDIC REASONABLE

ACCOMMODATION PROGRAM
FDIC DIRECTIVE 2710.05 

Daniel Bendler 

Deputy to the Chairperson and Chief Operating Officer 

See approval(s) on Action Log 

Reasonable Accommodation Program 

PURPOSE 

To provide policy on providing reasonable accommodations to qualified employees and 

applicants for employment with disabilities. 

SCOPE 

This Directive applies to all Divisions/Offices, including all employees and applicants for 

employment with the FDIC. 

AUTHORITIES 

 Title 10, United States Code (U.S.C.), Section 701, The Rehabilitation Act of 1973, as 

amended 

 Title 42, U.S.C., Section 12101, The Americans with Disabilities Act (ADA) of 1990, as 

amended 

 Title 29, Code of Federal Regulations (CFR), Part 1614, Federal Sector Equal 

Employment Opportunity 

 Title 29, CFR, Part 1630, Regulations to Implement the Equal Employment Provisions of 

the Americans with Disabilities Act 

FORM(S) 

 FDIC Form 2710/02, Request for Reasonable Accommodation or Barrier Removal 

 Standard Form (SF) 256, Self-identification of Disability 

REVISION(S) 

This Directive supersedes Directive 2710.5, Reasonable Accommodation Program, dated 

March 29, 2019. 
Action Log 

Submission Type 

(New, Pedestrian Change, 

Revision) 

Date Approved through the Directives Management 

Center 

Revision 03/23/2023 Daniel Bendler 

Summary of Changes 

This Directive has been: 

 Reformatted into the new template; 

 Transferred from the Office of Minority and Women Inclusion (OMWI) to the Division of 

Administration (DOA) in May 2022; 

 Revised substantially to reflect updated Reasonable Accommodation processes in the 

Policy, including the transfer of decision-making authority from the requestor’s 

supervisor/manager to the Reasonable Accommodation Program Manager (RAPM); 

 Changed to transfer responsibilities from the Disability Program Manager to the RAPM; 

 Changed to transfer responsibilities from the Deciding Official and Reviewing Official to 

the Chief Human Capital Officer (CHCO), First-Line Supervisor, Human Resources (HR) 

Specialist, and Office of Inspector General (OIG); 

 Updated to include the CHCO, Legal Division, OIG, RAPM, First Line Supervisor, HR 

Specialist, Labor and Employee Relations Section (LERS), and Division of Information 

Technology (DIT) in the Responsibilities Section per the substantially revised 

Reasonable Accommodation process; and 

 Changed to include Reasonable Accommodation procedures in Appendix A. 

FDIC Directive 2710.05 

Approval Date: 03/23/2023 

Table of Contents 

2 
Table of Contents 

Action Log.................................................................................................................................. 2 

Summary of Changes ................................................................................................................ 2 

Table of Contents....................................................................................................................... 3 

Background................................................................................................................................ 5 

Policy ......................................................................................................................................... 6 

A. Overview .................................................................................................................. 6 

B. Requests for Reasonable Accommodation ............................................................... 7 

C. Interactive Process ................................................................................................... 7 

D. Medical Documentation ............................................................................................ 8 

E. Confidentiality and Privacy........................................................................................ 9 

F. Freedom from Retaliation ......................................................................................... 9 

G. Creation and Maintenance of Records for the Reasonable Accommodation 

Program.. ......................................................................................................................10 

Responsibilities .........................................................................................................................11 

A. Deputy Director and Chief Human Capital Officer, Human Resources Branch.........11 

B. Labor, Employment, and Administration Section, Legal Division..............................11 

C. Office of Inspector General......................................................................................11 

D. Reasonable Accommodation Program Manager......................................................11 

E. First-Line Supervisor or Supervisors/Managers .......................................................12 

F. Human Resources Specialist or Designee...............................................................12 

G. Labor and Employee Relations Specialist................................................................13 

H. Section 508 Program Manager ................................................................................13 

I. Support Coordinator (For Employees with Targeted or Intellectual Disabilities)..........13 

J. Divisions/Offices or Implementing Offices................................................................13 

K. Employee or Applicant.............................................................................................13 

Appendix A – Reasonable Accommodation Procedures ...........................................................14 

A. Initial Considerations for Reasonable Accommodation Requests ............................14 

B. Requesting a Reasonable Accommodation .............................................................14 

C. Processing the Request...........................................................................................15 

FDIC Directive 2710.05 

Approval Date: 03/23/2023 

Table of Contents 

3 
D. Interim Accommodations .........................................................................................20 

E. Deciding Requests for Reasonable Accommodation ...............................................20 

F. Reassignment..........................................................................................................21 

G. Denial of Requests for Reasonable Accommodation ................................................22 

H. Reconsideration.......................................................................................................22 

I. Implementation of Reasonable Accommodations ....................................................23 

J. Equal Employment Opportunity Complaints, Merit Systems Protection Board 

Appeals, and Grievances ...............................................................................................23 

Appendix B – Reasonable Accommodation Resources.............................................................25 

Glossary of Terms.....................................................................................................................28 

Glossary of Acronyms...............................................................................................................33 

FDIC Directive 2710.05 

Approval Date: 03/23/2023 

Table of Contents 

4 
Background 

The FDIC is committed to the principles of equal opportunity in all of its programs, policies, and 

practices, and to promoting diversity, equity, inclusion, and accessibility in its workforce, 

programs, and activities. These programs ensure that the FDIC’s workplace is inclusive, free 

from unlawful discrimination and retaliation, and provides equal opportunity and access to all. 

In accordance with Title 29 CFR 1614 and 1630, the FDIC provides reasonable 

accommodations to qualified employees or applicants with disabilities. These accommodations 

are changes or modifications in the work environment, equipment or instruments used, or the 

way things are customarily done, that enable individuals with disabilities to enjoy the same 

opportunities and benefits of employment as employees without disabilities. DOA oversees the 

Reasonable Accommodation Program, which offers assistance to individuals with disabilities 

seeking accommodations and supervisors/managers providing accommodations. 

For more information on reasonable accommodation, see Appendix B – Reasonable 

Accommodation Resources. 

FDIC Directive 2710.05 

Approval Date: 03/23/2023 

Table of Contents 

5 
Policy 

The FDIC has a longstanding commitment to ensuring equal opportunity for all persons 

regardless of race, color, national origin, sex (including pregnancy, equal pay, gender identity, 

and sexual orientation), religion, age, disability, genetic information, or status as a parent and to 

preventing prohibited retaliation against individuals for participating in the Equal Employment 

Opportunity (EEO) complaint process or opposing discriminatory practices. In line with this 

commitment, the FDIC meets its obligation to provide reasonable accommodation for known 

physical and mental disabilities of qualified employees and applicants for employment, unless 

the FDIC can show that a particular accommodation would impose an undue hardship on the 

operation of its programs and activities. 

It is FDIC policy to comply with all the reasonable accommodation requirements of the 

Rehabilitation Act of 1973 and all other applicable federal laws, statutes, regulations, and 

guidance. The FDIC is committed to providing reasonable accommodations to its employees 

and applicants to ensure that individuals with disabilities have full access to equal employment 

opportunities. 

A. Overview 

1. The FDIC provides reasonable accommodations to: 

a. Enable a job applicant with a disability to have an equal opportunity to participate in 

the application process and/or be considered for a job; 

b. Enable an employee with a disability to perform the essential functions of a position 

or access the workplace; 

c. Allow an employee with a disability to enjoy equal benefits and privileges of 

employment similar to employees without disabilities; and 

d. Allow employees, whose religious beliefs conflict with work requirements, the ability 

of religious observance or practice. 

2. The FDIC must provide reasonable accommodations to employees or applicants with 

disabilities or religious beliefs, and is entitled to choose the accommodation, as long as it 

is effective. Employees may not receive the exact accommodation sought, or their 

preferred accommodation. 

3. When appropriate, the FDIC may grant an accommodation to an employee or an 

applicant for employment, even though the FDIC may not be legally required to do so. 

FDIC Directive 2710.05 

Approval Date: 03/23/2023 

Table of Contents 

6 
Therefore, the FDIC’s approval of an accommodation request does not necessarily 

constitute a determination by the Corporation that an employee or applicant for 

employment is legally entitled to the accommodation granted. 

B. Requests for Reasonable Accommodation 

1. Requests for a reasonable accommodation are processed at any time, even without 

prior disclosure to the existence of a disability. Disclosing a medical condition or 

medication may also indicate the potential need for reasonable accommodation, whether 

or not the medical condition or medication affects the individual's ability to perform a job 

or apply for a position. 

2. The Reasonable Accommodation Program Manager (RAPM) must be contacted for the 

purpose of processing reasonable accommodation requests. 

3. Those receiving requests for reasonable accommodation should take all necessary 

precautions to maintain the confidentiality of employees with disabilities. As discussed 

in the Interactive Process section, a supervisor/manager or Human Resources (HR) 

Specialist is required to discuss the employee or applicant’s disability with the RAPM in 

order to provide a reasonable accommodation. 

4. An employee or applicant making a request: 

a. May make the request orally or in writing and does not have to include any special 

words such as “reasonable accommodation,” “disability,” or “Rehabilitation Act;” 

b. Is not required to complete a specific form for the interactive process to begin, and 

the individual is not required to have a particular accommodation in mind before 

making the request; and 

c. May have the request made on their behalf by a family member, friend, health care 

provider, or other representative. If possible, the employee or applicant is contacted 

to confirm the request for an accommodation. 

5. An employee with intellectual or targeted disabilities may receive assistance in making a 

reasonable accommodation request from a Support Coordinator from OMWI. The need 

for a Support Coordinator is part of the interactive process, and may be recommended 

by the RAPM, the employee, the employee’s supervisor/manager, or other persons 

referenced in this section. 

C. Interactive Process 

1. As soon as practicable following a request for a reasonable accommodation, the 

individual making the request and the RAPM engages in the interactive process. The 

FDIC Directive 2710.05 

Approval Date: 03/23/2023 

Table of Contents 

7 
interactive process is especially important when an impairment is not obvious, an 

effective accommodation is not clear, and/or different forms of reasonable 

accommodation are being considered. The RAPM communicates with the individual 

making the request early in, and periodically throughout, the process and the individual 

may contact the RAPM concerning the status of their request. 

2. All individuals seeking a reasonable accommodation must participate in the interactive 

process in good faith. An employee or applicant who fails to engage in the interactive 

process may risk receiving an ineffective accommodation or having an accommodation 

request denied due to lack of information. 

3. During the interactive process, the RAPM consults with the employee’s first-line 

supervisor, or any other supervisor/manager in the employee’s chain of command, 

regarding the essential functions of the position. 

4. In the case of a reasonable accommodation request made by an applicant, the RAPM 

consults with the HR Specialist listed in the Job Opportunity Announcement (JOA). 

5. Where appropriate, the RAPM also may consult with the Legal Division, Labor, 

Employment, and Administration Section (LEAS); the DOA, Labor and Employee 

Relations Section (LERS); the Division of Information Technology (DIT); or the Office of 

the Chief Information Security Officer (OCISO). 

6. The interactive process may include, but is not limited to, discussing: 

a. The employee’s disability or medical condition and the limitations experienced by the 

employee as a result; 

b. The effect of the disability on the employee’s ability to perform the essential functions 

of the job or enjoy a privilege or benefit of employment, or the applicant’s ability to 

apply for the position; 

c. The process for determining whether an accommodation will be provided; and 

d. Potential accommodations. 

D. Medical Documentation 

1. In order to provide an effective accommodation, the FDIC may need medical 

documentation from the requesting employee or applicant. A request for medical 

documentation is part of the interactive process. 

2. The RAPM may ask for supporting medical documentation from a healthcare provider 

when: 

FDIC Directive 2710.05 

Approval Date: 03/23/2023 

Table of Contents 

8 
a. The functional limitations caused by the disability and the need for an 

accommodation is not obvious or has not been disclosed previously; 

b. The information submitted is insufficient to document the disability, the functional 

limitation caused by the disability, or the need for a reasonable accommodation; 

c. The effectiveness of a requested accommodation is unclear; 

d. The medical condition may have changed substantially since the most recent 

documentation was received; or 

e. Other circumstances warrant, provided they are in accordance with the Rehabilitation 

Act of 1973. 

3. For more information on the reasonable accommodation request process, see Appendix 

A – Reasonable Accommodation Procedures. 

E. Confidentiality and Privacy 

1. The FDIC is obligated to keep medical information confidential in accordance with the 

confidentiality requirements under the Americans with Disabilities Act, the Rehabilitation 

Act, and other applicable laws and regulations and the limited circumstances under 

which such information may be disclosed. 

2. Medical documentation relating to requests for reasonable accommodation are kept in 

files separate from the employee’s official personnel file, or any other files kept by 

supervisors/managers or the FDIC. This medical documentation is confidential and is to 

be shared only with those who have a valid need to know.

1 Individuals who obtain or 

receive medical documentation are strictly bound by these confidentiality requirements. 

F. Freedom from Retaliation 

The FDIC prohibits retaliation or taking an adverse action against individuals based on 

requests, or perceived need, for a reasonable accommodation. 

1 Individuals with a valid need to know include: decision makers who make employment decisions 

consistent with the ADA for necessary accommodation of the individual; first aid, medical, and safety 

personnel during an emergency; FDIC attorneys advising on legal issues; and government and other 

authorized officials investigating compliance with laws and regulations, including the FDIC’s Office of 

Inspector General. 

FDIC Directive 2710.05 

Approval Date: 03/23/2023 

Table of Contents 

9 
G. Creation and Maintenance of Records for the Reasonable Accommodation Program 

1. When requesting a reasonable accommodation, the following sections are completed in 

Form 2710/02, Request for Reasonable Accommodation or Barrier Removal: 

a. Section I (Requester Information) should be completed by the employee or applicant 

requesting a reasonable accommodation. This section may also be completed by 

the RAPM upon receipt of oral and written requests for reasonable accommodation 

and requests for accommodations needed on a repeated basis; 

b. Section II (Deciding Official Information) for requested and alternative 

accommodations; and 

c. Section III (Reviewing Official Information) if a final decision on reconsideration of 

denial is requested. 

2. In the records management system, the RAPM enters all written decisions, reports, and 

other information relevant to reasonable accommodation requests, with the exception of 

medical records. 

3. An employee or applicant also may be asked to voluntarily complete the Office of 

Personnel Management (OPM) Standard Form (SF) 256, Self-Identification of Disability. 

While self-identification of a disability is voluntary and is not required to request or 

receive an accommodation, cooperation in providing accurate information is critical for 

effective data collection and analysis of the FDIC’s Disability Employment Program and 

Equal Employment Opportunity Commission (EEOC) reporting purposes. 

4. Form 2710/02 and SF 256 are available in formats accessible to individuals with 

disabilities, and are submitted to the RAPM. 

5. A Reasonable Accommodation Database is maintained by the RAPM for EEOC 

reporting purposes, pursuant to 29 CFR Section 1614.203(8). 

6. The RAPM collects and oversees the custody of all records (including medical 

documentation, Form 2710/02, and SF 256) upon completion of the processing of 

requests for reasonable accommodation. 

7. All records generated as part of the Reasonable Accommodation Program will be 

maintained per Directive 1210.01, Records and Information Management Program. 

FDIC Directive 2710.05 

Approval Date: 03/23/2023 

Table of Contents 

10 
Responsibilities 

A. Deputy Director and Chief Human Capital Officer (CHCO), Human Resources Branch 

(HRB): 

1. Oversees the Reasonable Accommodation Program Manager (RAPM); and 

2. Has the authority to uphold, modify, or reverse the decision to deny reasonable 

accommodation requests. 

B. Labor, Employment, and Administration Section, Legal Division: 

Consults with, and provides legal advice to, the RAPM during the evaluation of requests for 

reasonable accommodation, as necessary. 

C. Office of Inspector General: 

Reviews requests for reasonable accommodation of employees and applicants for 

employment with the FDIC’s Office of Inspector General (OIG). OIG’s Director of Human 

Resources (or designee) serves as OIG’s Reasonable Accommodation Program Manager 

(RAPM). 

D. Reasonable Accommodation Program Manager: 

1. Implements, administers, and monitors the Reasonable Accommodation Program in 

accordance with applicable federal laws, regulations, policies, and guidelines; 

2. Ensures consistency in the handling of requests for reasonable accommodation; 

3. Serves as the Deciding Official on reasonable accommodation requests, and collects, 

stores, and reviews documentation for reasonable accommodation requests from 

employees and applicants; 

4. Provides guidance on reasonable accommodation matters, including researching and 

identifying possible accommodations; 

5. Notifies requestors of their rights and responsibilities with respect to reasonable 

accommodation; 

6. Decides whether an employee or applicant is provided a reasonable accommodation in 

consultation with the employee’s first-line supervisor, LERS, and/or the Section 508 

Program Manager, as appropriate; 

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7. Approves effective reasonable accommodations that do not impose an undue hardship

to the FDIC, but is not required to approve the specific accommodation(s) requested by

an applicant, an employee, or their health care provider;

8. Works with the CHCO to provide direction, training, and guidance on the implementation

of this Directive;

9. Tracks reasonable accommodation requests or decisions and the maintenance of

records; and

10. Tracks the FDIC’s processing of requests for reasonable accommodations for the

purposes of reporting to the EEOC.

E. First-Line Supervisor or Supervisors/Managers:

1. Consult with the RAPM, as appropriate, about the decision whether an employee is

provided a reasonable accommodation;

2. Analyze the particular job involved, including reviewing the relevant position description

and determining its purpose and essential functions, when necessary;

3. Consult with the employee requesting an accommodation, in conjunction with the RAPM,

to ascertain the precise job-related limitations imposed by the individual's disability and

how those limitations could be overcome with a reasonable accommodation;

4. Consider the preference of the individual requesting an accommodation as well as the

needs of the FDIC, and consult with the RAPM regarding an appropriate

accommodation; and

5. Validate with the employee that the accommodation is effective as implemented in

conjunction with the RAPM.

F. Human Resources (HR) Specialist or Designee, DOA:

1. Consults with an applicant requesting an accommodation to ascertain the precise

limitation(s) imposed by the applicant’s disability and how those limitations could be

overcome with a reasonable accommodation; and

2. Assists with the implementation of any reasonable accommodations provided to

applicants.

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G. Labor and Employee Relations Specialist, DOA: 

Consults with and provides advice to the RAPM during the evaluation of requests for 

reasonable accommodation, as necessary. 

H. Section 508 Program Manager, DIT: 

Consults with and provides advice on accommodations for information technology-based 

assistive technology. 

I. Support Coordinator (For Employees with Targeted or Intellectual Disabilities): 

Assists employees or applicants for employment in participating in the reasonable 

accommodation process, as necessary. 

J. Divisions/Offices or Implementing Offices: 

1. Implement reasonable accommodations once approval of the reasonable 

accommodation is received; 

2. Inform the RAPM and the employee’s first-line supervisor of the actions taken after full 

implementation of the approved reasonable accommodation; and 

3. Complete Section IV of Form 2710/02. 

K. Employee or Applicant: 

1. Communicates and/or submits a request for reasonable accommodation; 

2. Provides sufficient medical documentation, upon request from the RAPM; and 

3. Engages in the interactive communication process with the RAPM, first-line supervisor 

or any other supervisor/manager in the employee’s chain of command, as appropriate, 

or the HR Specialist identified in the JOA (or designee). 

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Appendix A – Reasonable Accommodation Procedures 

A. Initial Considerations for Reasonable Accommodation Requests 

1. An employee or applicant’s request for reasonable accommodation may include a 

request for a change in policy, practice, work modification, or other assistance that 

relates to the employment or application for employment because of their medical 

condition. 

2. Supervisors/managers are often the first people employees contact when making 

requests for accommodation. To assist in recognizing a request for an accommodation, 

the employee’s first-line supervisor, another supervisor/manager in the employee’s chain 

of command, or the RAPM should consider the following questions: 

a. Does the employee have a medical condition or physical/intellectual/psychiatric 

challenge that is impacting their work? 

b. Is the employee requesting an adjustment or change to the workplace? 

c. Has the employee openly disclosed a disability, medical condition, or medication? 

d. Has the employee stated that they need assistance performing a job function? 

e. Is the employee known to have a disability and a family member, friend, coworker, 

healthcare provider, or other representative has requested an accommodation on 

their behalf? 

B. Requesting a Reasonable Accommodation 

1. Job Applicants 

a. In the case of an applicant for employment, the applicant’s request for a reasonable 

accommodation is made or submitted to the HR Specialist identified in the JOA or 

designated designee. 

b. The HR Specialist (or designee) in receipt of an applicant’s reasonable 

accommodation request, is responsible for submitting the request to the RAPM as 

soon as possible, but no later than two business days after receipt. 

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c. Applicants should submit requests for reasonable accommodation as early in the 

hiring process as possible to afford the FDIC reasonable time to process the 

requests.2 All JOAs include instructions for requesting reasonable accommodations 

as well as a link to Form 2710/02, Request for Reasonable Accommodation or 

Barrier Removal. 

2. Employees 

a. Once an employee or applicant has identified a need for a reasonable 

accommodation, the RAPM is contacted to discuss the need. 

b. If an employee makes a request for a reasonable accommodation to a 

supervisor/manager, Division/Office Director, or HR Specialist (in the case of an 

applicant), the recipient of the request is responsible for submitting the request to the 

RAPM as soon as possible, but no later than two business days after receipt. 

c. Reasonable accommodation requests may be made or submitted to the employee’s 

first-line supervisor, another supervisor/manager in the employee’s chain of 

command, the Division/Office Director, the RAPM, or submitted by emailing 

ReasonableAccommodationRequests@FDIC.gov or submitting through a successor 

portal or location. 

3. Employees or applicants seeking a reasonable accommodation will be asked to 

complete Form 2710/02 or a successor tracking form. Completion of this form is not 

required to process the request. 

C. Processing the Request 

1. Interactive Process 

a. The RAPM processes requests for reasonable accommodation in accordance with 

the timeframes outlined in this Directive. Additionally, as appropriate, the RAPM will: 

1) Begin the interactive communication process with the person requesting the 

reasonable accommodation, and communicate periodically throughout the 

process; and 

2 For example, an applicant may require a sign language interpreter to be available during interviews in 

the hiring process. Such accommodations can be provided without delay if planned in advance of the 

requirement. 

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2) Consult with appropriate Divisions/Offices, which may include, but are not limited 

to: 

a) DOA, LERS on issues that might impact human resources policy, employee 

relations, and bargaining unit matters; 

b) DOA, Facilities Operations Section, Health, Safety, and Environmental Unit 

regarding the availability and feasibility of certain accommodation requests, 

such as building accessibility and ergonomic furniture; 

c) DOA, Support Services Section regarding parking; 

d) DIT regarding the availability and feasibility of certain computer equipment, 

hardware, peripherals, software, and training; 

e) DIT, Section 508 Program Manager to ensure IT reasonable accommodation 

requests are appropriate; 

f) Office of the Chief Information Security Officer (OCISO) regarding approvals 

for FDIC network usage; and 

g) LEAS regarding legal issues and the reasonable accommodation process. 

3) For requests made by employees in OIG, or applicants for employment with the 

OIG, the OIG Reasonable Accommodation Program Manager consults with the 

Assistant Inspector General for Management who will coordinate with the OIG 

Office of General Counsel, as appropriate. 

2. Supporting Medical Documentation 

a. Medical documentation from an employee or applicant’s treating physician or 

healthcare provider may be requested by the RAPM in order to support the request 

for reasonable accommodation. Requests for documentation are part of the 

interactive process. Failure to provide such documentation may lead to the denial of 

a request for reasonable accommodation, or the inability of the RAPM to determine 

effective accommodations. 

b. The medical documentation must address, where applicable: 

1) The nature of the job; 

2) The diagnosis or diagnoses from the medical provider; 

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3) The nature, severity, and duration of the impairment (e.g., functional limitations, 

symptoms, side effects, or any treatments); 

4) The activity or activities that the impairment limits; 

5) The extent to which the impairment limits the ability to perform an activity or 

activities (i.e., job function); 

6) The reason why the employee or applicant requires the accommodation or the 

particular reason the accommodation is requested; 

7) How the requested accommodation will assist in the performance of essential job 

functions or the privileges and benefits of employment; and 

8) The basis for the health care professional’s medical conclusion. 

c. The healthcare provider’s statement must be legible on the healthcare provider’s 

letterhead and signed with an original or acceptable electronic signature. 

d. When the need for a reasonable accommodation remains unclear, or when the 

employee or applicant requesting an accommodation has not provided sufficient 

medical information to clarify the need, the FDIC has the right to request 

supplemental medical documentation, which may be reviewed by a qualified medical 

professional as part of the interactive process. 

e. The FDIC may be unable to provide a timely response to a request for reasonable 

accommodation if an individual’s healthcare provider fails to provide necessary 

documentation in a timely manner. Failure to provide requested documentation may 

result in denial of a reasonable accommodation request. 

f. If the individual does not want to provide medical documentation to the RAPM, the 

individual may choose to send it to the third-party contracted health service provider 

(HSP) directly or request that their healthcare provider do so. If this option is 

chosen, the employee or applicant must inform the RAPM of this decision, and the 

RAPM will send the appropriate forms to the individual and the HSP to initiate the 

process. In accordance with the Genetic Information and Nondiscrimination Act of 

2008, the FDIC will not request that an employee or applicant provide genetic 

information. 

g. Review of Medical Documentation 

1) The RAPM will review medical documentation submitted by the employee or 

applicant in support of a request for reasonable accommodation. The RAPM 

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may also consult with LERS or LEAS as part of the review of medical 

documentation. 

2) Depending on the complexity, reasonable accommodation requests may or may 

not necessitate review by physicians at HSP. Where the RAPM determines that 

HSP review of medical documentation is necessary as part of the interactive 

process, the RAPM will notify the employee or applicant and request that an 

authorization form be completed for the HSP review. An employee must 

complete the authorization form in its entirety, and failure to complete the 

authorization form may result in the inability of the FDIC to evaluate appropriate 

accommodations, or a delay in the implementation of accommodations for the 

employee. 

3) Under a contractual agreement with the FDIC, HSP physicians can review 

requests for reasonable accommodation and, when necessary, may consult with 

the requesting employee or applicant’s healthcare provider(s) concerning the 

disability and the appropriate reasonable accommodations. HSP physicians also 

may request relevant supplemental medical documentation if the information 

submitted by the individual requesting an accommodation is insufficient. 

3. Timeframes for Processing a Request for Reasonable Accommodation 

a. No Extenuating Circumstances 

1) When a request for a reasonable accommodation can be processed by the 

RAPM and medical documentation is not required, and no other extenuating 

circumstances exist, a requested accommodation should either be provided or 

denied within 30 calendar days. 

2) If the RAPM believes that it is necessary to obtain medical documentation, the 

RAPM will request the information before the expiration of the 30-calendar-day 

period. In making the decision to obtain medical documentation, they may 

consult with LERS, LEAS, and/or HSP. 

b. After the requested medical documentation is received, and if there are no further 

extenuating circumstances, the request for reasonable accommodation will continue 

to be processed and a decision will be provided within 15 calendar days of receipt of 

the documentation. The FDIC will not be expected to adhere to its usual timeframes 

if an individual’s healthcare provider fails to provide needed medical documentation 

in a timely manner. 

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c. Expedited Processing 

1) The FDIC will process some requests in shorter timeframes when necessary, 

such as when an applicant needs accommodations to adhere to hiring 

schedules, or an employee needs an accommodation to participate in an 

upcoming meeting or training program. 

2) If an accommodation is needed for a hiring event, meeting, or training schedule, 

the requesting employee, applicant, or supervisor/manager should forward the 

request to the RAPM as soon as possible, but ordinarily no later than three work 

days prior to the start of the event, meeting, or training. Employees and 

supervisors/managers should consider whether any accommodations are 

needed when scheduling or accepting attendance for an event, meeting, or 

training. 

3) Expedited processing timeframes are generally not available if there is an 

extenuating circumstance (see the Extenuating Circumstances section). 

d. Extenuating Circumstances 

1) When extenuating circumstances exist, the timeframe for processing the request 

for reasonable accommodation and providing the accommodation is extended as 

reasonably necessary. Examples of extenuating circumstances include, but are 

not limited to: 

a) A follow-up request for medical documentation; 

b) The need for a qualified medical professional to evaluate the medical 

documentation; 

c) The purchase of equipment not readily available; 

d) The testing of equipment, programs, or services on a trial basis to determine 

if they meet the needs of the requester and FDIC before purchase or lease; 

e) The removal of architectural barriers; or 

f) The completion of a personnel action. 

2) When extenuating circumstances delay processing a request for reasonable 

accommodation beyond 30 calendar days, the RAPM will provide written 

notification in an accessible format, if needed, to the individual making the 

request, of the reason for the delay and the approximate date by which a decision 

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or provision of the reasonable accommodation is expected. Any further delays or 

changes are communicated to the individual making the request. 

D. Interim Accommodations 

1. When the RAPM determines that it is reasonably likely that an employee or applicant will 

be entitled to a reasonable accommodation, the RAPM may provide an interim 

accommodation while the reasonable accommodation request and medical 

documentation is evaluated. 

2. Where the RAPM determines that an interim accommodation is appropriate, the RAPM 

will provide notice of and the reasons for the interim accommodation in writing to the 

employee or applicant. 

3. Receipt of an interim accommodation does not mean that the requester is entitled to a 

reasonable accommodation as a matter of law. 

E. Deciding Requests for Reasonable Accommodation 

1. Deciding Officials 

a. The ultimate decision on an employee’s request for reasonable accommodation will 

be made by the RAPM, in consultation with the employee’s first-line supervisor, HSP, 

and/or others listed in this Directive, as appropriate. 

b. The ultimate decision on an applicant’s request for reasonable accommodation will 

be made by the RAPM, in consultation with the HR Specialist identified in the JOA, 

and/or others listed in this Directive, as appropriate. 

c. In reaching a decision on a request for a reasonable accommodation, the FDIC will 

consider all available agency resources, excluding those designated by statute for a 

specific purpose that does not include reasonable accommodation. 

2. Communication of Decisions on Requests for Reasonable Accommodation 

a. The RAPM will be responsible for communicating decisions on reasonable 

accommodation request(s) in writing to the employee or applicant making the 

request. The written communication will be made in an accessible format, if needed. 

b. The RAPM also will be responsible for communicating decisions on reasonable 

accommodation requests to first-line supervisors or implementing Divisions/Offices, 

when necessary, to implement the decision on the request for reasonable 

accommodation. 

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F. Reassignment 

1. If it is determined that no reasonable accommodation will permit the requesting 

employee to perform the essential functions of their current position, the employer must 

consider reassignment to a vacant, funded position for which the employee is qualified 

and able to perform the essential functions of the position, with or without a reasonable 

accommodation. 

2. Reassignment generally will only be considered if no other accommodations are 

available to enable an employee to perform the essential functions of their current job, or 

if the only effective accommodation would cause undue hardship on the FDIC. 

3. A reassignment as a reasonable accommodation is completed without competition. The 

RAPM will work with HRB and the employee needing the reassignment to identify: 

a. Vacant, funded positions throughout the FDIC for which the employee qualifies and 

can perform, with or without reasonable accommodation; 

b. Positions within the FDIC that HRB or the Division/Office has reason to believe will 

become vacant within 30 business days from the date the search is initiated and for 

which the employee may be qualified; 

c. Positions at or below the employee’s current grade level. If no position exists at the 

employee’s current grade level, the FDIC searches for positions at a lower grade 

level and/or outside of the employee’s current commuting area. Positions at a higher 

grade level or with a higher promotion potential than currently held will not be 

considered for non-competitive reassignment as a reasonable accommodation, 

though employees seeking reasonable accommodation may choose to apply for 

positions through the competitive hiring process; 

d. Reassignments that may be made to a vacant position outside of the employee’s 

commuting area if the employee is willing to relocate (at the employee’s expense, 

pursuant to FDIC travel policy). An employee may be offered a lower-graded 

position for which they are qualified if there are no accommodations that would 

enable the employee to remain in their current position and there are no vacant, 

funded equivalent positions at the employee’s grade level for which the individual is 

qualified with or without a reasonable accommodation. The FDIC is not required to 

promote an individual, create a new position, move others from their positions, or 

provide an employee with a new supervisor/manager as a reasonable 

accommodation; and 

e. If a position for which the employee is qualified is identified, the RAPM notifies the 

employee and offers a reassignment to that position in writing. The employee must 

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notify the RAPM of their unconditional acceptance of the vacant position within 10 

business days of being offered the position. If the employee declines the 

reassignment, the FDIC has no further duty to accommodate the employee and no 

other or additional offers of noncompetitive reassignment will be made. 

If no vacancies for which the employee qualifies are available or anticipated to be, 

the search concludes and a written report is prepared by the HR Official conducting 

the search to provide to the RAPM. The results are conveyed to the employee by 

the RAPM. 

G. Denial of Requests for Reasonable Accommodation 

1. Written Notice 

If a request for reasonable accommodation is denied, the RAPM prepares a written 

notice in an accessible format, if needed, and gives a copy of the written notice to the 

individual requesting the accommodation. The written notice must: 

a. Explain the reason(s) for the denial; 

b. Explain the reason(s) why the offered accommodation was believed to be effective if 

an alternative accommodation was offered; 

c. Provide written instructions on how to submit a request for reconsideration of the 

denial; 

d. Inform the individual of the right to challenge the denial by filing a complaint of 

discrimination and provide instructions on how to file such a complaint; and 

e. Explain that, pursuant to EEO complaint processing procedures, the right to file a 

complaint is lost unless the individual initiates contact with an EEO Counselor within 

45 calendar days of the denial. 

2. The RAPM is responsible for notifying the first-line supervisor of a denial of a requested 

accommodation, as appropriate. 

H. Reconsideration 

1. Upon receipt of a written denial, if the individual requesting the accommodation would 

like the decision to be reconsidered, the individual may submit a written request for 

reconsideration, along with the reason(s) for believing the decision was incorrect and 

any new or additional supporting documentation, to the CHCO within 15 calendar days, 

with a copy to the RAPM. 

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2. The CHCO (or designee) will process the request within 30 calendar days, unless the 

CHCO (or designee) determines that extenuating circumstances exist. The CHCO (or 

designee) may uphold, modify, or reverse the decision to deny the reasonable 

accommodation. If the CHCO (or designee) decides to deny the request for reasonable 

accommodation, the CHCO (or designee) prepares a written notice, in an accessible 

format, if needed, that: 

a. Explains the reasons for the denial; 

b. Informs the individual of the right to challenge the denial by filing a complaint of 

discrimination and provides instructions on how to file such a complaint; and 

c. Explains that, pursuant to the EEO complaint processing procedures, the right to file 

a complaint is lost unless the individual initiates contact with an EEO Counselor 

within 45 calendar days of the denial of the reconsideration. 

I. Implementation of Reasonable Accommodations 

1. Once a final decision on an employee’s request for reasonable accommodation is 

issued, the RAPM will work with all appropriate individuals and Divisions/Offices to 

ensure that the accommodation is properly implemented. This may include one or more 

implementing offices, including: 

a. The Division/Office of the employee; 

b. The Chief Information Officer Organization, including the Section 508 Program; 

c. OMWI; 

d. DOA; and 

e. Any other Division/Office, as appropriate. 

2. If an approved accommodation is needed on a repeated basis, where feasible, the 

employee notifies the RAPM at least ten business days before the date when the 

recurring accommodation is needed. 

J. Equal Employment Opportunity Complaints, Merit Systems Protection Board Appeals, and 

Grievances 

1. Individuals denied reasonable accommodation may initiate an EEO complaint in 

accordance with Directive 2710.2, EEOC Discrimination Complaint Procedures by 

contacting an FDIC EEO Counselor within 45 calendar days of receipt of the initial 

written denial or receipt of the denial after reconsideration. 

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2. If an individual believes the denial of a reasonable accommodation resulted in an 

adverse action appealable to the Merit Systems Protection Board, the individual may 

initiate a mixed case complaint by contacting an FDIC EEO Counselor within 30 

calendar days of receipt of the initial written denial or receipt of the denial after 

reconsideration. 

3. Bargaining unit employees alleging discrimination as the basis for the denial of a 

reasonable accommodation request may file a: 

a. Grievance under the collective bargaining agreement within 20 business days of 

receipt of the initial written denial or receipt of the reconsideration decision; or 

b. Formal EEO complaint as outlined in Directive 2710.2. 

4. The FDIC encourages the use of alternative dispute resolution (ADR) to resolve 

employment-related disputes, including issues concerning requests for reasonable 

accommodation. Employees may seek participation in the ADR process by contacting 

an FDIC EEO Counselor in OMWI, or the Legal Division, ADR Unit. Contacting the ADR 

Unit does not constitute contact with an EEO Counselor for the purposes of the 45-day 

timeframe. Additional information on ADR is located on OMWI and Legal Division 

websites. 

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Appendix B – Reasonable Accommodation Resources 

FDIC Division of Administration 

Human Resources Branch 

3501 Fairfax Drive 

Arlington, VA 22226 

 Reasonable Accommodation Program Manager for assistance with reasonable

accommodation matters - ReasonableAccommodationRequests@fdic.gov.

FDIC Division of Administration 

Corporate Services Branch 

3501 Fairfax Drive 

Arlington, VA 22226 

 Building and facility accessibility.

 Ergonomic workspaces, furniture and equipment; Ergonomic Help Desk - (703) 562-2600

or ergohelpdesk@fdic.gov.

FDIC Division of Information Technology 

3501 Fairfax Drive 

Arlington, VA 22226 

 Computer hardware or software.

 Telecommunication equipment.

 Access to electronic information.

ADA Disability and Business Technical Assistance Centers (DBTACs) 

(800) 949-4232 Voice/Text Telephone (TTY)

The DBTACs consist of 10 federally funded regional centers that provide information, training, 

and technical assistance on the ADA. Each center works with local businesses and disability, 

governmental, rehabilitation, and other professional networks to provide current ADA 

information and assistance. The DBTACs can provide information on reasonable 

accommodation and make referrals to local sources of expertise in reasonable accommodation. 

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Department of Defense’s Computer Assistance/Electronic Accommodations Program 

(CAP) 

(833) 227-3272 Voice 

(571) 384-5629 Videophone 

https://www.cap.mil 

Established by the Department of Defense (DOD) in 1990, CAP provides assistive technology 

and reasonable accommodations to people with disabilities and wounded Service members. 

CAP’s mission is to ensure that people with disabilities and wounded Service members have 

equal access to the information environment and opportunities in the DOD and throughout the 

federal government. The FDIC is a CAP partner agency. 

Job Accommodation Network (JAN) 

(800) 232-9675 Voice/TTY 

www.askjan.org 

A service of the Office of Disability Employment Policy, Department of Labor, JAN can provide 

information, free-of-charge, about many types of reasonable accommodations, personal 

assistance services, and referrals to other organizations that may have particular information 

about accommodations for persons with disabilities. 

Registry of Interpreters for the Deaf 

(301) 608-0050 Voice/TTY 

The Registry offers information on locating and using interpreters and transliteration services. 

RESNA (Rehabilitation Engineering and Assistive Technology Society of North America) 

(703) 524-6686 Voice / (703) 524-6639 TTY 

http://www.resna.org 

The Rehabilitation Engineering and Assistive Technology Society of North America (RESNA), 

can refer individuals to projects in all 50 states and the 6 territories offering technical assistance 

on technology-related services for individuals with disabilities. Services may include: 

 Information and referral centers to help determine what devices may assist a person with 

a disability (including access to large data bases containing information on thousands of 

commercially available assistive technology products); 

 Centers where individuals can try out devices and equipment; 

 Assistance in obtaining funding for and repairing devices; and 

 Equipment exchange and recycling programs. 

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U.S. Equal Employment Opportunity Commission (EEOC) 

(800) 669-3362 Voice / (800) 800-3302 TTY

www.eeoc.gov

The EEOC has published many ADA and Rehabilitation Act-related documents that may assist 

both individuals requesting reasonable accommodation as well as those involved in the 

decision-making process. 

EEOC guidance documents and resource materials also include: 

 The Disability-Related Inquiries and Medical Examinations of Employees Under the

Americans with Disabilities Act (July 27, 2000); and

 Reasonable Accommodation and Undue Hardship Under the Americans with Disabilities

Act (revised October 17, 2002).

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Glossary of Terms 

Term Definition 

Accessible Format 

Configurations that are an alternative to standard print 

and are accessible to individuals with disabilities (e.g., 

large print, recorded audio, electronic arrangements, 

and Braille). 

Chief Human Capital Officer 

The management official who has the authority to 

review, or delegate to another employee to review, a 

denial of a request for reasonable accommodation 

when the individual requesting the accommodation 

files a request for reconsideration. 

Disability 

 A physical or mental impairment that substantially 

limits an individual; 

 A record of such impairment;

3 or 

 Being regarded as having such impairment. 

Essential Functions 

Job duties fundamental to the position that an 

individual holds or desires and may be considered 

necessary for several reasons including, but not limited 

to: 

 The position exists to perform the specific job 

function; 

 There are a limited number of other employees who 

could perform the job function; or 

 The job function is specialized and the individual is 

hired based on their ability to perform that function. 

3 A record of impairment means that the individual has a history of, or has been classified as having, a 

mental or physical impairment that substantially limits one or more major life activities. 

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Term Definition 

The management official who consults with the RAPM 

First-Line Supervisor regarding whether an employee will be provided a 

reasonable accommodation. 

A medical professional, such as a doctor, psychiatrist, 

psychologist, physical therapist, occupational therapist, Healthcare Provider speech therapist, vocational rehabilitation specialist, or 

licensed mental health professional. 

The Division/Office responsible for providing the 

accommodation, acquiring equipment or services, or 

making the facilities readily accessible to 

accommodate individuals with disabilities. 

For example, DIT is the implementing office for Implementing Office 

computer hardware and software, OMWI provides sign 

language interpreting services, and DOA ensures 

facility accessibility and provides ergonomic 

assessments of employee work spaces, furniture, and 

equipment. 

Flexible communication between the RAPM, the 

individual requesting a reasonable accommodation, 

and management or HR Specialist identified in the 

Interactive Process JOA (or designee) to identify the precise limitations 

resulting from the disability and potential reasonable 

accommodations that could overcome those 

limitations. 

A mental or psychological disorder, such as intellectual 

Mental Impairment disabilities, brain syndromes, emotional or mental 

illnesses, and specific learning disabilities. 

A physiological disorder or condition, cosmetic 

disfigurement, or anatomical loss affecting one or more 

of the following body systems: neurological, 

Physical Impairment musculoskeletal, special sense organs, respiratory 

(including speech organs), cardiovascular, 

reproductive, digestive, genitourinary, immune, 

circulatory, hemic, lymphatic, skin, and endocrine. 

FDIC Directive 2710.05 

Approval Date: 03/23/2023 

Table of Contents 

29 
Term Definition 

Qualified Individual Employee or applicant for employment eligible for 

reasonable accommodation. 

Reasonable Accommodation 

Modifications or adjustments: 

 To the job application process to enable a qualified 

applicant with a disability to be considered for the 

position desired; 

 To the work environment, or the way in which the 

position held or desired is customarily performed, to 

enable a qualified individual with a disability to 

perform the essential functions of the position or to 

allow an employee to practice their religious 

beliefs; or 

 That enable an employee with a disability to enjoy 

equal benefits and privileges of employment. 

Such modifications or adjustments may include, but are 

not limited to: 

 Making existing facilities readily accessible to, and 

usable by, individuals with disabilities; 

 Schedule changes or leave for religious 

observances; 

 Job restructuring; 

 Part-time or modified work schedules; 

 Reassignment to a vacant, funded position; 

 Acquisition or modification of equipment or devices; 

 Adjustment or modification of examinations, 

training materials, or policies; 

 Provision of qualified readers or interpreters; and 

 Other similar accommodations for individuals with 

disabilities. 

FDIC Directive 2710.05 

Approval Date: 03/23/2023 

Table of Contents 

30 
Term Definition 

Reasonable Accommodation 

Program Manager 

An FDIC employee who coordinates the reasonable 

accommodation process, provides guidance to 

supervisors/managers and individuals in seeking and 

providing reasonable accommodations, and decides 

whether an individual will be provided a reasonable 

accommodation. 

Reassignment 

A reasonable accommodation of last resort that, 

absent undue hardship, is considered if the FDIC 

determines that no other reasonable accommodation 

would permit an employee to perform the essential 

functions of their current job. 

Substantially Limits 

Factors that determine whether an individual is: 

 Unable to perform a major life activity that an 

average person in the general public can perform; 

and 

 Significantly restricted as to the condition, manner, 

or duration under which an individual can perform a 

particular major life activity as compared to the 

general population.4 

Support Coordinator 

An individual assigned to assist individuals with 

intellectual disabilities (as defined by the EEOC) in 

participating in the reasonable accommodation 

process. 

4 These factors may include: the nature and severity of the impairment, the duration or expected duration 

of the impairment, and the permanent or long-term impact of the impairment. 

FDIC Directive 2710.05 

Approval Date: 03/23/2023 

Table of Contents 

31 
Term Definition 

Targeted Disabilities 

Defined by the EEOC as a subset of the larger 

disability category to include developmental 

disabilities, traumatic brain injuries, deafness or 

serious difficulty hearing, blindness or serious difficulty 

seeing, missing extremities, significant mobility 

impairments, partial or complete paralysis, epilepsy 

and other seizure disorders, intellectual disabilities, 

significant psychiatric disorders, dwarfism, and 

significant disfigurement. 

Third-Party Contracted Health 

Service Provider 

A medical professional who works in partnership with 

the FDIC to design and deliver comprehensive 

occupational health solutions exclusively to 

employees. 

Undue Hardship 

Significant difficulty or cost the FDIC would incur if it 

provided a particular accommodation. The criteria 

considered in determining significant difficulty or cost 

include the: 

 Nature and expense of the accommodation; 

 Overall size of the organization; 

 Number of employees, facilities, and size of the 

budget; 

 Type of operation, including composition and 

structure of the work force; and 

 Impact of the accommodation on the operation of 

the Division/Office, including the impact on the 

ability of other employees to perform their duties, 

and the impact on the Division’s/Office’s ability to 

conduct business. 

FDIC Directive 2710.05 

Approval Date: 03/23/2023 

Table of Contents 

32 
Glossary of Acronyms 

Acronym Definition 

ADA Americans with Disabilities Act 

ADR Alternative Dispute Resolution 

CAP Computer/Electronic Accommodations Program 

CHCO Chief Human Capital Officer 

DBTAC Disability and Business Technical Assistance Center 

DIT Division of Information Technology 

DOA Division of Administration 

DOD Department of Defense 

EEO Equal Employment Opportunity 

EEOC Equal Employment Opportunity Commission 

HR Human Resources 

HRB Human Resources Branch 

HSP Health Service Provider 

JAN Job Accommodation Network 

JOA Job Opportunity Announcement 

FDIC Directive 2710.05 

Approval Date: 03/23/2023 

Table of Contents 

33 
Acronym Definition 

LEAS Labor, Employment, and Administration Section 

LERS Labor and Employee Relations Section 

OCISO Office of the Chief Information Security Officer 

OIG Office of Inspector General 

OMWI Office of Minority and Women Inclusion 

RAPM Reasonable Accommodation Program Manager 

RESNA Rehabilitation Engineering and Assistive Technology 

Society of North America 

SF Standard Form 

TTY Text Telephone 

FDIC Directive 2710.05 

Approval Date: 03/23/2023 

Table of Contents 

34 
FDIC/FY 2022 251

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT H | FDIC GUIDANCE/PROCEDURES FOR PROVIDING PERSONAL ASSISTANCE SERVICES
FDIC/FY 2022 252

Federal Deposit Insurance Corporation

3501 Fairfax Drive, Arlington, VA 22226-3500 Office of Minority and Women Inclusion

March 29, 2019

MEMORADUM TO: All Employees

FROM: Saul Schwartz

Director

Office of Minority and Women Inclusion

SUBJECT: Guidance/Procedures for Providing Personal Assistance Services

This memorandum provides guidance on the proper procedures for requesting and processing 

requests for Personal Assistance Services (PAS) and providing PAS to FDIC employees with 

targeted disabilities in accordance with Equal Employment Opportunity Commission (EEOC) 

regulations.

On January 3, 2017, the EEOC amended the regulations implementing Section 501 of the 

Rehabilitation Act of 1973, the law that prohibits the Federal Government from discriminating in 

employment on the basis of disability and requires it to engage in affirmative action for people 

with disabilities. Federal agencies are required by the new regulations to provide PAS to 

employees who need them because of targeted disabilities. Individuals with “targeted 

disabilities” are particularly identified by the U.S. Office of Personnel Management as having 

difficulty finding employment. The purpose of focusing on targeted disabilities is to encourage 

the hiring, placement, and advancement of individuals with targeted disabilities in affirmative 

action planning. The current list of targeted disabilities can be found on SF 256, SelfIdentification of Disability.

When appropriate, the FDIC will provide PAS to employees with targeted disabilities. PAS are 

non-medical assistance with performing activities of daily living, such as assistance with 

removing and putting on clothing, eating, and using the restroom. These services are needed by 

individuals whose specific targeted disabilities make it difficult for them to perform such 

activities on their own. They differ from services that help the individual perform job-related 

tasks, such as sign language interpreters for individuals who are deaf or readers for individuals 

who are blind or have learning disabilities, which are already required as reasonable 

accommodations.

In addition to reasonable accommodations that may be needed, the FDIC will provide an 

employee with a targeted disability with PAS during work hours and job-related travel if:

1. The employee requires such services because of a targeted disability;

2. Provision of such services would, together with any reasonable accommodation, enable

the employee to perform the essential functions of his or her position; and
FDIC/FY 2022 253

2

3. Provision of such services would not impose undue hardship on the FDIC.

In providing PAS, the FDIC:

1. Will ensure that PAS are performed by qualified personal assistance service providers, 

employees, or independent contractors whose primary job functions include provision of 

PAS;

2. May require PAS providers to provide PAS to more than one individual;

3. May require PAS providers to perform tasks unrelated to PAS, but only to the extent that 

doing so does not result in failure to provide PAS to the individual; and

4. When selecting someone who will provide PAS to a single individual, give primary 

consideration to the individual’s preferences to the extent permitted by law. However, it 

may not be possible to honor the individual's preferences in all circumstances.

While they are not requests for reasonable accommodation, requests for PAS will be processed 

under the same procedures and delegated authority used for processing requests for reasonable 

accommodation, as described in FDIC Circular 2710.5, Procedures for Providing Reasonable 

Accommodation to Individuals with Disabilities.
FDIC/FY 2022 254

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT I | FDIC FY 2021 DISABLED VETERANS AFFIRMATIVE ACTION PROGRAM (DVAAP)
Federal Deposit Insurance Corporation

Disabled Veterans Affirmative Action Program

Fiscal Year 2022 Accomplishment 

Report Fiscal Year 2023 Plan 
Page 1

Disabled Veterans Affirmative Action Program (DVAAP) Accomplishment

Report

1. Agency Federal Deposit Insurance Corporation 2. FY 2022

3. POC Name Jessica P. Hill 4. Phone (703) 562-2256

5. Methods used to recruit and employ disabled veterans, especially those who are 30 percent or

more disabled (Attach supporting addendums if needed)

In FY 2022, the FDIC attended seven diversity events as part of efforts to recruit more veterans and veterans with 

disabilities. The FDIC also attended events hosted by Recruit Military, MBA Veterans Network, American Public 

University Corporate Gray, and Equal Opportunity Publications. FDIC recruiters specifically focused on veterans 

with disabilities who had the education and experience required to qualify for employment as grade CG-07 Financial 

Institution Specialists (FIS), a career track which includes three and a one-half year training program that may lead 

to permanent commissioned financial institution risk and compliance examiner positions up to grade CG12. Veteran participation rates within the examiner workforce have a direct influence on achieving higher veteran

participation rates within the broader FDIC workforce, including management roles. The FDIC’s recruitment strategy

for veterans with disabilities ensures they have opportunities to apply for entry-level FIS positions.

The FDIC conducted outreach to multiple National Affinity Groups, Veteran Organizations, Federal Executive 

Boards, state Departments of Vocational Rehabilitation, 600 plus Colleges/Universities, and the FDIC’s internal 

Employee Resource Groups in order to attract a diverse applicant pool by sending its vacancy announcements to 

these groups on a weekly basis. Throughout the calendar year, the FDIC posted all job advertisements in USAJobs 

as well as Corporate Gray’s job board. Corporate Gray is an organization that helps transitioning military personnel 

connect with civilian employers. In addition, the FDIC advertised several positions through an existing partnership 

with Recruit Military, including targeted email campaigns for FIS positions. As in the past, all of the FDIC’s Job 

Opportunity Announcements include information on veterans’ preference and provide information for applicants 

eligible under the Veterans Employment Opportunity Act of 1998, as amended, Veterans Recruitment Appointments, 

and Veterans with Disabilities of 30 percent or more.

6. OPM DVAAP Manager Official Use Only: Is there an explanation of the recruitment and employment

methods they have used?

Yes ☐ Somewhat ☐ No ☐
Page 2

7. Methods used to provide or improve internal advancement opportunities for disabled veterans

(Attach supporting addendums if needed)

The FDIC used a variety of methods to provide or improve internal advancement opportunities for disabled 

veterans. Provided below are notable accomplishments. 

More veterans with disabilities are completing career development plans (CDP). Employees are

encouraged to work with their supervisors and FDIC’s Career Management Program to create a personal 

development strategy covering a wide variety of activities designed to facilitate employees' career 

development. Of the 1,828 employees who had completed a CDP by the end of FY 2022, 6.1 percent (112

employees) were veterans with disabilities, and 3.9 percent (71 employees) were veterans with disabilities of 

30 percent or more. This represents an increase over the FY 2021 CDP participation rates of 4.7 percent of 

veterans with disabilities and 2.7 percent for veterans with disabilities of 30 percent or more. Further, it 

exceeds both groups’ representation in the FDIC employee workforce of 4.9 and 3.5 percent, respectively. 

More veterans with disabilities are using training funds provided through the FDIC’s Professional 

Learning Account (PLA). The PLA provides a specified annual amount of funds for eligible employees to

support their learning and developmental needs. Of the 1,401 employees who used their PLA funds during 

FY 2022, 5.8 percent (81 employees) were veterans with disabilities and 3.7 percent (52 employees) were 

veterans with disabilities of 30 percent or more. These percentages also exceed both groups’ representation 

in the FDIC workforce. 

The percentage of veterans with disabilities participating in the FDIC’s Mentoring Program has 

increased. During the 2022 Mentoring Program cycle, the FDIC paired 84 mentees with mentors, for a total

employee participation amount of 168. Among the participants, 7.1 percent (12 employees) were veterans 

and 4.2 percent (7 employees) were veterans with disabilities. Although the percentages were below their 

representation in the FDIC’s workforce, the participation of veterans and veterans with disabilities increased 

from 4.1 percent and 1.8 percent, respectively in FY 2021. The Leadership Mentoring Program (LMP) 

supports emerging leaders through individual guidance in pursuit of their career goals and professional 

aspirations. Out of the 26 mentors and mentees in the FY 2022 LMP, 7.7 percent (2 participants) were 

veterans and none were veterans with disabilities. The FDIC will explore ways to encourage EM and CM 

employees who are veterans to apply for this program. 

Veterans and veterans with disabilities participated in external leadership development programs at

a rate that exceeded their representation in the FDIC workforce. During FY 2022, the FDIC selected 17

employees to participate in the following leadership development programs: Executive Leadership Program 

for grades CG 11-13; Executive Potential Program for grades CG 14-CM 1; Senior Executive Fellows for CM

1 and CM 2; and Senior Managers in Government for EM levels. Within this group of 17 selectees, 17.6 

percent (3 employees) were veterans and 11.8 percent (2 employees) were veterans with disabilities. 

The representation of veterans and veterans with disabilities of 30% or more in the Special Assistant

Rotational Program exceeded their onboard representation rate when participants were selected.

This leadership development program provided cross-functional experiences to rising FDIC leaders from 

August 2021 through October 2022. Out of 23 participants, 13.0 percent (3 employees) were veterans and 

8.7 percent (2 employees) were veterans with disabilities of 30% or more, outpacing their onboard 

percentages when participants were selected, which were 9.1 percent and 3.3 percent, respectively. By

contrast, veterans and veterans with disabilities do not have reported representation in the Leadership 

Excellence Acceleration Program (LEAP), which is designed to give interested employees the tools to 
Page 3

become the FDIC’s leaders of the future. Of the 15 FDIC employees selected in the first LEAP cohort that 

ran through FY 2022, none were veterans or veterans with disabilities. Similarly, out of the 15 selectees for 

the cohort that began October 12, 2022, none reported being a veteran or veterans with a disability. The 

FDIC will consider strategies to encourage veterans to apply for these programs and practical ways for their 

managers to support their applications.

8. OPM DVAAP Manager Official Use Only: Does agency explain the career advancement methods they have

used?

Yes ☐ Somewhat ☐ No ☐
Page 4

9. A description of how the activities of major operating components and field installations were

monitored, reviewed, and evaluated (Attach supporting addendums if needed)

The FDIC's Office of Minority and Women Inclusion (OMWI) made the FY 2021 DVAAP available to all 

managers, supervisors, and employees via the FDIC intranet and provided technical assistance to 

supervisors and managers regarding veterans with disabilities. OMWI also generated workforce analytics

through the FDIC’s Diversity and Inclusion Analytics Dashboard and other data sources. To improve the 

accuracy of employee demographic data, the FDIC periodically sends employees a notice reminding them 

that they can update information on file, including information about disability status and veteran status.

Employee self-reported demographic data helps the FDIC to analyze its hiring and talent management 

processes and track its progress in advancing diversity, equity, inclusion, and accessibility (DEIA).

The FDIC continued to implement its 2021 – 2023 Diversity, Equity and Inclusion Strategic Plan (DEI

Strategic Plan) to build DEIA into all aspects of our workforce and communities we serve. Goal 2, Career, of 

the DEI Strategic Plan, outlines the FDIC’s efforts to “recruit, hire, and develop a high-performing workforce 

that reflects the communities we serve by optimizing experiences throughout an employee’s career.” 

Strategy 2.1.a of this goal required each FDIC Division and Office Director to develop and implement a 

Diversity, Equity, and Inclusion Strategic Plan tailored to the specific needs and focus areas of their Division 

or Office. In FY 2022, Divisions and Offices finalized and began to implement those plans, with guidance 

from OMWI’s Disability Program Manager and Special Emphasis Program Managers. Through these 

initiatives, FDIC executives, managers, and supervisors at Headquarters, Regional, and Field Offices bolster 

and supplement the DVAAP and the Affirmative Employment Program, which includes a plan for qualified 

individuals with disabilities and veterans with disabilities. 

The FDIC hired internal review personnel to enhance OMWI’s ability to monitor, review, and evaluate the 

effectiveness of its DEIA programs, including the DVAAP. These personnel are developing a plan to 

regularly review existing policies and programs in agency Headquarters, Regional Offices, and Field Offices 

for potential barriers to equal opportunity. This project is a key element of Goal 4.1 of the DEI Strategic Plan, 

which outlines steps the FDIC is taking to “[f]oster a work environment without barriers to equal opportunity, 

where all employees feel welcomed, valued, respected, and engaged, and can effectively participate in and 

bring their unique talents, skills, and perspectives.”

10. OPM DVAAP Manager Official Use Only: Does agency describe how they monitored, reviewed and

evaluated their DVAAP Activities? (If applicable as well as for major operating components and field

installations)

Yes ☐ Somewhat ☐ No ☐
Page 5

11. An explanation of the agency's progress in implementing its affirmative action plan during

the fiscal year. Where progress has not been shown, the report will cite reasons for the lack of

progress, along with specific plans for overcoming cited obstacles to progress 

(Attach supporting addendums if needed)

FDIC employment of disabled veterans, including those veterans who are 30 percent or more disabled,

continues to demonstrate steady progress primarily due to veterans continuing to be well-represented among 

new hires and improved veteran retention. As illustrated in Appendix A, Chart 1a, the representation of 

veterans, including those with disabilities and those who are 30 percent or more disabled, has increased 

from FY 2019 to FY 2022. Veteran representation remained at 9.1 percent of the workforce in FY 2022, but 

represents a slight increase from FY 2019. Veterans with disabilities and those who are 30 percent or more 

disabled experienced an upward trend during the same time period. Veterans with disabilities increased to 

4.9 percent, compared to 4.8 percent in FY 2021 and 4.2 percent in FY 2019. Veterans with disabilities of 30 

percent or more increased to 3.5 percent, compared to 3.3 percent in FY 2021 and 2.7 percent in FY 2019.

The FDIC is hiring veterans with disabilities, including veterans who are 30 percent or more disabled, at rates 

that exceed their onboard representation. Veterans with disabilities were 5.3 percent of new hires (30 new 

hires), which is higher than the group’s current FDIC workforce representation of 4.9 percent. Veterans with 

disabilities of 30 percent or more made up 4.3 percent of new hires (24 new hires), which is higher than their 

FDIC workforce representation of 3.5 percent. Overall, veterans continue to be well-represented among 

agency hires although slightly below their onboard representation. Of the 563 new hires during FY 2022, 8.9 

percent (50 employees) were veterans, which is slightly below their representation rate of 9.1 percent. 

Veteran retention has improved with FY 2022 veteran separation rates below FY 2021 numbers. During FY 

2022, 9.2 percent of employees who separated from the FDIC were veterans (65 of 706 employees). The 

percentage is well below the 12.5 percent who separated in FY 2021. Similarly, 5.1 percent of veterans with 

disabilities (36 employees) separated from the FDIC during FY 2022, which is lower than the 5.8 percent that 

separated in FY 2021. Veterans with disabilities of 30 percent or more separated at a rate of 3.5 percent in 

FY 2022 (25 employees), which is a decrease from the 4.5 percent who separated in FY 2021. 

While the participation of veterans in career-enhancing opportunities is promising, there is an opportunity to 

increase the selection rate of veterans for promotional opportunities. Of the 1,176 promotions among all 

employees at FDIC during FY 2022, 7.4 percent (87 employees) were veterans. The FDIC’s promotion rate 

among veterans in FY 2022 is below the 10.7 percent held during FY 2021, and lower than the group’s 

current representation in the workforce of 9.1 percent. Similarly, veterans with disabilities represented 4.1 

percent (60 employees) of FDIC employees who received promotions in FY 2022. This promotion rate is 

lower than FY 2021 promotion rate of 6.2 percent and the group’s current workforce representation of 4.9 

percent. Veterans with disabilities of 30 percent or more were 2.3 percent of FDIC employees promoted in 

FY 2022 (27 employees), which is lower than the 5.0 percent achieved in FY 2021, and also below their 

current workforce representation of 3.5 percent. 

The FDIC DVAAP plan includes initiatives to address covered categories in FY 2023.

12. OPM DVAAP Manager Official Use Only: Does agency explain the progress in implementing DVAAP? If

there was no progress, were there reasons for the lack of progress or challenges and specific plans for

overcoming their challenges?

Yes ☐ Somewhat ☐ No ☐
Page 6

13. POC’s Name, Email, and Phone Number of Operating Components and Field Installations

(If Applicable)

Designated DVAAP POC:

Name: Jessica P. Hill

Title: Disability Program Manager, Diversity and Affirmative Employment Branch, OMWI

Email: jehill@fdic.gov

Phone: (703) 562-2256
Page 7

Disabled Veterans Affirmative Action Program (DVAAP) Plan and 

Certification

1. Agency Federal Deposit Insurance Corporation 2. FY 2023

3. POC Name Jessica P. Hill 4. Phone (703) 562-2256

5. A statement of the agency's policy with regard to the employment and advancement of

disabled veterans, especially those who are 30 percent or more disabled (Attach supporting

addendums if needed)

The FDIC is committed to recruiting, hiring, retaining, advancing, and supporting disabled veterans. The 

agency’s commitment to equal employment opportunities is outlined in FDIC Corporate Directive 2710.1 and 

the FDIC’s 2021 – 2023 Diversity, Equity, and Inclusion Strategic Plan (DEI Strategic Plan). These policies are

executed as a part of the FDIC’s Affirmative Employment Program (AEP) strategies. Overall program 

responsibility for the development and implementation of the FDIC’s DVAAP is assigned to the Office of 

Minority and Women Inclusion (OMWI). Within OMWI, the Chief of the Affirmative Employment, Diversity and 

Inclusion Branch, and the Disability Program Manager are responsible for evaluating and monitoring the

DVAAP. FDIC Deputies to the Chairman, Division and Office Directors, Regional Directors, and other FDIC 

managers and supervisors are responsible for working with OMWI to develop, implement, oversee, and 

promote the success of the DVAAP. They are also responsible for ensuring that qualified veterans with 

disabilities are provided equal opportunities in all facets of employment, including hiring, training, development, 

advancement, and retention.

FDIC Corporate Directive 2710.1, Equal Opportunity Policy, dated November 20, 2015, states that it is the 

policy of the FDIC to promote diversity and inclusion in its workforce and in all of its programs and activities

and provide employees with a work environment that embodies excellence and acknowledges and honors the 

diversity of its employees. All aspects of personnel operations, including recruitment, hiring, promotions, 

training, awards, reorganizations, and retention of employees, shall be conducted consistent with equal 

employment opportunity principles, FDIC policies, and applicable Federal laws and regulations.

The DEI Strategic Plan states that the agency will recruit from a diverse, qualified group of potential applicants 

to secure a high-performing workforce drawn from the available talent pool in American society, and will 

strengthen and broaden relationships with veterans' organizations and other institutions that serve diverse 

populations. The DEI Strategic Plan discusses goals and strategies designed to increase the applicant pool of 

qualified individuals with disabilities and promote retention of these diverse employees by enhancing inclusion 

and accessibility.

In FY 2023, the FDIC will continue its AEP strategies, which helps ensure equal access to employment for all 

qualified individuals. The AEP includes: an expressed commitment to equal employment opportunity; 

collection of data relevant to the participation of individuals identified by race, ethnicity, sex, disability, and 

disabled veteran status; self-assessment; identification and elimination of barriers; and reporting. 

6. OPM DVAAP Manager Official Use Only: Did agency provide a policy outline in regards to the

employment and advancement of disabled veterans, especially those that are 30 percent or more disabled?

Yes ☐ Somewhat ☐ No ☐
Page 8

7. An assessment of the current status of disabled veteran employment within the agency, with

emphasis on those veterans who are 30 percent or more disabled (Attach supporting

graphs/charts if needed)

8. Total #

Employees 5,891 9. # OfVeterans

536 10. # Of Disabled

Veterans

291 11. # Of 30% Or More

Disabled Veterans 207

FDIC employment of disabled veterans, including those veterans who are 30 percent or more disabled, 

continues to make steady progress primarily due to veterans continuing to be well-represented among new

hires and improved veteran retention. As illustrated in Appendix A, Chart 1a, the representation of veterans,

including those with disabilities and those who are 30 percent or more disabled, has increased from FY 2019 

to FY 2022. Veteran representation remained at 9.1 percent of the workforce in FY 2022, but represents a 

slight increase from FY 2019. Veterans with disabilities and those who are 30 percent or more disabled 

experienced an upward trend during the same time period. Veterans with disabilities increased to 4.9

percent, compared to 4.8 percent in FY 2021 and 4.2 percent in FY 2019. Veterans with disabilities of 30

percent or more increased to 3.5 percent, compared to 3.3 percent in FY 2021 and 2.7 percent in FY 2019.

The FDIC is hiring veterans with disabilities, including veterans who are 30 percent or more disabled, at rates 

that exceed their onboard representation. Veterans with disabilities were 5.3 percent of new hires (30 new 

hires), which is higher than the group’s current FDIC workforce representation of 4.9 percent. Veterans with 

disabilities of 30 percent or more made up 4.3 percent of new hires (24 new hires), which is higher than their 

FDIC workforce representation of 3.5 percent. Overall, veterans continue to be well-represented among 

agency hires although slightly below their onboard representation. Of the 563 new hires during FY 2022, 8.9 

percent (50 employees) were veterans, which is slightly below their representation rate of 9.1 percent. 

Veteran retention has improved with FY 2022 veteran separation rates below FY 2021 numbers. During FY 

2022, 9.2 percent of employees who separated from the FDIC were veterans (65 of 706 employees). The 

percentage is well below the 12.5 percent who separated in FY 2021. Similarly, 5.1 percent of veterans with 

disabilities (36 employees) separated from the FDIC during FY 2022, which is lower than the 5.8 percent that 

separated in FY 2021. Veterans with disabilities of 30 percent or more separated at a rate of 3.5 percent in 

FY 2022 (25 employees), which is a decrease from the 4.5 percent who separated in FY 2021.

FDIC leadership continues to engage with employees who are veterans. Internally, OMWI provides

opportunities for the Veterans Employee Resource Group (VERG) and the Corporate Advocacy Network for 

Disability Opportunities (CAN DO) employee resource group (ERG) to engage with senior agency leadership 

about their work to give employees an opportunity to network, address common issues and concerns, and 

receive support from those who share similar backgrounds, experiences or interests. Representatives from 

these groups have met with the Acting Chairman, the Diversity and Inclusion Executive Advisory Council, 

regional leaders and others. OMWI and the FDIC’s Division of Administration (DOA) also coordinate with 

both ERGs to highlight various disability-related observance days and months throughout the year and 

highlight disabilities prevalent among the veteran community. Externally, the FDIC’s Office of 

Communications highlights VERG and CAN DO members on the agency’s social media channels. In 

addition, the FDIC’s Division of Depositor and Consumer Protection provides consumer resources focused on

veterans to employees and the public.

12. OPM DVAAP Manager Official Use Only: Did agency provide an assessment of the current status of

disabled veterans, especially those that are 30 percent or more disabled?

Yes ☐ Somewhat ☐ No ☐
Page 9

13. A description of recruiting methods which will be used to seek out disabled veteran

applicants, including special steps to be taken to recruit veterans who are 30 percent or more

disabled (Attach supporting addendums if needed)

The FDIC will seek out disabled veteran applicants by continuing to participate in recruiting events with agencies, 

organizations, and groups that work with, and provide services for, veterans and veterans with 

disabilities. These efforts may include events with the Department of Veterans Affairs, U.S. Chamber of 

Commerce, local chapters of Veteran Service Organizations; American Veterans; Disabled American Veterans; 

Iraq and Afghanistan Veterans of America Military Officers Association of America, and other organizations 

whose primary mission is to support veterans and veterans with disabilities by working to help them obtain 

employment. The FDIC Corporate Recruitment personnel plan to continue their participation in career fairs, 

Recruit Military Veterans Job Fairs, and job fairs/forums for transitioning service members at D.C. area military 

installations. The Human Resources Branch will continue to provide vacancy announcements to American GI 

Forum, Operation Warfighter, and VetJobs. 

The FDIC will continue to recruit qualified veterans with disabilities using both competitive and noncompetitive 

hiring authorities. The FDIC includes in its vacancy announcements detailed information on special hiring 

authorities for recruitment and selection of veterans with disabilities and how to request a reasonable 

accommodation. Additionally, the FDIC leverages the Department of Labor (DOL) Workforce Recruitment 

Program (WRP) to identify disabled veterans for non-competitive appointments. The DOL WRP program

managers and the FDIC Disability Program Manager will share information on the benefits of the WRP with

Human Resources (HR) Specialists, Administrative Officers, supervisors and managers using the updated 

WRP database. The Disability Program Manager and DOA’s Selective Placement Coordinator (SPC) will 

assist managers and offices in searching for disabled veterans through the WRP database. Further, the FDIC 

will continue to participate in Pathways Programs to provide internship opportunities for college students with 

disabilities, including veterans with disabilities, and will also exhibit at career fairs and similar events that are 

targeted to veterans and veterans with disabilities. The FDIC’s OMWI will continue to work closely with the 

SPC and other DOA staff in these efforts.

The FDIC’s DEI Strategic Plan also includes the following initiatives that will help better recruit disabled 

Veterans.

 Ensure hiring managers certify their review of Schedule A rosters for potential selections.

 Develop and implement a comprehensive reasonable accommodation information system to improve the

efficiency and effectiveness of processing requests and compiling data.

 Train selecting officials, interviewers, and Subject Matter Experts on ensuring consistency in the hiring

process, including requirements of the Americans with Disabilities Act of 1990, the Rehabilitation Act of

1973, and Title VII of the Civil Rights Act of 1964.

 Provide toolkits and other educational and learning opportunities for hiring officials regarding use of

special hiring authorities for persons with disabilities.

 Conduct mock interviews for both hiring officials and employees with disabilities to increase comfort with,

and the effectiveness of, the hiring process.

A combination of all these efforts should position the Agency to improve its ability to recruit, hire, and retain 

disabled Veterans.

14. OPM DVAAP Manager Official Use Only: Did agency provide a description of recruiting methods that

they will use to seek out disabled veterans?

Yes ☐ Somewhat ☐ No ☐
Page 10

15. OPM DVAAP Manager Official Use Only: Did agency provide special steps that would be taken to recruit

30 percent or more disabled veterans?

Yes ☐ Somewhat ☐ No ☐
Page 11

16. A description of how the agency will provide or improve internal advancement opportunities

for disabled veterans (Attach supporting addendums if needed)

The FDIC provides several resources to prepare employees, including disabled veterans, for internal 

advancement. Through the FDIC’s Career Management Program, the agency offers:

 Career Planning. Help guide individuals, as needed, through a process of self-assessment, exploration

of options, and decision-making.

 Educational Exploration. Help explore developmental opportunities or post-secondary options.

 Job Search. Provide networking strategies to get and stay connected, targeting resumes to specific job

announcements, and preparing for and practicing for structured interviewing.

 Professional Development. Help navigate preparing a career development plan that is required to

request Professional Learning Account funds to support learning and development goals.

 Coaching. Provide private, action-driven, and confidential sessions using a strength-based, solutionfocused model that support individuals as they develop the interpersonal and communication skills,

professional presence, or leadership skills needed to advance and succeed in their career.

 Mentoring. Support less experienced employees (mentees) by drawing upon the experience and

knowledge of more experienced employees (mentors) to improve mentees’ skills, organizational

knowledge and self-confidence.

 Webinars and Workshops. Provide 30-60 minute recorded video presentations on various careerenhancing topics.

The FDIC also provides a number of other career-enhancing programs such as:

 External Leadership Development Programs. Help participants to increase the capacity of their

current leadership skills and abilities.

 First Gen Program. Provide tools and resources to help employees achieve professional and personal

goals.

 Special Assistant Rotation Program. Provide cross functional experience to rising FDIC leaders,

promoting a culture of excellence that supports and sustains high performance, and improving career

development and succession management at the FDIC.

 Leadership Excellence Acceleration Program. Provide ambitious, high-performing non-supervisory

employees the knowledge and experience to take on managerial roles.

While there are a number of resources available, data suggests there is opportunity to increase the selection 

rate of veterans for promotional opportunities. Of the 1,176 promotions among all employees at FDIC during 

FY 2022, 7.4 percent (87 employees) were veterans. The FDIC’s promotion rate among veterans in FY 2022 is 

below the 10.7 percent held during FY 2021, and lower than the group’s current representation in the workforce 

of 9.1 percent. Similarly, veterans with disabilities represented 4.1 percent (60 employees) of FDIC employees 

who received promotions in FY 2022. This promotion rate is lower than FY 2021 promotion rate of 6.2 percent

and the group’s current workforce representation of 4.9 percent. Veterans with disabilities of 30 percent or 

more were 2.3 percent of FDIC employees promoted in FY 2022 (27 employees), which is lower than the 5.0

percent achieved in FY 2021, and also below their current workforce representation of 3.5 percent.

As mentioned above under item 13, the FDIC’s DEI Strategic Plan outline a number of initiatives that should 

improve internal advancement opportunities for veterans. The FDIC will continue to offer various career 

development opportunities and highlight promotion opportunities so that both veterans and veterans with 

disabilities are well positioned for these opportunities during FY 2023.
Page 12

17. OPM DVAAP Manager Official Use Only: Did agency provide a description of how they will

provide internal advancement opportunities for disabled veterans?

Yes ☐ Somewhat ☐ No ☐

18. OPM DVAAP Manager Official Use Only: If needed, is there a plan of how the agency will improve

internal advancement opportunities for disabled veterans?

Yes ☐ Somewhat ☐ No ☐ Not Needed ☐
Page 13

19. A description of how the agency will inform its operating components and field installations,

on a regular basis, of their responsibilities for employing and advancing disabled veterans

(Attach supporting addendums if needed)

The FDIC uses a variety of methods to inform operating components and field installations of their 

responsibilities for employing and advancing diversity, equity, inclusion, and accessibility (DEIA) initiatives, 

including employing and advancing disabled veterans. They include, but are not limited to:

 Division and Office Meetings. Periodically, OMWI meets with division and office leadership as they

implement operational plans to support corporate DEIA goals and their unique business needs.

 Regional Office Presentations. Periodically, OMWI meets with regional and field office management

to share pertinent DEIA data and strategies to support their progress.

 Diversity and Inclusion Executive Advisory Council. Monthly, OMWI meets with senior executive

leadership to discuss DEIA strategies, including presentations by VERG related to workplace topics

impacting veterans.

 Chairman’s Diversity Advisory Councils (CDACs). Through OMWI, CDACs engage with CAN DO

and VERG ERGs to host programs that encourage understanding and awareness of individuals with

disabilities, including veterans with disabilities, dispel any stereotypes about individuals with disabilities,

and provide information on the FDIC’s reasonable accommodation process.

 Global Messaging. At least annually, the Chairman issues a statement expressing the FDIC’s

commitment to equal employment opportunities and related responsibilities. In addition, OMWI shares

annual reports with all FDIC employees and the public regarding the employment of disabled veterans.

20. OPM DVAAP Manager Official Use Only: Did agency provide a description on how they will inform their

operating components and field installations, on responsibilities such as the employment and advancement of

disabled veterans? (Not Applicable for agencies that do not have operating components or field installations)

Yes ☐ Somewhat ☐ No ☐ Not Applicable ☐
Page 14

21. A description of how the agency will monitor, review, and evaluate its planned efforts,

including implementation at operating component and field installation levels during the period

covered by the plan (Attach supporting addendums if needed)

During FY 2023, the FDIC will maintain its goal of being an “employer of choice” for recruiting, hiring, retaining, 

and advancing all employees, including Veterans with Disabilities. The FDIC will monitor, review, and evaluate 

its planned efforts through various mechanisms.

 Data Collection. OMWI will regularly ask FDIC employees to update/confirm their diversity data and

use that data with existing personnel data on veteran status to improve the accuracy of FDIC data on

veterans with disabilities. Also, the Disability Program Manager will continue to promote selfidentification process by employees in regional and field offices through email notifications and

discussions with Assistant Regional Directors and Field Supervisors. Promoting regular review and

updates to data will help the FDIC to better evaluate the effectiveness of efforts to hire, train, promote,

award, and retain individuals with disabilities, including veterans with disabilities.

 Data Analysis. To identify opportunities to enhance its appeal, the FDIC will analyze and monitor its

workforce profiles quarterly and review and evaluate DVAAP initiatives to ensure they are being carried

out as planned.

 Part J of the MD-715. OMWI will continue to meet regularly with key agency stakeholders to identify

and implement areas of the Special Program Plan for the Recruitment, Hiring, Advancement, and

Retention of Persons with Disabilities that promote the employment and advancement of veterans with

disabilities.

 Division and Office DEI Strategic Plans. The Disability Program Manager and Special Emphasis

Program Managers in OMWI will monitor the progress of each Division’s and Office’s DEI Strategic

Plans in regular meetings with representatives in Headquarters, Regional, Area, and Field Offices.

 Internal Review Program. The FDIC recently hired internal review personnel in OMWI to enhance its

ability to monitor, review, and evaluate the effectiveness of its DEIA programs, including the DVAAP.

These personnel are developing a plan to regularly review existing policies and programs in agency

Headquarters, Regional Offices, and Field Offices for potential barriers to equal opportunity.

22. OPM DVAAP Manager Official Use Only: Did agency provide a description on how they will monitor,

review and evaluate its planned efforts? (If applicable as well as for major operating components and field

installations)

Yes ☐ Somewhat ☐ No ☐
Page 15

23. POC’s Name, Email, and Phone Number of Operating Components and Field Installations

(If Applicable)

Designated DVAAP POC:

Name: Jessica P. Hill

Title: Disability Program Manager, Affirmative Employment, Diversity and Inclusion Branch, 

OMWI Email: jehill@fdic.gov

Phone: (703) 562-2256
Page 16

10

Plan Certification

The plans shall cover a time period of not less than one year, and may cover a longer period if concurrent with 

the agency's Section 501(b) Plan. Each plan must specify the period of time it covers.

Agency must have a plan covering all of its operating components and field installations. The plan shall include 

instructions assigning specific responsibilities on affirmative actions to be taken by the agency's operating 

components and field installations to promote the employment and advancement of disabled veterans. OPM 

must be informed when headquarters offices require plans at the field or installation level.

Agency operating components and field installations must have a copy of the plan covering them, and must 

implement their responsibilities under the plan. OPM may require operating components and field installations 

to develop separate plans in accordance with program guidance and/or instructions.

Certification

The below certification indicates that the program is being implemented as required by 5 CFR Part 720, 

Subpart C and appropriate guidance issued by the U.S. Office of Personnel Management. Additionally, this 

agency has a current plan as required by the regulation.

Please type or print clearly. After an original signature is obtained, scan and return this sheet.

24. Dates of the Period of Time the Plan is Covered I From 10/01/2022 I To 11/30/2023

25. Agency Name I Federal Deposit Insurance Corporation

26. DVAAP POC's Name I Jessica P. Hill

27. Title I Disability Program Manager

28. Telephone Number I(703) 562-2256 I 29. Email jehill@fdic.gov

30. Date Plan Last Amended 12/01/2021 31. Date Effective 12/01/2022

32. DVAAP Certifying Official's Name I Nikita Pearson

33. Title I Deputy to the Chairman for External Affairs and Director, OMWI

34. Telephone Number (202) 898-6977 1 35. Email npearson@fdic.gov I I

36. DVAAP Certifying Official Signature:
2022 DVAAP Report

Appendix A, Charts 1a and 1b.

1a.

1b.

8.9 9 9.1 9.1

4.2 4.4

4.8 4.9

2.7 3 3.3 3.5

0

1

2

3

4

5

6

7

8

9

10

2019 2020 2021 2022

Percentage of Veterans Onboard

Veterans

Disabled Veterans

30% Disabled Veterans

8.9

13.5

12.5

8.9

4.2

7.9

8.7

5.3

2.7

6.5 7.0

4.3

0

2

4

6

8

10

12

14

16

2019 2020 2021 2022

Percentage of Veteran New Hires

Veterans

Disabled Veterans

30% Disabled Veterans

Page17
FDIC/FY 2022 273

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT J | FDIC FY 2021 FEDERAL EMPLOYEE VIEWPOINT SURVEY RESULTS
Results for:

December 2022

FDIC 2022 OPM Federal Employee 

Viewpoint Survey Results

FDIC Overall

U.S. Office of Personnel Management
► How To Use This Report 3

► OPM Index Results 4

- Global Satisfaction Index 4

- Employee Engagement Index 4

- Performance Confidence Index 4

- DEIA Index 4

- Inclusion Quotient Index 5

► Top 5 and Bottom 5 Differences Compared to 2021 Results 6

► FEVS Item Results 7

- My Work Experience Items 7

- My Work Unit Items 8

- My Organization Items 9

- My Supervisor Items 10

- Leadership Items 11

- My Satisfaction Items 12

- DEIA Items 13

- Employee Experience Items 14

- Pandemic, Transition to the Worksite, Workplace Flexibilities Items 15

- Paid Parental Leave Items 16

► Demographic Item Results 18

- Employment Demographic Items 18

- Personal Demographic Items 22

Table of Contents

2
2022 FEVS Survey Background

► This year, the Office of Personnel Management (OPM) added new content to gauge employees’ views on 

their agency’s response to the COVID-19 pandemic, telework, and the return to on-site work. OPM has also 

included new content related to Diversity, Equity, Inclusion, & Accessibility (DEIA), Employee Experience, 

and Paid Parental Leave. In addition, where applicable, employees had the opportunity to indicate their 

Division or Office Branch.

General Reporting Notes

► This report outlines results for the FDIC 2022 OPM Federal Employee Viewpoint Survey (FEVS). Data is 

provided at the OPM index and item (question) level. When available, comparisons to FDIC's 2021 survey 

results are provided.

► Significant differences, compared to FDIC's 2021 survey results, are highlighted in green (positive difference) 

and red (negative difference). Significance is determined based on the margin of error.

OPM Index Results

► This section summarizes FDIC's scores on OPM defined indices. The statistics are the same as those in the 

Item Results sections, and are calculated as the average of item scores comprising each index.

► The information in this section is useful for benchmarking and identifying broad areas of strength and 

opportunity.

Top 5 and Bottom 5 Differences Compared to 2021 Survey Results

► This section shows the top 5 differences compared to 2021, and the bottom 5 differences compared to 2021.

► Use this section to quickly identify actionable strengths and opportunities. 

Item Results

► These sections show detailed results for each item on the survey. The report shows the percentage of 

respondents who chose each response option. 

► Item Results are divided into the two major sections included on the survey: FEVS Items and Demographic 

Items.

► The information in these sections is useful for identifying specific strengths and targeting specific areas for 

improvement. 

Administration Details

► Survey Dates: August 8, 2022 through September 30, 2022

► Population: 5936

► Number of Surveys Completed: 3710

► Response Rate: 62.5%

► Margin of Error: +- 1%

Determining Key Findings

► To determine strengths and possible opportunities to improve (or continue improving), take into account the 

percent favorable of each item, and how each item compares to FDIC's 2021 survey results.

► Areas of strength can be identified by having a relatively high percent favorable rating, and at the same time, 

being significantly higher than FDICs 2021 survey benchmark.

► Possible opportunities for improvement are the opposite; that is, they can be identified by having a relatively 

low percent favorable, and are below FDIC's 2021 survey benchmark.

How to Use this Report

3
FDIC 2022 OPM Federal Employee Viewpoint Survey Results

Global Satisfaction Index

 Items: 51,79,80,81

Employee Engagement Index (EEI)

 EEI - Intrinsic Work Experience

 Items: 2,3,4,6,7

 EEI - Leaders Lead

 Items: 64,66,67,70,71

 EEI - Supervisors

 Items: 54,56,57,58,61

Performance Confidence Index

 Items: 21,22,23,24

DEIA Index

 Diversity

 Items: 83,84

 Equity

 Items: 85,86,87

 Inclusion

 Items: 89,90,91,92,93

 Accessibility

 Items: 94,95,96

Performance Confidence is defined as “The extent to which employees believe their organization has an outstanding 

competitive future, based on innovative, high-quality products and services that are highly regarded by the marketplace." 

DEIA Index is comprised of the following four subindices:

-Diversity: The practice of including the many communities, identities, races, ethnicities, backgrounds, abilities, cultures, 

and beliefs of the American people, including underserved communities. 

-Equity: The consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong 

to underserved communities that have been denied such treatment. 

-Inclusion: The recognition, appreciation, and use of the talents and skills of employees of all backgrounds. 

-Accessibility: The design, construction, development, and maintenance of facilities, information and communication 

technology, programs, and services so that all people, including people with disabilities, can fully and independently use 

them. 

Results for: FDIC Overall, N=3710

OPM INDEX RESULTS

Differences

Global Satisfaction measures employees' satisfaction about four aspects of their work: their job, their pay, their 

organization, and whether they would recommend their organization as a good place to work.

Employee Engagement measures conditions that can lead to engagement. The EEI is comprised of three subindices: 

-Intrinsic Work Experience: Employees' feelings of motivation & competency relating to the workplace.

-Leaders Lead: Perceptions of the leadership's integrity, communication & motivation.

-Supervisor: Perceptions of the worker/supervisor relationship, including trust, respect, & support.

2021

-10

-4

-3

-7

-1

-1

--

--

--

--

--

Favorable Neutral Unfavorable

64 16 19

75 13 12

74 13 13

64 18 18

85 8 7

90 9 1

77 13 10

81 12 8

72 13 15

80 12 8

75 16 9

4
Inclusion Quotient (IQ) Index

 IQ - Cooperative

 Items: 68,69

 IQ - Empowering

 Items: 2,6,9,37

 IQ - Fair

 Items: 15,17,18,49,50

 IQ - Open

 Items: 39,40,53,65

 IQ - Supportive

 Items: 55,56,57,60,62

Inclusion Quotient identifies behaviors that help create an inclusive environment. The IQ is comprised of five subindices:

-Cooperative: Does management encourage communication and collaboration? 

-Empowering: Do employees have the resources and support needed to excel?

-Fair: Are all employees treated equitably?

-Open: Does management support diversity in all ways? 

-Supportive: Do supervisors value employees? 

Note: This is the last year FDIC will include reporting on the IQ Index, as OPM no longer includes the IQ Index in its official 

FEVS government-wide reporting. FDIC included the IQ items and indices this year to allow for consistent measuring and in 

alignment with strategic goals.

Differences

-4

-2

2021

-4

-4

-5

-6

70 15 15

70 16 14

64 17 19

56 22 22

71 16 13

85 8 7

Favorable Neutral Unfavorable

5
FDIC 2022 OPM Federal Employee Viewpoint Survey Results

Top 5

53. My supervisor is committed to a workforce 

representative of all segments of society. 

54. Supervisors in my work unit support employee 

development. 

110. My supervisor creates an environment where I 

can voice my concerns about staying healthy and 

safe.

60. In the last six months, my supervisor has talked 

with me about my performance.

14. The people I work with cooperate to get the job 

done. 

Bottom 5

82. How satisfied are you with the Telework program 

in your agency?

76. How satisfied are you with your involvement in 

decisions that affect your work? 

107. My organization’s senior leaders support policies 

and procedures to protect employee health and 

safety.

80. Considering everything, how satisfied are you 

with your pay? 

108. My organization’s senior leaders provide 

effective communications about what to expect with 

the return to the physical worksite.

Results for: FDIC Overall, N=3710

Top 5 and Bottom 5 Differences Compared to 2021 Survey Results

Differences

2021

1

0

0

0

0

Differences

2021

-14

-14

-18

-17

-16

Favorable Neutral Unfavorable

87 8 5

87 7 6

87 7 6

86 6 8

88 6 5

72 8 19

46 26 28

75 12 13

52 16 33

62 13 25

Favorable Neutral Unfavorable

6
FDIC 2022 OPM Federal Employee Viewpoint Survey Results

My Work Experience

1. I am given a real opportunity to improve my skills 

in my organization. 

2. I feel encouraged to come up with new and better 

ways of doing things. 

3. My work gives me a feeling of personal 

accomplishment. 

4. I know what is expected of me on the job.

5. My workload is reasonable. 

6. My talents are used well in the workplace. 

7. I know how my work relates to the agency's goals. 

8. I can disclose a suspected violation of any law, 

rule or regulation without fear of reprisal. 

9. I have enough information to do my job well. 

10. I receive the training I need to do my job well.

11. I am held accountable for the quality of work I 

produce. 

12. Continually changing work priorities make it hard 

for me to produce high quality work. *see note below

13. I have a clear idea of how well I am doing my job.

Results for: FDIC Overall, N=3710

Differences

FEVS ITEM RESULTS

NOTE: Based on the wording of Item 12, responses are reverse scored, meaning that responses that indicate 

disagreement (i.e., Strongly Disagree and Disagree) are treated as Favorable and responses that indicate agreement 

(Strongly Agree and Agree) are treated as Unfavorable.

2021

-4

-6

-2

-1

-6

-4

-2

-1

-1

--

--

--

--

Favorable Neutral Unfavorable

79 11 10

60 19 21

74 15 11

83 9 8

64 12 24

66 16 18

89 6 5

79 11 10

80 11 9

73 15 12

89 7 4

38 24 37

76 15 9

7
My Work Unit

14. The people I work with cooperate to get the job 

done. 

15. In my work unit, steps are taken to deal with a 

poor performer who cannot or will not improve. 

16. In my work unit poor performers usually: Choose 

all that apply.

Remain in the work group and improve their 

performance over time

Remain in the work group and continue to 

underperform

Leave the work group - removed or transferred

Leave the work group - quit

There are no poor performers in my work group

Do not know

17. In my work unit, differences in performance are 

recognized in a meaningful way. 

18. Awards in my work unit depend on how well 

employees perform their jobs.

19. Employees in my work unit share job knowledge.

20. My work unit has the job-relevant knowledge and 

skills necessary to accomplish organizational goals.

21. Employees in my work unit meet the needs of our 

customers.

22. Employees in my work unit contribute positively 

to my agency's performance.

23. Employees in my work unit produce high-quality 

work.

24. Employees in my work unit adapt to changing 

priorities.

Differences

2021

--

-1

-1

-1

-1

0

0

-3

-7

-4

Differences

2021

Favorable Neutral Unfavorable

88 6 5

42 30 29

13%

33%

10%

8%

20%

30%

46 24 29

58 19 23

84 9 7

Favorable Neutral Unfavorable

87 8 5

93 7 1

91 7 1

87 11 2

88 10 1

8
My Work Unit - continued

25. New hires in my work unit (i.e., hired in the past 

year) have the right skills to do their jobs.

26. I can influence decisions in my work unit.

27. I know what my work unit’s goals are.

28. My work unit commits resources to develop new 

ideas (e.g., budget, staff, time, expert support).

29. My work unit successfully manages disruptions to 

our work.

30. Employees in my work unit consistently look for 

new ways to improve how they do their work.

31. Employees in my work unit incorporate new ideas 

into their work.

32. Employees in my work unit approach change as 

an opportunity.

33. Employees in my work unit consider customer 

needs a top priority.

34. Employees in my work unit consistently look for 

ways to improve customer service. 

35. Employees in my work unit support my need to 

balance my work and personal responsibilities.

36. Employees in my work unit are typically under too 

much pressure to meet work goals. *see note below

My Organization

37. Employees have a feeling of personal 

empowerment with respect to work processes. 

38. Employees are recognized for providing high 

quality products and services. 

--

--

Differences

Differences

NOTE: Based on the wording of Item 36, responses are reverse scored, meaning that responses that indicate 

disagreement (i.e., Strongly Disagree and Disagree) are treated as Favorable and responses that indicate agreement 

(Strongly Agree and Agree) are treated as Unfavorable.

2021

2021

-11

-8

--

--

--

--

--

--

--

--

--

--

Favorable Neutral Unfavorable

50 22 27

61 18 21

67 21 12

64 21 15

86 8 6

55 23 23

75 15 9

62 23 15

65 22 13

55 28 17

76 18 6

63 28 9

79 13 9

43 26 30

Favorable Neutral Unfavorable

9
My Organization - continued

39. Creativity and innovation are rewarded. 

40. Policies and programs promote diversity in the 

workplace. 

41. Employees are protected from health and safety 

hazards on the job. 

42. My organization is successful at accomplishing its 

mission.

43. I have a good understanding of my organization’s 

priorities.

44. My organization effectively adapts to changing 

government priorities.

45. My organization has prepared me for potential 

physical security threats.

46. My organization has prepared me for potential 

cybersecurity threats.

47. My organization encourages staff to identify and 

report risk.

48. My organization takes effective action to address 

risk.

49. In my organization, arbitrary action, personal 

favoritism and/or political coercion are not tolerated. 

50. Prohibited Personnel Practices are not tolerated. 

51. I recommend my organization as a good place to 

work. 

52. I believe the results of this survey will be used to 

make my agency a better place to work.

My Supervisor

53. My supervisor is committed to a workforce 

representative of all segments of society. 

Differences

Differences

2021

2021

-10

-1

-10

-5

--

--

--

--

--

--

-13

-6

-8

-6

1

44 27 29

77 14 10

82 11 8

87 8 4

55 21 24

75 16 9

74 15 10

55 20 24

Favorable Neutral Unfavorable

87 8 5

Favorable Neutral Unfavorable

85 9 6

73 16 11

80 12 8

87 8 5

87 8 5

79 14 8

10
My Supervisor - continued

54. Supervisors in my work unit support employee 

development. 

55. My supervisor supports my need to balance work 

and other life issues. 

56. My supervisor listens to what I have to say.

57. My supervisor treats me with respect.

58. I have trust and confidence in my supervisor. 

59. My supervisor holds me accountable for 

achieving results.

60. In the last six months, my supervisor has talked 

with me about my performance.

61. Overall, how good a job do you feel is being done 

by your immediate supervisor? 

62. My supervisor provides me with constructive 

suggestions to improve my job performance. 

63. My supervisor provides me with performance 

feedback throughout the year.

Leadership

64. In my organization, senior leaders generate high 

levels of motivation and commitment in the 

workforce. 

65. Supervisors work well with employees of different 

backgrounds. 

Differences

Differences

2021

2021

-11

-4

--

0

-2

0

-1

-1

0

-1

-5

--

87 7 6

89 6 5

87 7 7

90 5 5

81 10 9

91 6 3

86 6 8

83 11 6

Favorable Neutral Unfavorable

47 23 30

76 14 10

73 16 11

77 12 11

Favorable Neutral Unfavorable

11
Leadership - continued

66. My organization's senior leaders maintain high 

standards of honesty and integrity. 

67. Managers communicate the goals of the 

organization. 

68. Managers promote communication among 

different work units.(for example, about projects, 

goals, needed resources).

69. Managers support collaboration across work units 

to accomplish work objectives. 

70. Overall, how good a job do you feel is being done 

by the manager directly above your immediate 

supervisor? 

71. I have a high level of respect for my 

organization's senior leaders. 

72. Senior leaders demonstrate support for Work-Life 

programs.

73. Management encourages innovation.

74. Management makes effective changes to address 

challenges facing our organization.

75. Management involves employees in decisions 

that affect their work.

My Satisfaction

76. How satisfied are you with your involvement in 

decisions that affect your work? 

77. How satisfied are you with the information you 

receive from management on what's going on in your 

organization? 

78. How satisfied are you with the recognition you 

receive for doing a good job? 

79. Considering everything, how satisfied are you 

with your job? 

Differences

Differences

2021

2021

-10

-12

-17

-12

-12

--

--

--

-7

-3

-5

-4

-5

-6

65 18 17

77 12 11

68 16 15

71 16 13

70 18 12

59 19 21

67 16 17

Favorable Neutral Unfavorable

46 26 28

55 20 25

53 21 26

69 16 15

Favorable Neutral Unfavorable

52 24 24

53 21 26

42 23 35

12
My Satisfaction - continued

80. Considering everything, how satisfied are you 

with your pay? 

81. Considering everything, how satisfied are you 

with your organization? 

82. How satisfied are you with the Telework program 

in your agency?

Participates in program

I choose not to participate in this program

This program is not available to me

I am unaware of this program

Diversity, Equity, Inclusion, & Accessibility

83. My organization’s management practices promote 

diversity (e.g., outreach, recruitment, promotion 

opportunities).

84. My supervisor demonstrates a commitment to 

workforce diversity (e.g., recruitment, promotion 

opportunities, development).

85. I have similar access to advancement 

opportunities (e.g., promotion, career development, 

training) as others in my work unit. 

86. My supervisor provides opportunities fairly to all 

employees in my work unit (e.g., promotions, work 

assignments).

87. In my work unit, excellent work is similarly 

recognized for all employees (e.g., awards, 

acknowledgements).

88. Employees in my work unit treat me as a valued 

member of the team.

89. Employees in my work unit make me feel I 

belong.

90. Employees in my work unit care about me as a 

person.

91. I am comfortable expressing opinions that are 

different from other employees in my work unit. 

Differences

Differences

-14

-11

-18

--

--

--

--

--

--

--

--

--

2021

2021

52 16 33

63 18 19

72 8 19

99%

0%

0%

0%

80 11 9

82 12 6

72 12 16

76 12 12

67 15 18

88 8 4

85 10 5

82 13 5

77 12 12

Favorable Neutral Unfavorable

Favorable Neutral Unfavorable

13
Diversity, Equity, Inclusion, & Accessibility - 

continued

92. In my work unit, people’s differences are 

respected.

93. I can be successful in my organization being 

myself.

94. I can easily make a request of my organization to 

meet my accessibility needs.

95. My organization responds to my accessibility 

needs in a timely manner. 

96. My organization meets my accessibility needs.

Employee Experience

97. My job inspires me.

98. The work I do gives me a sense of 

accomplishment.

99. I feel a strong personal attachment to my 

organization.

100. I identify with the mission of my organization.

101. It is important to me that my work contribute to 

the common good. 

Differences

--

--

--

--

--

Differences

--

--

2021

2021

--

--

--

73 18 9

75 16 9

79 12 8

76 14 11

76 14 10

57 25 18

75 14 11

59 23 17

82 13 5

92 6 2

Favorable Neutral Unfavorable

Favorable Neutral Unfavorable

14
Pandemic, Transition to the Worksite, 

Workplace Flexibilities

102. Please select the response that BEST describes 

your current work schedule.

I have an approved Remote Work Option agreement 

I have an approved Home Based Option agreement 

I have an approved Expanded Telework agreement

I have an approved Regular Recurring Telework 

agreement for <50% per pay period 

I have an approved Ad-Hoc/Situational Telework 

agreement

I am not eligible for telework 

I do not telework because I choose not to telework

102a. What is your current remote work option 

status? 

I have an approved remote work option agreement and live outside 

the local commuting area (more than 50 miles away)

I have an approved remote work option agreement and live within 

the local commuting area (less than 50 miles away)

102b. What is your current home based option work 

status? 

I have an approved home based agreement and live outside the 

local commuting area (more than 50 miles away)

I have an approved home based option agreement and live within 

the local commuting area (less than 50 miles away)

103. Did you have an approved telework agreement 

before the 2020 COVID-19 pandemic? 

Yes

No

104. Based on your work unit’s current telework, 

remote work, or home based options, are you 

considering leaving your organization, and if so, why?

No

Yes, to retire

Yes, to take another job within my Agency

Yes, to take another job within the Federal Government

Yes, to take another job outside the Federal 

Government

Yes, other

10%

62%

10%

11%

7%

1%

28%

72%

71%

29%

18%

82%

0%

73%

6%

4%

5%

5%

7%

15
105. My agency’s re-entry arrangements are fair in 

accounting for employees’ diverse needs and 

situations. 

106. Please select the response that BEST describes 

how employees in your work unit currently report to 

work:

All employees in my work unit are physically present on 

the worksite

Some employees are physically present on the worksite 

and others telework or work remotely

No employees in my work unit are physically present 

on the worksite, we all work remotely

Other

107. My organization’s senior leaders support policies 

and procedures to protect employee health and 

safety.

108. My organization’s senior leaders provide 

effective communications about what to expect with 

the return to the physical worksite.

109. My supervisor supports my efforts to stay 

healthy and safe while working. 

110. My supervisor creates an environment where I 

can voice my concerns about staying healthy and 

safe.

Paid Parental Leave

Have you used the Paid Parental Leave benefit at 

any point from October 1, 2020 to today?

Yes 

No, did not have a qualifying event 

No, I was not aware of the leave although I had a 

qualifying event

No, I chose not to use the leave although I had a 

qualifying event

No, I had a qualifying event, but was not eligible to use 

the leave

No, I had a qualifying event, but I used all my FMLA 

leave previously

Differences

Differences

2021

-14

-2

0

--

Pandemic, Transition to the Worksite, 

Workplace Flexibilities - continued

-16

2021

45 24 31

Favorable Neutral Unfavorable

1%

52%

43%

4%

75 12 13

Favorable Neutral Unfavorable

62 13 25

90 6 4

87 7 6

6%

93%

0%

0%

0%

0%

16
Paid Parental Leave - continued

For what purpose did you use Paid Parental Leave? 

Choose all that apply. 

Birth of a child

Placement of a child for adoption

Placement of a child for foster care

How many weeks of Paid Parental Leave did you use 

during the 12-month period following a qualifying 

event? 

Full 12 weeks 

At least 8 weeks but less than 12 weeks 

At least 6 weeks but less than 8 weeks

At least 3 weeks but less than 6 weeks

Less than 3 weeks

What are the primary reasons you used (or expect to 

use) less than 12 weeks of Paid Parental Leave? 

Choose all that apply.

Did not need to use the full 12 weeks of leave

Previous use of FMLA leave reduced the amount of 

Paid Parental Leave available to me

Meeting FMLA eligibility requirements limited the 

FMLA leave available to use within 12-month period

Did not feel I could be away from job responsibilities for 

a full 12 weeks

Concerned about the impact using the leave would 

have on my career advancement

Did not feel that my coworkers supported my use of all 

12 weeks of the leave

Did not feel that my supervisor supported my use of all 

12 weeks of the leave

Other reason

96%

3%

0%

80%

15%

1%

1%

2%

21%

0%

0%

62%

38%

14%

17%

19%

17
FDIC 2022 OPM Federal Employee Viewpoint Survey Results

Employment Demographics

In which Division/Office do you currently work?

Chairman/Executive Offices

Chief Financial Officer Organization(CFOO/DOF)

Chief Information Officer Organization (CIO/DIT/OCISO)

Corporate University (CU)

Division of Administration (DOA/COO)

Division of Complex Institution Supervision and Resolution (CISR)

Division of Depositor and Consumer Protection (DCP)

Division of Insurance and Research (DIR)

Division of Resolutions and Receiverships (DRR)

Division of Risk Management Supervision (RMS)

Legal Division (Legal)

Office of Communications (OCOM)

Office of Inspector General (OIG)

Office of Legislative Affairs (OLA)

Office of Minority and Women Inclusion (OMWI)

Office of the Ombudsman (OO)

Results for: FDIC Overall, N=3710

DEMOGRAPHIC ITEM RESULTS

0%

3%

6%

1%

6%

5%

14%

4%

41%

8%

1%

2%

0%

1%

7%

0%

18
What is your location?

Headquarters

Regional or Area Office

 Atlanta Regional Office

 Chicago Regional Office

 Dallas Regional Office

 Kansas City Regional Office

 New York/Boston Regional Office

 San Francisco Regional Office

Field Office

 Atlanta Field Offices

 Chicago Field Offices

 Dallas Field Offices

 Kansas City Field Offices

 New York/Boston Field Offices

 San Francisco Field Offices

What is your supervisory status?

Senior Leader/Executive

Manager

Supervisor

Team Leader

Non-Supervisor

What is your current grade level?

Grade 1-8

Grade 9-11

Grade 12

Grade 13-15

CG Supervisor/CM

EM/CX

Other

37%

2%

3%

8%

3%

5%

6%

6%

8%

7%

7%

3%

6%

2%

4%

10%

10%

74%

7%

11%

12%

54%

12%

2%

0%

19
What type of appointment do you have?

Permanent

Non-Permanent

Student Intern/Financial Management Scholar

Do you work:

Full Time

Part Time

Are you in a Bargaining Unit position?

Yes

No

Are you currently in the 0570 Occupational Group?

No

Yes, Examiner

Yes, Financial Institution Specialist

Yes, Other

What is your US military service status?

No Prior Military Service

Currently in National Guard or Reserves

Retired

Separated or Discharged

Are you:

Spouse of current active duty service member

Spouse of separated or discharged service member with a disability 

rating of 100 percent

Widow of a service member killed while on active duty

None of the categories listed

Have you been hired under the Military Spouse Non-Competitive 

Hiring Authority?

Yes

No

93%

5%

2%

98%

2%

59%

41%

53%

32%

8%

7%

89%

0%

2%

8%

0%

1%

0%

99%

6%

94%

20
How long have you been with the Federal Government (excluding 

military service)?

Less than 1 year

1 to 3 years

4 to 5 years

6 to 10 years

11 to 14 years

15 to 20 years

More than 20 years

How long have you been with FDIC?

Less than 1 year

1 to 3 years

4 to 5 years

6 to 10 years

11 to 14 years

15 to 20 years

More than 20 years

Are you considering leaving your organization within the next year, 

and if so, why?

No

Yes, to retire

Yes, another job in Federal Government

Yes, another job outside Federal Government

Yes, other

3%

10%

4%

13%

22%

13%

33%

6%

16%

6%

15%

22%

8%

28%

71%

7%

7%

8%

7%

21
I am planning to retire:

Less than 1 year

1 year

2 years

3 years

4 years

5 years

More than 5 years

Personal Demographics

Are you of Hispanic, Latino, or Spanish origin? 

Yes

No

Please select the racial category or categories with which you most 

closely identify. 

American Indian or Alaska Native

Asian

Black or African American

Native Hawaiian or Other Pacific Islander

White

Two or more races

What is your age group?

25 and under

26-29

30-39

40-49

50-59

60 or older

3%

3%

5%

6%

4%

7%

72%

7%

93%

1%

7%

16%

0%

73%

3%

7%

5%

18%

22%

32%

15%

22
What is the highest degree or level of education you have 

completed? 

Less than High School

High School Diploma/GED or equivalent

Trade or Technical Certificate

Some College (no degree)

Associate's Degree

Bachelor's Degree

Master's Degree

Doctoral/Professional Degree

Are you an individual with a disability? 

Yes

No

Are you?

Male

Female

Are you transgender?

Yes

No

Which one of the following best represents how you think of 

yourself?

Straight, that is not gay or lesbian

Gay or Lesbian

Bisexual

I use a different term

0%

1%

0%

5%

2%

10%

53%

29%

13%

87%

57%

43%

0%

100%

91%

4%

2%

3%

23
FDIC/FY 2022 297

U.S. Equal Employment Opportunity Commission

FY 2022 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Federal Deposit Insurance Corporation

ATTACHMENT K | FDIC DIVERSITY, EQUITY, AND INCLUSION STRATEGIC PLAN 2021-2023
EQUITY DIVERSITY

AND INCLUSION 

2021–23

Strategic Plan

CULTURE

CAREER

COMMUNICATION

CONSISTENCY

COMMUNITY
2021–23 Diversity, Equity, and Inclusion Strategic Plan i

2020-21 EQUITY STRATEGIC PLAN

DIVERSITY AND INCLUSION 2021–23 STRATEGIC PLAN

CONTENTS

A Message from the Chairman ..................................................................................................... 1

A Message from the Director of the Office of Minority and Women Inclusion ......................... 2

Diversity, Equity, and Inclusion Vision, Mission, and Values .................................................... 3

Summary of Diversity, Equity, and Inclusion Goals................................................................... 4

Goal 1. Culture...................................................................................................................... 5

Goal 2. Career....................................................................................................................... 6

Goal 3. Communication........................................................................................................ 7

Goal 4. Consistency .............................................................................................................. 8

Goal 5. Community............................................................................................................... 9

Appendix – Key Concepts and Terms..........................................................................................11
2021–23 Diversity, Equity, and Inclusion Strategic Plan 1

2020-21 EQUITY STRATEGIC PLAN

DIVERSITY AND INCLUSION 2021–23 STRATEGIC PLAN

A MESSAGE FROM THE CHAIRMAN

Twenty-seven years ago, a colleague at a car dealership 

said to me, “You know, you won’t succeed in America if 

you don’t lose your accent.” Many jobs later, I became 

Chairman of the Federal Deposit Insurance Corporation 

(FDIC), and as of this writing, I still speak with an accent. 

That was an early lesson in what it feels like to not 

belong at a workplace, despite my best effort. 

It should not come as a surprise that at subsequent 

jobs, especially once I had an opportunity to lead and 

shape the workforce culture, I focused on bridging 

the gap between colleagues who feel like they belong 

and those who do not. When I was initially briefed 

on diversity and inclusion efforts at the FDIC, I was 

presented with data, statistics, tables, and progress 

reports. I reviewed the briefing materials and said, 

“All this is helpful, but how do people feel?” So I 

started talking with our employees and learned that 

we have much work to do. 

As FDIC Chairman, my goal is to build and maintain 

a workforce that is talented, diverse, and committed 

to fostering a safe, fair, and inclusive workplace and 

banking system. We have made progress in these 

areas over the past two-and-a-half years, but I know 

we can do more. My vision is built on a recognition of 

our current progress and a clear grasp of what could be. 

To execute on this vision, we took a comprehensive look 

at how to (i) ensure that our decision-making reflects 

and respects the diversity in the nation, (ii) support 

diversity in the financial institutions we supervise, 

and (iii) build a culture that enhances, values, and 

capitalizes on the diversity in our workforce. 

We reached one conclusion: we must and can do more. 

This Strategic Plan is a key step in that process. It 

is organized around five strategic goals — culture, 

career, communication, consistency, and community. 

Our high-level goals are augmented by actionable 

steps that provide a clear map forward for the agency. 

Internally, the plan further integrates diversity, equity, 

and inclusion (DEI) into our hiring, training, and career 

development programs. It calls on leaders at all levels 

of the organization to develop operational plans 

reflective of their current DEI performance and business 

realities and will hold them accountable for advancing 

their plans and achieving results. Externally, the plan 

will improve DEI in FDIC contracting opportunities, 

enhance our ability to assess diversity policies 

and practices at financial institutions, and provide 

additional support for Minority Depository Institutions.

To be successful, our DEI efforts must be led and 

managed as an organizational priority. This plan – in 

combination with our first-ever corporate performance 

goal dedicated to improving DEI – does just that. This 

plan will guide our work over the next few years, help 

us measure our progress, and hold us accountable. 

I hope many of you will recognize that this plan is 

unlike others we have had in the past. I hope you will 

also recognize its potential and the will – at all levels 

of the organization – to make lasting changes. I stand 

behind it with my commitment to you that, until the 

day my chairmanship ends, I will work toward an 

inclusive FDIC where all feel that they belong. 

To create a culture of belonging will require 

all-hands-on-deck. Please join me. 
2021–23 Diversity, Equity, and Inclusion Strategic Plan 2

2020-21 EQUITY STRATEGIC PLAN

DIVERSITY AND INCLUSION 2021–23 STRATEGIC PLAN

A MESSAGE FROM THE DIRECTOR OF THE 

OFFICE OF MINORITY AND WOMEN INCLUSION

Eight minutes, 46 seconds. I have never been able to 

watch the entire video of George Floyd being killed 

in police custody. It is too painful. Every time I hear 

Breonna Taylor’s name I think of the many nights I 

have watched my daughters sleep peacefully in their 

beds, trusting that they are safe. I reflect on the many 

days I jogged in my home state of Georgia and was 

blessed to return home safely, unlike Ahmaud Arbery. 

These horrendous events may feel personal to 

me as a Black woman, but I am painfully aware 

that many individuals and communities feel 

disenfranchised, regardless of their skin color. What 

I never anticipated is that I would be writing about 

such important matters to introduce a Strategic Plan

at the FDIC. While those events have forced a longoverdue national conversation about race in America, 

our view of diversity, equity, and inclusion (DEI) must 

be broad and it must be bold. That realization formed 

the very foundation of this Strategic Plan. 

We examined our data and listened to our colleagues 

to gain a better understanding of what needs to 

be done. We had honest conversations about the 

significant commitment needed to be successful. We 

listened. And then we listened some more. The more 

we listened, the clearer it became that the FDIC faces 

a choice: the pain of change or the pain of staying 

the same. 

This plan is our call to action. It sets forth how the 

FDIC will work to transform our workforce and how 

our efforts will ultimately help make the banking 

system safer, fairer, and more inclusive. As Chairman 

McWilliams noted in her message, this plan is unlike 

any other we have had before. It tackles the very 

core of who we are as an agency. It takes a deep dive 

into root causes of our culture, ethics, and history, 

as a society and as a venerable agency. It is brutally 

honest in the assessment of our successes and past 

failures on issues that matter on an intrinsic level to 

us, as a people, and as colleagues. 

And when you take a holistic, introspective look 

and are willing—and ready—to make real change, 

you end up with the plan before you. The steps 

outlined embrace the growing pains of addressing 

longstanding challenges by embedding DEI into 

every aspect of our operations. We will support our 

workforce and our communities to reach their full 

potential. We will promote inclusive prosperity by 

including minority- and women-owned businesses, 

law firms, and investors in our business activities. 

We will partner with our supervised institutions to 

identify and promote DEI policies and practices to 

make their communities more inclusive. 

During my 22-year tenure with the FDIC, I have never 

been more proud to work for this agency than I am 

today. This plan will drive meaningful progress. We 

will hold ourselves accountable for the execution 

and the results. Most importantly, we will no longer 

accept the status quo.

 Join us on the journey.
2021–23 Diversity, Equity, and Inclusion Strategic Plan 3

2020-21 EQUITY STRATEGIC PLAN

DIVERSITY AND INCLUSION 2021–23 STRATEGIC PLAN

DIVERSITY, EQUITY, AND INCLUSION 

VISION, MISSION, AND VALUES

DEI Vision

Our workforce is talented, diverse, and committed 

to fostering a safe, fair, and inclusive workplace and 

banking system. 

DEI Mission

To foster a culture that exemplifies teamwork, 

embraces innovation, and values diversity, equity, 

and inclusion to achieve mission excellence.

DEI Values

The following values hold true to our vision, shape 

how we carry out our mission, and guide how we are 

expected to treat one another.

• We take the broadest possible view of diversity, 

including seen and unseen qualities.

• We acknowledge life experiences that make 

individuals unique.

• We encourage all employees to use their unique 

perspectives to help advance our mission.

• We require fair treatment, accessibility, and 

opportunity for advancement for all employees.

• We expect our workplace to be an inclusive 

environment built on mutual trust, respect, and 

dignity.

• We incorporate diversity, equity, and inclusion 

in our daily work.

• We commit to building a workplace where all 

employees feel safe bringing their authentic 

selves to work.

• We pledge to identify and eliminate barriers to 

equal opportunity in the workplace.

• We will foster diversity, equity, and inclusion 

in the banking system consistent with our 

mandate.
2021–23 Diversity, Equity, and Inclusion Strategic Plan 4

2020-21 EQUITY STRATEGIC PLAN

DIVERSITY AND INCLUSION 2021–23 STRATEGIC PLAN

SUMMARY OF DIVERSITY, EQUITY, 

AND INCLUSION GOALS

Goal 1. Culture

Ensure that leaders at all levels promote the vision 

and business case for DEI by taking actions to 

increase diversity and equity in the workforce and 

maintain an inclusive workplace. 

Goal 2. Career

Recruit, hire, and develop a high-performing workforce 

that reflects the communities we serve by optimizing 

experiences throughout an employee’s career.

Goal 3. Communication

Develop compelling messages, including 

opportunities for dialogue, that encourage all 

employees to see the importance of DEI to their 

personal success and the success of the FDIC.

Goal 4. Consistency

Mature the DEI model to improve the consistency 

of desired outcomes by strengthening policies and 

procedures, utilizing technology, and enhancing 

training. 

Goal 5. Community

Encourage DEI in FDIC business activities and at 

regulated financial institutions, and foster financial 

inclusion in the banking system.
2021–23 Diversity, Equity, and Inclusion Strategic Plan 5

2020-21 EQUITY STRATEGIC PLAN

DIVERSITY AND INCLUSION 2021–23 STRATEGIC PLAN

1. Culture

Ensure that leaders at all levels promote the vision and business case for DEI by 

taking actions to increase diversity and equity in the workforce and maintain an 

inclusive workplace. 

1.1 Culture of Excellence. Ensure every employee 

has the opportunity to develop and excel in their 

career and recognize and reward high performers.

a. Fully implement a new performance standard 

for supervisors and managers that focuses 

on employee career development and the 

cultivation of an inclusive, constructive work 

environment that is committed to Equal 

Employment Opportunity (EEO) policies 

and principles and is built upon transparent 

communication, mutual trust, and respect.

b. Conduct analysis to identify root causes of any 

barriers to equal employment opportunities, 

establish timelines to regularly review programs 

for systemic barriers, and take action to remedy 

the policies, procedures, or practices that 

created the barriers.

c. Develop and implement a plan to provide all 

managers access to services to receive employee 

feedback and coaching for inclusion at work.

d. After all appeals have been exhausted, include 

a notation in the personnel record of an 

employee who was subject to an adverse action, 

under 5 U.S.C. §7512, as a result of an act of 

discrimination and/or retaliation. 

1.2 Data Excellence. Build a results-oriented DEI 

strategy based on actionable data. 

a. Modernize the Diversity and Inclusion Analytics 

Dashboard to provide actionable management 

data in an easy-to-read format.

b. Identify key performance indicators that 

measure success and identify opportunities, 

and report at least quarterly to the Diversity and 

Inclusion Executive Advisory Council.

c. Track and analyze applications and selections for 

Expressions of Interest (EOIs) and other career 

development programs to evaluate and improve 

inclusion.

1.3 Best Practices. Select and implement DEI best 

practices that would be most effective at the FDIC.

a. Complete the review of applications submitted 

under the Pay Adjustment Program to assess 

potential pay inequities and implement 

approved pay changes. 

b. Develop diverse interview panel guidance and 

require hiring managers to certify that it was 

followed for all selections.

c. Require hiring managers to include at least 

one interview question to assess management 

candidates on their ability to foster DEI. 

d. Benchmark other agencies and the private sector 

for best practices in preventing and addressing 

discrimination and retaliation.
2021–23 Diversity, Equity, and Inclusion Strategic Plan 6

2020-21 EQUITY STRATEGIC PLAN

DIVERSITY AND INCLUSION 2021–23 STRATEGIC PLAN

2. Career

Recruit, hire, and develop a high-performing workforce that reflects the communities 

we serve by optimizing experiences throughout an employee’s career.

2.1 Talent Acquisition. Ensure talent acquisition 

practices consistently provide equal opportunity 

and strive to close representation gaps at all levels. 

a. Ensure Division/Office Directors develop and 

implement a plan in 2021, in partnership with the 

Office of Minority and Women Inclusion (OMWI), 

to promote increased diversity and improve their 

2020 Federal Employee Viewpoint Survey (FEVS) 

inclusion quotient no later than 2023. 

b. Ensure hiring managers certify their review of 

Schedule A rosters for potential selections. 

c. Assign an OMWI representative to serve as an equal 

employment opportunity advisor to the Executive 

Review Panels for Financial Management Scholars 

(FMS) Program and Entry-Level Examiner Hiring.

d. Reduce the average number of days for examiner 

travel from the average reported in 2019, using 

technology, to improve retention.

e. Implement a First Generation Professionals 

Initiative as a Special Emphasis Program to 

include events, workshops, and programming that 

serve as resources to promote equitable access 

and opportunities.

f. Identify opportunities to strengthen engagement 

with diverse groups, such as partnering with 

the White House Initiative on Historically Black 

Colleges and Universities (HBCUs), Hispanic 

Association of Colleges and Universities (HACUs), 

Council on Legal Education Opportunity (CLEO), 

Leadership Education and Development (LEAD) 

for Life, community-based organizations, and civil 

rights organizations to improve the effectiveness 

of our recruitment strategies. 

2.2 Career Development. Maintain a diverse 

leadership pipeline including a framework for 

holding managers accountable for actively 

promoting career development and advancement 

opportunities for their employees.

a. Develop and implement a new leadership 

development framework that includes a corporatewide succession management program focused 

on the development of a broad, diverse, and 

talented cadre of future FDIC leaders.

b. Improve access to developmental opportunities 

by reforming the Expression of Interest (EOI) 

Program to eliminate the need for supervisor 

approval.

c. Implement a new, rotational Special Assistant 

Program to provide developmental opportunities 

for aspiring leaders.

2.3 Employee Engagement. Increase opportunities 

for employees to be engaged in achieving DEI goals.

a. Update the Chairman’s Diversity Advisory Council 

(CDAC) and Employee Resource Group (ERG) 

directives to reflect organizational priorities and 

support the groups’ contributions to the FDIC’s DEI 

mission.

b. Host a training conference for CDACs and ERGs on 

how to get the most out of programming that results 

in changed behavior and/or measurable outcomes.

c. Pilot a Diversity Ambassador Program where 

representatives from CDACs and ERGs will provide 

support to new employees regarding DEI at the FDIC.

d. Pilot an event designed to educate immediate 

family members of FDIC employees on benefits 

and services available to support work-life balance 

and career management to help the family feel 

more connected and engaged with the FDIC and 

ultimately improve retention.
2021–23 Diversity, Equity, and Inclusion Strategic Plan 7

2020-21 EQUITY STRATEGIC PLAN

DIVERSITY AND INCLUSION 2021–23 STRATEGIC PLAN

3. Communication

Develop compelling messages, including opportunities for dialogue, that encourage 

all employees to see the importance of DEI to their personal success and the success 

of the FDIC.

3.1 Trust through Transparency. Provide clear, 

consistent, and regular messaging of the DEI 

vision and actions being taken to achieve desired 

outcomes.

a. Host annual OMWI Town Halls with all FDIC 

employees to review the DEI Strategic Plan, 

acknowledge past accomplishments, identify key 

challenges, and highlight areas of focus for the 

coming year.

b. Ensure Division/Office Directors discuss their 

divisional DEI plans at least annually at an allhands meeting.

c. Ensure Regional Directors discuss their regional 

plans to support DEI at least annually at an allhands meeting.

d. Conduct semiannual meetings between OMWI 

and Division/Office leadership to discuss DEI 

best practices and identified gaps in their DEI 

performance. 

e. Share key points of DEI public filings (e.g., MD715) with all employees via global messaging.

f. After all appeals have been exhausted, provide 

notice on the public website (www.fdic.gov) 

of any final finding of discrimination and/or 

retaliation made against the agency as required 

by the Elijah E. Cummings Federal Employee 

Antidiscrimination Act of 2019.

g. Post data regarding each class-action complaint 

filed against the agency alleging discrimination 

and/or retaliation. 

3.2 Branding. Partner with the Office of 

Communications (OCOM) to use meaningful 

context to turn DEI data into compelling 

narratives that make messaging more impactful 

and demonstrate the necessity for continued 

efforts in DEI.

a. Update internal and external webpages with 

compelling messages that illustrate our 

commitment to DEI in our workforce, our 

business activities, and our supervised banks.

b. Create an annual impact report that accurately 

measures and communicates the effectiveness 

of our DEI efforts and any actions that must be 

taken to achieve better outcomes.

c. Develop and implement a social media and 

marketing campaign to engage a broad and 

diverse talent pool and communicate key 

initiatives and programs.

3.3 Reinforcement. Integrate DEI into 

communications.

a. Coordinate with stakeholders to include DEI 

when crafting and issuing internal and external 

agency communications and building or acquiring 

information technology solutions (e.g., Section 

508 compliance, inclusive visuals and language, 

reasonable accommodation language, etc.).
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4. Consistency

Mature the DEI model to improve the consistency of desired outcomes by 

strengthening policies and procedures, utilizing technology, and enhancing training.

4.1 Inclusive Environment. Foster a work 

environment without barriers to opportunity, 

where all employees feel welcomed, valued, 

respected, and engaged, and can effectively 

participate and bring their unique talents, skills, 

and perspectives.

a. Develop and implement a program to conduct 

regular internal audits of regional, field, and 

headquarters offices to identify EEO program 

deficiencies and evaluate barrier analysis efforts 

as recommended by the Equal Employment 

Opportunity Commission (EEOC).

b. Update telework, work-in-place, and remote 

work policies to better support inclusion by 

increasing, as appropriate, flexibilities available 

to meet employee needs.

c. Expand the Anti-Harassment Program directive 

to include guidance for reporting issues to 

appropriate FDIC offices and other authorities if 

an employee experiences issues while interacting 

with external stakeholders on official duty.

d. Enhance current assessment tools (e.g., exit 

surveys) to measure attrition, identify reasons 

for attrition, and address barriers to equal 

employment opportunities.

e. Update the Anti-Harassment Program directive 

to require investigation of harassment 

complaints to commence within 10 days, and 

corrective action be taken within 60 days, of 

receipt of the complaint. 

4.2 Technology Enhancements. Apply technology 

solutions to improve the efficiency and 

effectiveness of DEI efforts. 

a. Implement online assessments to mitigate the 

potential for discrimination or bias in entry-level 

examiner hiring.

b. Implement a voluntary internal survey 

mechanism for gender identity, sexual 

orientation, and other key identifiers to provide 

a full picture of diversity in our workforce.

c. Develop and implement a comprehensive 

reasonable accommodation information system 

to improve the efficiency and effectiveness of 

processing requests and compiling data.

4.3 Training Plan. Promote workshops and 

learning sessions designed to increase cultural 

competencies and skills in promoting equal 

opportunity.

a. Conduct empathy-based training for all 

managers and employees.

b. Train selecting officials, interviewers, and 

Subject Matter Experts (SMEs) on ensuring 

consistency in the hiring process, including 

requirements of the Americans with Disabilities 

Act of 1990, the Rehabilitation Act of 1973, and 

Title VII of the Civil Rights Act of 1964.

c. Provide toolkits and other educational and 

learning opportunities for hiring officials 

regarding use of special hiring authorities for 

persons with disabilities.

d. Conduct mock interviews for both hiring 

officials and employees with disabilities to 

increase comfort with, and the effectiveness of, 

the hiring process.
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5. Community

Encourage DEI in FDIC business activities and at regulated financial institutions, and 

foster financial inclusion in the banking system.

5.1 Economic Opportunity. Identify barriers that 

underserved communities and individuals may 

face in taking advantage of FDIC procurement 

and contracting opportunities and ensure the 

inclusion, to the maximum extent possible, 

of minorities and women, and entities 

owned by minorities and women, including 

financial institutions, investors, underwriters, 

accountants, and providers of legal services, in 

contracts entered into by the FDIC. 

a. Implement a series of technical assistance 

events to educate and equip minority- and 

women-owned businesses (MWOBs) with the 

tools they need to compete for contracts.

b. Host “Pitch Days” where MWOBs may share their 

companies’ capabilities and learn about the 

FDIC’s procurement process.

c. Review the selection process for historically 

marginalized attorneys and minority- and 

women-owned law firms (MWOLFs) to determine 

if there are opportunities to enhance the 

selection process, within existing guidelines, for 

legal referral services.

d. Partner with the Division of Resolutions and 

Receiverships (DRR) to host a joint ventures 

virtual conference and provide technical 

assistance to minority- and women-owned 

investors (MWOIs).

e. Determine whether new policies, regulations, 

or guidance documents may be necessary to 

advance equity in agency actions and programs 

and procurement and contracting opportunities.

5.2 Technology Solutions. Implement automated 

tools to improve the efficiency and effectiveness 

of the FDIC’s ability to assess diversity policies 

and practices at regulated entities and within the 

contractor workforce.

a. Streamline and enhance the Financial Institution 

Diversity Self-Assessment (FID-SA) Application to 

increase and improve submissions by regulated 

entities.

b. Develop and implement a portal in support of 

OMWI vendor outreach activities.

c. Implement and enhance the automated tool 

for performing good faith effort reviews of the 

contractor workforce.
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5.3 DEI Advisor. Provide advice on matters with 

the goal of supporting financial inclusion in 

the development and implementation of FDIC 

policies, including those which promote diversity 

and inclusion of historically underserved and 

marginalized populations. 

a. Explore creation of a non-profit to provide

technical assistance to minority depository

institutions (MDIs) on digital transformation.

b. Explore mechanisms to support internships at 

MDIs, Community Development Financial

Institutions (CDFIs), and other interested

financial institutions for students from HBCUs

and other Minority-Serving Institutions (MSIs)

with established technology programs.

c. Train examiners on examining unique business

models of MDIs.

d. Provide DEI perspective for public awareness

campaigns to ensure goals are met and prevent

unintended consequences.

e. Create a network roadmap illustrating and

connecting activities that the FDIC conducts to

enhance outreach potential of all programs and

initiatives that support DEI. 
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Authentic Self Who an individual is as a person, demonstrating different experiences, 

perspectives, cultures, history, etc., without being forced to conform to the 

majority culture in the workplace. The work culture must value a wide range 

of talents, skills, and experiences to create a sense of belonging for everyone 

without causing harm to others.

Cultural Competency The ability to understand, accept, and interact with individuals of different 

backgrounds and cultures.

Disability A physical or mental impairment that substantially limits one or more major 

life activities. 

Disabled Veteran A person who has served on active duty in the armed forces, has separated 

under honorable conditions, and has established the present existence 

of a service-connected disability or is receiving compensation, disability 

retirement benefits, or pension because of a public statute administered by 

the Department of Veterans Affairs or a military department.

Diversity Diversity encompasses the range of similarities and differences each 

individual brings to the workplace, including but not limited to, national 

origin, language, race, color, disability, ethnicity, gender, age, religion and 

belief, sexual orientation, gender identity, socioeconomic status, veteran 

status, family structure, and diversity of thought, all of which is shaped by 

culture, background, experiences, and other elements.

Equity Consistent, systematic, fair, just, and impartial treatment, access, 

opportunity, and advancement for all individuals, including individuals who 

historically have been denied such treatment, while striving to identify and 

eliminate barriers that might prevent any employee’s full and equitable 

participation in the workplace.

Inclusion Inclusion is a set of behaviors (e.g., welcoming new employees, paying 

attention and extending an invitation, seeking and respecting other 

perspectives, etc.) that promote equal access to opportunities and resources 

for individuals who might otherwise be excluded or marginalized.

APPENDIX – KEY CONCEPTS AND TERMS
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Individual/Person 

with a Disability 

A person with a physical or mental impairment that substantially limits 

one or more major life activities (such as walking, talking, seeing, hearing, 

or learning), has a record of such impairment, or is regarded as having an 

impairment unless the impairment is both transitory and minor.

Reasonable 

Accommodation

Any change in the work environment (or in the way things are usually done) 

to help a person with a disability apply for a job, perform the essential duties 

of a job, or enjoy the benefits and privileges of employment.

Self-Identification

of Disability

The voluntary completion and submission of information from the Office of 

Personnel Management’s (OPM’s) Standard Form 256 (SF 256) identifying that 

a person has a disability, either by hard copy of the SF 256 to the servicing 

Human Resources Branch personnel in the Division of Administration, or 

electronically through the MyEPP system using the appropriate code from 

the SF 256.

Talent Acquisition Long-term human resources planning and finding appropriate candidates for 

positions that require specific skillsets to fulfill a business need.

Targeted Disability Specific, severe disabilities targeted for emphasis in affirmative action 

planning that include, but are not limited to, developmental disabilities, 

traumatic brain injury, deafness, blindness, missing extremities, partial 

paralysis, complete paralysis, epilepsy, intellectual disabilities, psychiatric 

disabilities, dwarfism, and significant disfigurement.

Underserved 

Communities

Populations sharing a particular characteristic, as well as a geographic 

communities, that have been systematically denied a full opportunity to 

participate in aspects of economic, social, and civil life.

Unseen Diversity 

Characteristic

Non-visible personal characteristics such as background, culture, and 

personality, as well as protected classes such as disability, sexual orientation, 

and religion and belief.