Google Diversity Annual Report 2019

Google
Diversity
Annual Report 2019
GOOGLE DIVERSITY ANNUAL REPORT 2019 01

Content
Introduction ........................................................................................................... 3
A quick note about our methodology ............................................................. 5
This year’s data ......................................................................................................... 6
Hires ................................................................................................................. 7
Attrition index .............................................................................................. 10
Workforce representation ........................................................................ 13
Leadership representation ....................................................................... 15
New demographic data ..................................................................................... 17
Inclusion ................................................................................................................. 18
Business & product inclusion ................................................................... 18
Product area highlights ............................................................................. 19
Community inclusion ................................................................................. 22
ERGs (Employee Resource Groups) ...................................................... 28
What would it take? ............................................................................................ 30
Conclusion .............................................................................................................. 32

Introduction
Google’s mission is to organize the world’s information and make it universally accessible
and useful. When we say we want to build for everyone, we mean everyone. To do that well,
we need a workforce that’s more representative of the users we serve.
Diversity, equity, and inclusion are business imperatives for Google. They improve
outcomes for our employees, our products, and our users. That’s why we are building on
last year’s enhanced strategy, with clear lines of accountability for Google’s leaders. We
are committed to a set of goals to increase workforce representation and to create a more
inclusive culture.
It’s been five years since we published our first Diversity Annual Report in 2014. Since then,
we’ve used this report to show progress towards a more representative workforce, and
share both what we’ve learned along the way and our commitments moving forward. We’ve
also heard from our employees—loud and clear—that this work is more important than ever.
Each year we endeavor to provide greater data transparency. In 2019 for the first time we
are publishing data from employees who have chosen to self-identify as LGBTQ+ or as
having a disability. We are also looking at the experience of those who have served in the
military, as we recognize their unique needs and skills. In 2018 we began to include hiring
and attrition data, in addition to U.S. intersectional representation data (cut by categories
combining race and gender). This year we are expanding our intersectional view to include
hiring and attrition data.
As we reflect on the last five years, here are three things we’ve learned:
1. Systemic change is sustainable change
Even incremental progress in hiring, progression, and retention is hard-won. Only a holistic
approach to these issues will produce meaningful, sustainable change. We must continue
our work to expand the talent pool externally, and improve our culture internally, if we want
to create equitable outcomes and inclusion for everyone.
2. Data powers progress
We believe that data is an important catalyst for change and indicator of progress—that’s
why we publish this report. In order to provide greater insight into hiring, progression, and

retention trends within teams, we share departmental representation data with our most
senior leaders. In 2019 we’ve expanded the data and will share it with our entire
leadership team.
3. Leadership accountability matters
Progress accelerated this past year, in part because Google’s leaders share responsibility
for a company-wide goal to foster a representative and inclusive workplace for everyone.
We work with numerous Employee Resource Groups, driven by passionate employees

across our workforce, to improve both the experience of underrepresented groups at
Google and our products that impact billions of people globally. Before we dive into the
data, we want to take a moment to thank the thousands of employees who champion this
work and help make meaningful progress towards a more representative and inclusive
workplace. Your work matters, and we are deeply appreciative.
Danielle Brown Melonie Parker

Vice President, Global Director of Diversity,
Employee Engagement Equity & Inclusion

A quick note about our methodology
In last year’s Diversity Annual Report, we only counted multiracial people in a

single category, which doesn’t fully represent their identity. This year, we now
count multiracial people as a member of all the racial categories they identify
with1. As a result, some numbers have changed even though the story they tell
has stayed the same. To see all the data in this report displayed using last year’s
methodology, please refer to pages 43 - 46 below. All race and ethnicity data is for
the U.S. only.
This year’s report expresses gender in a binary form as men/women. We have

started to collect data on non-binary employees, which is included in the new
demographic data section. We look forward to improving this data collection so in
future we’ll have a more inclusive representation of gender. All gender data, unless
otherwise stated, is global.
1
The previous methodology aligns with the requirements defined by the U.S. Equal Employment Opportunity Commission, and we will
continue to use their methodology on Google’s EEO-1 form. In the previous system “Black,” for example, includes anyone identifying as
having two Black parents whereas a person who identifies as having one Black parent and one White parent is not included in either
category (and instead placed in “Two or more races” category). The new system used in this report is called the “plus system” because
multiracial people are “plussed in” to each racial category they identify with.

This year’s data
Hires
We saw hiring gains for women, Black+ and Latinx+ groups. Hiring is a critical indicator of
future trends, so we’re encouraged by this momentum and will continue to invest in this
area.
Hires
GENDER (GLOBAL) RACE/ETHNICITY (U.S.)
33.2% 43.9%
WOMEN ASIAN+
4.8%
BLACK+
66.8%
MEN 6.8%
LATINX+
1.1%
NATIVE
AMERICAN*+
48.5%
WHITE+
* Native American includes Native Americans, Alaska Natives, Native Hawaiian and Other Pacific Islanders as categorized by
U.S. government reporting standards
Our hiring of women rose to 33.2% (+1.9 ppts) globally and to 34.9% (+4.5 ppts) in the U.S.;
this is one of the biggest increases for any underrepresented group. In the U.S., Black+ and
Latinx+ hires increased to 4.8% (+0.7 ppt) and 6.8% (+0.5 ppt), respectively. The proportion
of hires that are Native American, Alaska Native, Native Hawaiian, and Pacific Islander
(abbreviated throughout as “Native American+”) increased to 1.1% (+0.3 ppt).

Intersectional hiring
RACE/ETHNICITY (U.S.) WOMEN MEN
43.9%
ASIAN+
15.6% 28.3%
4.8%
BLACK+
2.2% 2.6%
6.8%
LATINX+
2.7% 4.1%
1.0%
NATIVE
0.5% 0.5% AMERICAN+*
48.5%
WHITE+
16.2% 32.3%
* Native American includes Native Americans, Alaska Natives, Native Hawaiian and Other Pacific Islanders as categorized by U.S.
government reporting standards
Examining gender data at the intersection of race, we see that Asian+ and White+ women
hires increased the most year-over-year, to 15.6% (+1.4 ppts) and 16.2% (+1.8 ppts)
respectively. At the same time, Black+ women hires increased to 2.2% (+0.8 ppt), Latinx+
women hires increased to 2.7% (+0.7 ppt), and Native American+ women hires increased to
0.5% (+0.3 ppt).
Tech hires
Our focus on hiring more women in tech is having meaningful results. In 2018, global
women tech hires increased to 25.7% (+1.1 ppts), continuing the positive trend we’ve seen
since 2015. In this four-year period, women tech hires have increased from 22.1% to 25.7%
(+3.6 ppts).
We also saw solid progress in Black+ and Latinx+ tech hires: Latinx+ tech hires increased to
5.3% (+0.4 ppt), and Black+ tech hires increased to 2.8% (+0.2 ppt). Both Black+ and Latinx+
tech hiring have increased since last year and are contributing to gains in representation.

Non-tech hires
Hiring rates for women in non-tech were particularly positive. Globally, women hires
increased to 47.2% (+3.3 ppts). In the U.S., women hires increased to 51.6% (+6.4 ppts)
—the single biggest year-over-year shift for any underrepresented group within this data set.
Hiring rates for other underrepresented groups in non-tech were also largely positive in
2018. Native American+ hires increased to 1.6% (+0.5 ppt)—more than double the increase
in 2017. Black+ non-tech hires increased to 9.2% (+0.8 ppt)—quadruple the progress made
in 2017. The proportion of Latinx+ hires decreased slightly to 10.2% (-0.2 ppt).
Leadership hires
While overall representation of women in leadership increased (see workforce

representation section below), the proportion of women leadership hires decreased. Our
women leadership hires decreased to 25.9% (-3.5 ppts) globally, and to 26.0% (-2.4 ppts)
in the U.S. This is an area we are prioritizing in 2019 by ensuring all leadership searches
include candidates representative of the available talent pool. We’re expanding outreach to
women leaders in Europe and Asia, and doubling the number of focused leadership events
for women globally.
Latinx+ leadership hires increased to 5.1% (+0.8 ppt), while Black+ leadership hires
decreased to 3.6% (-2.1 ppts). Similar to the measures above, we are looking to increase
Black+ and Latinx+ leadership hires by matching the available talent pool. We also continue
to deepen relationships with Black and Latinx executives and professional associations
outside Google.
Examining leadership hiring trends at the intersection of race and gender, we see that
Latinx+ women leadership hires increased to 3.1% (+2.4 ppts). Asian+ women leadership
hires decreased to 7.1% (-2.8 ppts), and Black+ women leadership hires decreased to 0.5%
(-1.6 ppts). Asian+ men leadership hires increased to 25.5% (+7.8 ppts), while the proportion
of leadership hires among men of all other racial groups decreased.

Attrition index
Attrition rates indicate how many employees leave a company annually. Last year, we
shared a weighted attrition index for the first time, to understand which demographic
groups leave Google at higher or lower rates than average. The average overall Google
attrition rate is represented by 100, and weighted attrition rates for each demographic group
are scaled up or down accordingly.
This year’s attrition index shows some notable year-over-year trends:
• On average, women are less likely to leave Google—a pattern that is even stronger
for women in tech roles. In 2017, women were 6% less likely to leave Google vs. the
average; in 2018, they were 10% less likely to leave than the average.
• We saw improved attrition rates for Google’s employees of color in the U.S. compared
to previous years (with the exception of Native American+ employees).
• Attrition rates for Black+ employees improved, bringing them closer to the average.
However, the group with the highest attrition rate at Google remains Black+.
• The already-low attrition rate for Asian+ employees moved even further below the
Google average.
• Attrition rates for Latinx+ employees improved but remained above average.
These improvements (both for Black+ and Latinx+ employees) are more
pronounced in tech.
Attrition index by gender

GENDER (GLOBAL)
90
WOMEN
104
MEN
OVERALL GLOBAL
ATTRITION = 100

Attrition index by race/ethnicity
RACE/ETHNICITY (U.S.)
81
ASIAN+
112
BLACK+
106
LATINX+
104
NATIVE
AMERICAN*+
110
WHITE+
OVERALL U.S.
ATTRITION = 100
When we examine U.S. attrition data at the intersection of race and gender, we see that:
• The greatest improvements in attrition were for Black+ employees. This was largely
driven by Black+ men who saw improvements across both tech and non-tech roles.
• The lower-than-average attrition rate for women held across all racial groups except for
Native American+ employees.
• In tech, we saw large improvements for Black+ and Latinx+ women with attrition
shifting from well above the Google average to well below the Google average.
• Outside tech, we see a lower-than-average attrition rate for women in all

racial groups.

Intersectional attrition index
ASIAN+
71 87
BLACK+
92 125
LATINX+
90 113
NATIVE
AMERICAN+*
112 104
WHITE+
94 117
OVERALL U.S.
ATTRITION = 100
Our focus on retaining underrepresented talent drove progress, and we’re pleased to
see improvement here. We also recognize the value of an intersectional approach as we
consider the best way to achieve fair outcomes across groups. We’ll continue to focus on
achieving equitable attrition outcomes by creating an inclusive culture where all employees
can thrive.

Workforce representation
Now that we’ve looked at who joined Google and who left Google in 2018, let’s take a look at
where our workforce representation stands overall. Because representation is a function of
hiring, progression, and retention, our strategy focuses on measurable goals, focused talent
development, and an inclusive culture.
Women make up 31.6% and men make up 68.4% of our global workforce. In the U.S., 54.4%
of our workforce is White+, 39.8% is Asian+, 3.3% is Black+, 5.7% is Latinx+, and 0.8% is
Native American+.
Workforce representation
31.6% 39.8%
WOMEN ASIAN+
3.3%
BLACK+
68.4%
MEN 5.7%
LATINX+
0.8%
NATIVE
AMERICAN*+
54.4%
WHITE+
Representation of women in our global workforce increased by 0.7 ppt year over year. In
the U.S., representation of Black+, Latinx+, and Asian+ employees increased by 0.3 ppt, 0.4
ppt, and 1.7 ppts, respectively, while the representation of Native American+ employees
remained stable and representation of White+ employees, our largest racial demographic
group at Google, decreased. The shifts in gender representation were most notable in tech,
whereas increases in race/ethnicity representation were more notable in non-tech.

In tech, representation for women increased to 22.9% (+1.5 ppts) globally. In non-tech,
representation for women increased slightly to 50.7% (+0.5 ppt) in the U.S. and to 47.9%
(+0.1 ppt) globally.
Intersectional workforce representation
39.7%
ASIAN+
13.3% 26.4%
3.3%
BLACK+
1.4% 1.9%
5.8%
LATINX+
2.0% 3.8%
0.8%
NATIVE
54.5%
WHITE+
15.7% 38.8%
Representation of women in all racial groups in the U.S. increased in 2018, with the
exception of Native American+ women. Representation of Asian+ women increased the
most, by 0.8 ppt. Looking at U.S. data intersectionally, representation of Black+ and Latinx+
women is 1.4% and 2.0%, respectively. Representation of Native American+ women is 0.3%.
Representation of White+ women is 15.7%, and of Asian+ women is 13.3%.
Representation of Black+ and Latinx+ men increased to 1.9% (+0.1 ppt) and 3.8% (+0.2
ppt) respectively. Representation of Native American+ men remained at 0.5% (flat).
Representation of Asian+ men increased to 26.4% (+0.7 ppt).

Leadership representation
We made progress in our leadership ranks, especially with regard to women. Although our
women leadership hires decreased (see leadership hiring section above), the proportion of
women in leadership overall increased; this is a sign our progression efforts are working.
Leadership representation
26.1% 28.9%
WOMEN ASIAN+
2.6%
73.9% BLACK+
MEN
3.3%
LATINX+
0.7%
NATIVE
AMERICAN*+
66.6%
WHITE+
Globally, women hold 26.1% of Google’s leadership positions (+0.6 ppts). In the U.S.,
women hold 26.4% of Google’s leadership positions (+1.1 ppts). Over the last five years, the
percentage of women in leadership globally has increased from 20.8% to 26.1% (+5.8 ppts).
Within the U.S., leadership representation is 2.6% for Black+ (+0.2 ppt) and 3.3% for Latinx+
(+0.6 ppt) employees. We made gains across underrepresented leadership through external
hiring as well as internal development, progression, and retention of talented employees.

Intersectional leadership representation
29.0%
ASIAN+
8.1% 20.9%
2.6%
BLACK+
1.1% 1.5%
3.3%
LATINX+
1.3% 2.0%
0.7%
NATIVE
66.6%
WHITE+
16.5% 50.1%

New demographic data
To date we’ve reported race data for our U.S. workforce and binary gender data for our
global workforce. For U.S. government reporting purposes, we are required to provide binary
gender data. However, for the first time, we have introduced a non-binary self-ID approach
for gender data. We are also publishing data voluntarily provided by employees along the
lines of disability status, LGBTQ+, gender identity, and military experience.
We did not collect data where it is expressly prohibited by local law or would put our
employees’ safety at risk.
While we’re encouraged that 39% of employees have chosen to self-ID thus far, we’re also
conscious that this is not representative of our entire workforce. Of the 39% of global
employees who have self-identified, we know that:
8.5% 7.5% 5.2% <1%

self-identified as self-identified as self-identified as <1% self-
LGBQ+ and / or having a disability being, or having identified as
Trans+ been, members of non-binary2
the military
We look forward to improving our data collection so that we’ll have a better picture of our
workforce in 2020.3
2
For the purposes here, “non-binary” is an umbrella term used by people who experience their gender identity and/or gender expression
as falling outside the categories of man and woman or as wholly different from these terms. While some transgender people are non-
binary, other transgender people have a gender identity that is man or woman. Adapted from : GLAAD Media Reference Guide.
3
We realize that the percentage of people who self-ID from these groups may decrease in the future as more employees complete our
voluntary survey. This is because underrepresented groups may have been more likely than majority groups to self-identify in the early
phases of the data collection campaign.

Inclusion
Business and product inclusion
When communities are underrepresented in our workforce, they can be underserved by our
products. Business and product inclusion is the intentional practice of designing products
and services for a diverse range of consumers and communities by better understanding
their unique needs. The goal is better user experience and accelerated business growth.
Around the world, Google engineers, designers, and marketers are working to understand
the needs of communities who have been underrepresented in tech. From Google’s Pixel
Camera, to embracing equity in Google’s global support services, we are making sustained
efforts to drive inclusion by design.
On our largest campuses (Mountain View and New York), we offer inclusive design and
engineering training as part of the onboarding curriculum for new tech hires. And all
employees around the world can participate in inclusive product testing. For example,
proactive stress-testing of Google Assistant with members of Employee Resource Groups
led to extremely low user complaints following launch.
We also work with external partners to improve our products for everyone. For example,
our Digital Coaches host workshops as part of the Grow with Google program, working
with minority- and women-owned businesses that are part of Google’s Supplier Diversity
program. They collect user feedback on products from communities to help inform how
we design our products with inclusion in mind. In 2018, Google spent $400 million with
businesses owned by people from underrepresented groups4.
We also offer online crowdsourcing platforms to encourage anyone anywhere to help

improve the inclusivity of Google’s products. For example, Project Respect helps create
more inclusive artificial intelligence (AI) algorithms, in line with our AI Principles. And
at Accelerate with Google we “open source” best practices, guidance, and research on
inclusive design. Bringing an inclusive lens to the design process for all our products is
what it means to be user-centric. These examples show how our teams build with everyone
for everyone.
4
Certified minority-, women-, LGBTQ-, disabled- and veteran-owned businesses.

Product area highlights
Bringing product inclusion to life
Senior Vice President Hiroshi Lockheimer leads the team responsible for some of Google’s
largest platforms used by billions of people every day—including Android, Chrome, Google
Play, and Photos. Hiroshi’s team has started to build Product Inclusion guidelines into their
design process.
The guidelines prompt product managers, researchers, and UX designers to question

whether their products are inclusive of diverse users. For example, the guidelines
encourage diverse training data for ML (machine learning), and conducting user research
across a diverse set of races, ethnicities, abilities, ages, genders, geographical locations
and other dimensions of diversity. After carrying out several pilots within Android and
Communications products, this year the Product Inclusion guidelines are being rolled out
more widely.
Hiroshi explains, “our products have to meet billions of different needs, and we can’t succeed
without inclusive products designed for all users, no matter who they are or where they come
from. Inclusive design should be a guiding principle because, apart from anything else, it
results in better products. With Google’s Pixel camera, for example, we intentionally think
about how we can design the technology to take better pictures for all skin tones and shades.
This will lead to a better camera for everyone.”
“I care passionately about our products. And I care even more about the people who build
our products, and the people who use our products. Having a systemic approach to Product
Inclusion helps Google build better products for more people. Diversity is a business
solution.”

Bridging the digital divide
Ki Kuehn is VP of Google’s Users and Products team (gUP), which helps our 3 billion users
get the most out of our products. Her team works directly with product teams around the
globe to support Google’s consumer products ecosystem, enabling 300+ launches each
year for 90+ products, in 120 languages, across 21+ product areas. They also spend a lot of
time thinking about the digital divide and how to bridge gaps in internet access and usage.
One way they do this is by getting more people online. Ki’s team partners with the Next
Billion Users (NBU) user experience team to understand how best to localize content in
emerging markets. The team now prioritizes (1) simple and accessible language; (2) easy-
to-follow onboarding videos; and (3) discoverability of privacy settings. They include this as
part of every launch for NBU products like Google Station—a platform that offers Wi-Fi in
public places—to make the internet easily accessible in more locations.
Ki’s team also works hard to ensure that products and support materials are built for
everyone. Project Goliath, for example, aims to make gendered languages like Hebrew more
inclusive for women. The goal is to make everyone feel equally welcome online.
gUP also launched a study comparing how women and men in India get support for their
technology products. Not surprisingly, they found that women use Google products and
support services less than men. Based on the findings, they’re launching a pilot to expand
the potential of YouTube as a support channel for women in India.
“If people don’t have the support they need to use our products—from Search, to gSuite, to
Google Pay, to Pixel—it may mean they can’t do their jobs, connect with the people they care
about, or access vital resources,” explains Ki. “We recognize the tremendous opportunity
and responsibility we have to design and build support for three billion users. It’s core to our
values. It’s something we are passionate about and will continue to focus on so that we can
make Google even better for our users.”

Google Assistant
Google Assistant is an artificial intelligence-enabled voice search interface. Launched in

2016, it’s now available on more than one billion devices in nearly 30 languages and 80
countries.
“The exciting thing about working on the Assistant is that it’s a brave new world; we have the
opportunity to design it from scratch to be inclusive and safe,”, says Beth Tsai, Google Policy
Lead for the Assistant.
Before launch, the product team worked with Employee Resource Groups to avoid
stereotypes, historical biases, offensive language, and hate speech. Black Googler Network,
HOLA (Hispanic / Latinx ERG), Gayglers, Asian Googlers Network, Women@, and many
others provided feedback.
The team also used “adversarial testing”: during testing, they intentionally input malicious
content to improve the Assistant’s ability to respond. As a result, the Assistant launched
with an extremely small number of user feedback complaints. In the year following its
launch, despite its use millions of times, we saw only 38 situations warranting
further review.
Emma Coats, Assistant Personality’s lead writer, says, “It’s super valuable when you have
enough people with enough viewpoints to help us write for the diversity of audience that the
Assistant actually reaches. This is what I’m most proud to have worked on.”

Community inclusion
Community inclusion is the work of building strong networks that help all communities
thrive both inside and outside Google. Below are several examples of how community
inclusion improves outcomes for Google and our employees:
Accessibility Week
Accessibility is a core value at Google, and is embedded in our mission. Accessibility

Week inspires employees to participate in engineering projects to improve accessibility of
our products.
This year, one winning project idea came from employees who are deaf or hard of
hearing and wanted to explore ways to improve spontaneous communication. Dimitri
Kanevsky, the Research Scientist who launched this project, uses lip-reading to participate
in conversations. At dinner one evening with friends in a dark restaurant, he found it
impossible to lip-read. Another guest opened Google Docs and clicked on the microphone
to launch speech transcription. Dimitri was delighted with the quality of the transcription,
and how it allowed him to participate in the conversation.
Dimitri then worked with a team to create a prototype mobile solution using Google’s
speech recognition technology. This has now evolved to become Live Transcribe, a product
which makes life easier for people living with hearing loss.

Women at Google
In 2018, we focused on developing, progressing, and retaining women at all stages of their
careers. We launched new initiatives, including a sponsorship program that pairs high-
potential women directors with VPs who provide coaching and advocacy to advance their
careers. We scaled Polaris, a cohort program that supports the career development of
rising women leaders. We continued our flagship Women’s Leadership Summit. In 2018,
we had 500 SVPs, VPs, and directors join for two days of candid discussion on product
and business vision and diversity and inclusion, and to create networking opportunities.
Feedback indicates these initiatives positively impacted progression and retention for
women in leadership.
Our Women@Google Employee Resource Group also runs mentorship programs,

community-building events, and speaker series to create visibility and inspire female role
models. On International Women’s Day this year, 120 Women@Google global chapters from
52 countries engaged tens of thousands of employees to discuss career development and
programs to improve our culture. Events also included giving back to local communities.
For example, we hosted computer science workshops for high school girls and digital
skills training for women entrepreneurs. We also shared perspectives from women
leaders, including Camie Hackson (Director, Engineering), Monique Vaz Viera (Senior
Software Engineer), Catherine Courage (VP, User Experience), and Sissie Hsiao (VP, Product
Management).
From a hiring perspective, we are committed to building connections with women in tech
from their time in college through their professional careers. We conduct campus outreach
at 9 women’s colleges. We also partner with Women in Computer Science chapters across
100+ universities to host 200+ events annually. These events provide women opportunities
to develop their technical skills, celebrate their achievements through #IamRemarkable
workshops, and offer exposure to the tech industry. We hosted 19 global Women
Techmakers summits and supported more than 300 community-led meet-ups to empower
25,000 women in the tech industry.
We are investing in our relationships with women of color across the tech industry and are
also focused on connecting with women leaders in tech. We more than doubled our global
women-focused leadership events for International Women’s Day, bringing more than 300
women leaders together across six events.
We know that this work is done better in partnership with others, so we engage closely
with external organizations like Anita B.Org, UN Women, Black Girls Code (who run a lab
inside dedicated Google office space in NYC), National Center for Women in Technology (to

whom we gave dedicated office space in Boulder valued at $1.3M), Lesbians Who Tech, and
Stanford Clayman Institute for Gender Research. These partnerships allow us to share our
research, learn from others, and collaborate across industries to collectively improve the
experiences for women in leadership.
Google also signed the Women’s Empowerment Principles from UN Women, which was
developed to help organizations advance and empower women in the workplace and
beyond. These principles build on our ongoing commitment to a diverse and inclusive
workplace for all, as well as support for education and economic opportunity for
women globally.

Intersectionality: The State of Black Women Summit
When we reviewed last year’s representation data intersectionally, in combination with

employee sentiment, we saw Black+ women were not experiencing Google as positively
as other groups. We decided to invite all Black+ women employees from around the world
to meet at our headquarters for a State of Black Women Summit. Objectives for the event
were to build community, share human stories behind the trends we saw in the data, and
align on a collective agenda to accelerate change.
Over 70% of Black+ women employees attended the summit, which included an honest
discussion on our workforce and culture, and a meaningful Q&A session with Google’s CEO,
Sundar Pichai. The result has been an ongoing conversation about the urgency of improving
diversity, equity, and inclusion at senior leadership levels, and specific proposals around
retention and talent development within our 2019 strategy.
We are scaling the impact of the State of Black Women Summit by empowering
ambassadors to run local site programs to build community for Black+ women at Google.
We’re hosting a second, expanded State of Black Women Summit in 2019, and applying
what we learned to create a Latina summit later this year.

Veteran hiring initiatives
An estimated 250,000 U.S. service members transition out of the military every year.
They have valuable skills, but it can be challenging to translate those skills into civilian
terms when looking for jobs. This year we are announcing several tools and resources for
transitioning military personnel, military spouses, and veterans.
As we look to expand our workforce in the U.S., we have formed a team of recruiters
specifically dedicated to hiring veterans to join Google. In addition, service members can
now enter their military occupational specialty code (MOS, AFSC, NEC) directly into Google
Search and see relevant civilian jobs. Google is providing this same technology to enable
employers, job boards, and staffing agencies to integrate into their own sites.
For transitioning service members who are interested in the growing field of IT support,
Google.org gave a $2.5 million grant to the United Service Organizations (USO) to provide
training and career guidance that will enable USO to incorporate the Google IT Support
Professional Certificate into their programming.

LGBTQ-friendly businesses
Google Maps and Search help small businesses connect with their local communities. But
for the LGBTQ+ community, finding welcoming and friendly businesses can be challenging.
At Google, we want to help celebrate the spaces and businesses that are accepting of their
customers, regardless of sexual orientation or gender identity.
Through Google My Business, business owners can mark their businesses as “LGBTQ-
friendly” and as a “Transgender Safe Space” on their Google Maps listing to let customers
know they’re always welcome. These attributes appear on a business’ Google listing on
Maps and Search. To date, more than 190,000 businesses have enabled these attributes on
their business listing.

Employee resource groups
We are proud to support the Employee Resource Groups (ERGs) that provide additional
support and community for underrepresented employees and their allies. Collectively, more
than 25,000 employees actively participate as members of our 16 Employee Resource
Groups. These Googler-initiated networks are passionate about promoting diversity, equity,
and inclusion at Google. Here are some highlights:
Black Googler Network
spans 30 chapters with the aim of supporting the unique needs of the Black+ community
both inside and outside of Google. Launched this year, the #YouTubeBlack Brand Summit
welcomed decision-makers from top clients and agencies for an advertising inclusion
investment program.
Disability Alliance
has 15 sub-groups for employees who care about disabilities, learning differences, special
needs, or neurodiversity for themselves or a child, relative, or friend. This year, we saw a
nearly 50% increase in employees engaged in Accessibility Week sessions, product demos,
tech talks, discussion panels, social events, and awareness activities.
Google American Indian Network
brings the influence of Native and First Peoples to technology and encourages the use of
technology to benefit these cultures. The group helped Google celebrate Native American
Heritage Month with a Google Doodle, episode on Google’s documentary series, and a CS
First program to strengthen computer science in Native classrooms.
Gayglers
is a global network of LGBTQ+ employees across 50 chapters that seeks to attract, recruit,
and retain top LGBTQ+ talent. The group hosted over 10,000 employees, family, and friends
at Pride parades around the globe including Cuba, Bucharest, and Johannesburg.

Greyglers
advocate for the needs of employees and users as they age. This past year, the group
hosted the TechTalk “Wisdom@ Work: The Making of a Modern Elder,” featuring
entrepreneur Chip Conley.
HOLA (Hispanic/Latinx Opportunities in Leadership and Advocacy)
is a community of employees across 24 countries who pursue their passions with an

intention of making an impact on the Latinx+ community. Members organized a service
trip to Puerto Rico that provided mentoring for 100 small businesses and nonprofit
organizations there.
Inter Belief Network
became a formal Employee Resource Group this year to promote a diversity of beliefs,
compassion, and mutual respect for all people at Google and to help our products
contribute to a peaceful and knowledgeable world. The five sub-groups represent different
beliefs and have advised the Google Search team on religion-related product concepts such
as a feature to help Muslim users find prayer times using Search.
Trans@
became a formal Employee Resource Group to advocate for transgender, transsexual,

genderqueer, genderfluid, agender, gender variant, intersex, non-binary, and questioning
employees as well as allies. The group continued the annual Trans@ Conference for the
third year in a row to discuss Trans+ inclusion in the workplace.
VetNet
provides a Googler support network for military veterans, service members, friends, and
family in helping solve challenges in the veteran community. Members teamed up with
Grow with Google to launch the Job Search for Veterans feature.
Women@
is a global network of more than 15,000 members committed to advancing gender equity at
Google and in our world. Among the many programs, the #IAmRemarkable empowerment
workshops have accelerated the career progression of 25,000 women both inside and
outside Google in 50+ countries.

What would it take?
Over the past year, we accelerated progress via leadership accountability, more detailed and
intersectional data, and a company-wide strategy pulling in the same direction. For example,
we focused on improving representation for Black+ and Latinx+ employees following last
year’s Diversity Annual Report. Our efforts paid off: the rate of increase in representation
tripled for Black+, and quadrupled for Latinx+ groups. These are the greatest gains in
representation for any underrepresented groups since we began reporting. But the rate of
change remains incremental given our scale and growth. Despite those gains, Black+ and
Latinx+ representation has only reached 3.3% and 5.7% of our workforce, respectively. We’re
investing great effort, and we’re improving—but we recognize we have a long way to go.
What would it take (for tech to reflect its consumer base)?
The tech industry cannot meaningfully increase the diversity of its workforce simply
by hiring each other’s talent. That’s what often happens, but it doesn’t grow the pool
of underrepresented talent. That’s why we continue to make long-term investments in
education, so that we increase pathways to tech for underrepresented groups.
An example of this is Google.org’s $25 million commitment to increase Black+ and Latinx+
students’ access to computer science and artificial intelligence education across the U.S.
The funding will go toward addressing the systemic barriers Black+ and Latinx+ students
often face, including increasing the number of AP classes in high-poverty or high-minority
schools (currently those schools have 12x fewer AP classes than their low-poverty and low-
minority counterparts). This initiative will help students develop the skills and confidence
they need for the future.
We want to encourage a holistic response to an industry-wide challenge. This means

examining whether a cross-industry approach can help. If so, what would an industry-wide
diversity standard in the tech industry look like? We are committed to exploring these
questions with a variety of industry stakeholders. At the same time we will deepen our
efforts around our educational equity programs—for example with Tech Exchange and
Code Next.

Improving pathways to tech
We are building a workforce that reflects the varied backgrounds, communities, and
mindsets of our users, and we focus on finding future employees who have been historically
excluded from the tech industry. Before students even begin their university studies, we
offer programs to expose them to computer science.
Computer Science Summer Institute (CSSI) is a three-week introduction to computer

science for graduating high school seniors. This course specifically targets young people
from underrepresented communities in tech and has welcomed more than 1,600 students
over the past 11 years. 92% of the most recent cohort identified as Black+, Latinx+, or
women. Our Code Next program also focuses on cultivating the next generation of Black+
and Latinx+ tech leaders, and last year we were excited to open a new Code Next lab in
Harlem.
We also conduct outreach at 13 historically black colleges and universities (HBCUs) and
30 hispanic serving institutions (HSIs). This year Tech Exchange provided immersive
learning for 64 students and five faculty members on the Google campus. We also offer
the Google in Residence program, where Google volunteers are embedded in 13 HBCU and
HSI campuses to teach a computer science curriculum. This year our internship program
is on track to welcome our largest-ever cohort of students from backgrounds historically
underrepresented in tech. 54.5% of interns identify as Black+ (U.S.), Latinx+ (U.S.) and/or
women (globally), up from 46% just last year.
A key part of this effort is engaging first- and second-year computer science students
earlier in their academic careers through the Engineering Practicum internship. And for
students who are not pursuing technical degrees, the Building Opportunities for Leadership
and Development internship program (BOLD), has welcomed more than 1,200 interns to join
Google teams like Sales, Marketing, and People Operations over the past 10 years. About
70% of these interns identify as Black+ or Latinx+.
Google Sandbox connects people from underrepresented communities to career

opportunities at Google. After launching in Atlanta in 2015, Sandbox has expanded to reach
almost 4,000 professional participants to date and will expand to a total of 25 cities in 2019.
These are just some of the investments Google makes to increase access and opportunity
for those from backgrounds that have historically been excluded from the tech industry.

Conclusion
Since Google’s founding 20 years ago, we’ve taken pride in being ambitious, innovative, data-
driven, and relentlessly user-focused—a company that uses technology to solve complex
problems for everyone. We believe in universal access to technology for all communities.
Our results in diversity, equity, and inclusion don’t yet match our ambitions. And with the
scale and speed of growth in the tech industry, innovative recruitment alone will never fully
solve this problem. That’s why in 2019 we challenge ourselves and others to think differently
so that we widen pathways to tech. Only then will we reflect our consumer base, and truly
elevate our ability to build products for everyone.
Danielle Brown Melonie Parker

Vice President, Global Director of Diversity,
Employee Engagement Equity & Inclusion

* Native American includes Native Americans, Alaska Natives, Native Hawaiian and
Google hiring data Other Pacific Islanders as categorized by U.S. government reporting standards
Race (Plus system categories) U.S.- Gender Global Gender

Native
Asian+ Black+ Latinx+ American+*
White+ Women Men Women Men
Overall
2014 34.9% 3.5% 5.9% 0.9% 59.3% 29.4% 70.6% 30.7% 69.3%
2015 37.4% 4.3% 6.5% 0.7% 54.9% 29.4% 70.6% 30.6% 69.4%
2016 43.0% 3.7% 5.8% 0.6% 51.1% 30.4% 69.6% 31.6% 68.4%
2017 43.8% 4.1% 6.3% 0.8% 49.7% 30.4% 69.6% 31.3% 68.7%
2018 43.9% 4.8% 6.8% 1.1% 48.5% 34.9% 65.1% 33.2% 66.8%
Tech
2014 38.6% 2.0% 4.8% 0.9% 57.8% 21.8% 78.2% 20.8% 79.2%
2015 42.5% 2.5% 4.5% 0.4% 53.1% 22.7% 77.3% 22.1% 77.9%
2016 48.1% 2.2% 4.9% 0.5% 48.1% 24.4% 75.6% 23.6% 76.4%
2017 49.7% 2.6% 4.9% 0.7% 46.0% 25.4% 74.6% 24.6% 75.4%
2018 51.8% 2.8% 5.3% 0.8% 43.5% 27.3% 72.7% 25.7% 74.3%
Non-Tech
2014 25.5% 7.3% 8.8% 1.0% 63.3% 48.9% 51.1% 46.0% 54.0%
2015 24.7% 9.0% 11.3% 1.5% 59.6% 45.9% 54.1% 44.2% 55.8%
2016 27.6% 8.2% 8.6% 0.9% 60.6% 48.7% 51.3% 46.8% 53.2%

Native
2017 26.2% 8.4% 10.4% 1.1% 60.4% 45.2% 54.8% 43.9% 56.1%
2018 26.3% 9.2% 10.2% 1.6% 59.3% 51.6% 48.4% 47.2% 52.8%
Leadership
2014 28.0% 4.8% 2.4% 0.0% 68.3% 28.9% 71.1% 30.1% 69.9%
2015 25.3% 2.3% 3.4% 0.0% 69.0% 23.0% 77.0% 25.7% 74.3%
2016 33.1% 1.5% 2.3% 1.5% 64.6% 27.5% 72.5% 29.6% 70.4%
2017 27.7% 5.7% 4.3% 1.4% 63.1% 28.4% 71.6% 29.4% 70.6%
2018 32.7% 3.6% 5.1% 0.5% 59.7% 26.0% 74.0% 25.9% 74.1%
* Historical numbers may differ slightly due to rounding and corrections in in methodology year over year.

Google intersectional hiring data Other Pacific Islanders as categorized by U.S. government reporting standards
Women Men
Native Native
White+ Asian+ Black+ Latinx+ American+*
White+
Overall
2014 11.6% 1.2% 1.9% 0.4% 16.0% 23.3% 2.3% 4.0% 0.5% 43.3%
2015 12.2% 1.6% 2.1% 0.3% 14.8% 25.2% 2.7% 4.4% 0.4% 40.1%
2016 14.2% 1.7% 1.8% 0.2% 14.1% 28.9% 2.0% 4.0% 0.4% 37.0%
2017 14.2% 1.4% 2.0% 0.2% 14.4% 29.6% 2.6% 4.3% 0.6% 35.3%
2018 15.6% 2.2% 2.7% 0.5% 16.2% 28.3% 2.6% 4.1% 0.5% 32.3%
Tech
2014 10.9% 0.4% 0.9% 0.3% 10.2% 27.7% 1.6% 3.8% 0.6% 47.5%
2015 12.2% 0.6% 0.9% 0.1% 9.8% 30.3% 1.9% 3.6% 0.3% 43.3%
2016 14.2% 0.7% 1.0% 0.1% 9.5% 33.7% 1.6% 3.9% 0.4% 38.6%
2017 14.4% 0.6% 1.1% 0.1% 10.4% 35.2% 2.0% 3.8% 0.6% 35.6%
2018 15.9% 0.8% 1.4% 0.3% 10.3% 35.9% 2.0% 3.9% 0.5% 33.3%
Non-Tech
2014 13.4% 3.4% 4.4% 0.6% 30.7% 12.1% 3.9% 4.4% 0.4% 32.5%
2015 12.4% 4.0% 5.0% 0.7% 27.0% 12.3% 4.9% 6.2% 0.7% 32.6%
2016 14.1% 4.6% 4.2% 0.4% 28.2% 13.4% 3.6% 4.4% 0.5% 32.3%

Women Men
Native Native
White+
2017 13.4% 3.9% 4.6% 0.6% 26.0% 12.8% 4.4% 5.8% 0.5% 34.4%
2018 14.8% 5.2% 5.6% 1.0% 29.2% 11.5% 4.0% 4.7% 0.6% 30.2%
Leadership
2014 10.8% 3.6% 0.0% 0.0% 15.7% 18.1% 1.2% 2.4% 0.0% 51.8%
2015 4.6% 0.0% 2.3% 0.0% 16.1% 20.7% 2.3% 1.1% 0.0% 52.9%
2016 10.8% 0.8% 0.8% 0.0% 15.4% 22.3% 0.8% 1.5% 1.5% 49.2%
2017 9.9% 2.1% 0.7% 0.0% 17.0% 17.7% 3.5% 3.5% 1.4% 46.1%
2018 7.1% 0.5% 3.1% 0.5% 16.3% 25.5% 3.1% 2.0% 0.0% 43.4%

Google attrition index Other Pacific Islanders as categorized by U.S. government reporting standards

Native
Overall
2017 85 122 110 97 110 90 105 94 103
2018 81 112 106 104 110 86 105 90 104
Tech
2017 84 155 120 71 115 81 107 84 105
2018 80 120 110 104 114 76 106 78 107
Non-Tech
2017 97 92 102 181 101 93 108 94 106
2018 93 96 102 116 104 95 107 92 107

Google intersectional attrition index Other Pacific Islanders as categorized by U.S. government reporting standards
Women Men
Native Native
White+
Overall
2017 73 90 92 100 103 92 145 117 140 112
2018 71 92 90 112 94 87 125 113 104 117
Tech
2017 65 124 118 31 102 93 160 122 89 118
2018 60 84 86 132 90 88 136 112 96 120
Non-Tech
2017 88 68 78 124 96 108 122 115 140 106
2018 95 86 86 80 95 91 107 120 191 113

Google workforce representation Other Pacific Islanders as categorized by U.S. government reporting standards

Native
Overall
2014 31.5% 2.4% 4.5% 1.0% 64.5% 29.0% 71.0% 30.6% 69.4%
2015 32.7% 2.5% 4.9% 1.0% 62.9% 29.2% 70.8% 30.6% 69.4%
2016 33.9% 2.8% 5.2% 0.8% 61.0% 29.3% 70.7% 30.6% 69.4%
2017 36.3% 2.8% 5.3% 0.8% 58.5% 29.5% 70.5% 30.8% 69.2%
2018 38.1% 3.0% 5.3% 0.8% 56.6% 29.8% 70.2% 30.9% 69.1%
2019 39.8% 3.3% 5.7% 0.8% 54.4% 31.0% 69.0% 31.6% 68.4%
Tech
2014 35.1% 1.5% 3.6% 0.8% 62.3% 17.4% 82.6% 16.6% 83.4%
2015 36.4% 1.6% 4.0% 0.8% 60.6% 18.9% 81.1% 18.0% 82.0%
2016 38.1% 1.7% 4.1% 0.6% 58.7% 20.0% 80.0% 19.1% 80.9%
2017 40.6% 1.8% 4.2% 0.6% 56.1% 21.1% 78.9% 20.2% 79.8%
2018 42.8% 1.9% 4.3% 0.6% 53.6% 22.4% 77.6% 21.4% 78.6%
2019 45.1% 2.1% 4.5% 0.7% 51.1% 23.8% 76.2% 22.9% 77.1%
Non-Tech
2014 24.6% 4.1% 6.3% 1.6% 68.7% 51.6% 48.4% 48.1% 51.9%
2015 24.5% 4.6% 7.0% 1.4% 67.9% 51.4% 48.6% 48.1% 51.9%

Native
2016 24.2% 5.2% 7.8% 1.4% 66.4% 51.1% 48.8% 48.1% 51.9%
2017 25.1% 5.5% 7.9% 1.2% 65.3% 50.9% 49.1% 48.4% 51.6%
2018 25.0% 5.8% 8.4% 1.1% 64.7% 50.2% 49.8% 47.8% 52.2%
2019 25.4% 6.6% 8.9% 1.2% 63.3% 50.7% 49.3% 47.9% 52.1%
Leadership
2014 24.2% 1.7% 2.2% 0.6% 73.2% 20.6% 79.4% 20.8% 79.2%
2015 25.0% 2.0% 2.0% 0.9% 72.2% 23.2% 76.8% 22.9% 77.1%
2016 25.8% 1.8% 2.1% 0.7% 71.3% 24.0% 76.0% 24.2% 75.8%
2017 27.1% 2.0% 2.4% 0.8% 69.6% 24.2% 75.8% 24.5% 75.5%
2018 27.3% 2.4% 2.7% 0.8% 68.9% 25.3% 74.7% 25.5% 74.5%
2019 28.9% 2.6% 3.3% 0.7% 66.6% 26.4% 73.6% 26.1% 73.9%

Google intersectional workforce representation Other Pacific Islanders as categorized by U.S. government reporting standards
Women Men
Native Native
White+
Overall
2014 10.0% 1.1% 1.5% 0.5% 17.6% 21.4% 1.3% 3.0% 0.6% 47.0%
2015 10.5% 1.0% 1.6% 0.4% 17.1% 22.1% 1.5% 3.3% 0.5% 45.9%
2016 11.0% 1.1% 1.7% 0.4% 16.5% 22.9% 1.7% 3.5% 0.5% 44.6%
2017 11.8% 1.2% 1.7% 0.3% 15.9% 24.4% 1.7% 3.6% 0.4% 42.8%
2018 12.5% 1.2% 1.7% 0.3% 15.5% 25.7% 1.8% 3.6% 0.5% 41.1%
2019 13.3% 1.4% 2.0% 0.3% 15.7% 26.4% 1.9% 3.8% 0.5% 38.8%
Tech
2014 8.3% 0.4% 0.5% 0.2% 8.6% 26.8% 1.1% 3.0% 0.6% 53.8%
2015 9.1% 0.4% 0.7% 0.2% 9.0% 27.3% 1.3% 3.3% 0.5% 51.7%
2016 10.1% 0.4% 0.7% 0.2% 9.2% 28.0% 1.3% 3.3% 0.4% 49.5%
2017 11.2% 0.5% 0.8% 0.2% 9.3% 29.5% 1.3% 3.4% 0.4% 46.7%
2018 12.1% 0.5% 0.9% 0.2% 9.6% 30.7% 1.4% 3.4% 0.5% 44.0%
2019 13.2% 0.6% 1.0% 0.2% 9.9% 31.9% 1.5% 3.5% 0.5% 41.3%
Non-Tech
2014 13.3% 2.4% 3.3% 1.0% 35.1% 11.0% 1.7% 3.0% 0.6% 33.8%
2015 13.4% 2.5% 3.6% 0.9% 34.3% 10.9% 2.1% 3.4% 0.6% 33.6%

Google intersectional workforce representation Other Pacific Islanders as categorized by U.S. government reporting standards
Women Men
Native Native
White+
2016 13.2% 2.7% 3.9% 0.8% 33.4% 10.9% 2.5% 3.9% 0.5% 33.1%
2017 13.6% 2.9% 3.8% 0.7% 32.7% 11.5% 2.5% 4.1% 0.5% 32.6%
2018 13.4% 3.1% 4.0% 0.7% 31.8% 11.7% 2.8% 4.4% 0.5% 32.9%
2019 13.7% 3.6% 4.5% 0.7% 31.3% 11.7% 3.0% 4.4% 0.5% 32.0%
Leadership
2014 6.1% 1.0% 0.4% 0.1% 14.3% 18.4% 0.8% 1.8% 0.6% 58.6%
2015 7.2% 1.2% 0.5% 0.3% 15.0% 17.9% 0.8% 1.5% 0.6% 57.2%
2016 7.5% 1.0% 0.6% 0.3% 15.2% 18.4% 0.8% 1.4% 0.3% 56.2%
2017 7.2% 1.1% 0.8% 0.4% 15.7% 20.1% 0.9% 1.6% 0.4% 53.8%
2018 7.3% 1.3% 0.7% 0.4% 16.4% 20.0% 1.1% 1.9% 0.4% 52.4%
2019 8.1% 1.1% 1.3% 0.4% 16.5% 20.9% 1.5% 2.0% 0.3% 50.1%

Google’s workforce representation using last year’s methodology
Native
Two or
Asian Black Latinx American*
White More Female Male
Races
Overall
2014 30.0% 1.9% 2.9% 0.3% 61.3% 3.6% 30.6% 69.4%
2015 31.1% 2.0% 3.2% 0.3% 59.7% 3.7% 30.6% 69.4%
2016 32.4% 2.3% 3.5% 0.3% 58.0% 3.5% 30.6% 69.4%
2017 34.7% 2.4% 3.5% 0.3% 55.5% 3.6% 30.8% 69.2%
2018 36.3% 2.5% 3.6% 0.3% 53.1% 4.2% 30.9% 69.1%
2019 37.7% 2.7% 3.8% 0.3% 50.6% 4.8% 31.6% 68.4%
Tech
2014 33.8% 1.1% 2.2% 0.2% 59.6% 3.0% 16.6% 83.4%
2015 35.1% 1.2% 2.5% 0.2% 57.8% 3.1% 18.0% 82.0%
2016 36.7% 1.4% 2.7% 0.2% 56.0% 3.0% 19.1% 80.9%
2017 39.2% 1.4% 2.8% 0.2% 53.2% 3.1% 20.2% 79.8%
2018 41.1% 1.5% 2.8% 0.2% 50.7% 3.6% 21.4% 78.6%
2019 43.1% 1.7% 2.9% 0.2% 47.8% 4.3% 22.9% 77.1%
Non-Tech
2014 22.5% 3.4% 4.2% 0.6% 64.5% 4.9% 48.1% 51.9%
2015 22.5% 3.8% 4.7% 0.5% 63.7% 4.9% 48.1% 51.9%
2016 22.3% 4.4% 5.4% 0.5% 62.6% 4.7% 48.1% 51.9%
2017 23.2% 4.8% 5.5% 0.5% 61.3% 4.8% 48.4% 51.6%
2018 22.9% 5.0% 5.8% 0.4% 60.0% 5.8% 47.8% 52.2%
2019 23.2% 5.5% 6.1% 0.4% 58.3% 6.5% 47.9% 52.1%
* Native American includes Native Americans, Alaska Natives, Native Hawaiian and Other Pacific Islanders as categorized by U.S. government reporting standards
Native
Two or
Races
Leadership
2014 23.4% 1.5% 1.6% 0.3% 71.6% 1.6% 20.8% 79.2%
2015 24.2% 1.7% 1.4% 0.4% 70.5% 1.9% 22.9% 77.1%
2016 24.8% 1.6% 1.6% 0.3% 70.0% 1.7% 24.2% 75.8%
2017 26.4% 1.5% 1.7% 0.3% 68.0% 2.0% 24.5% 75.5%
2018 26.3% 2.0% 1.8% 0.4% 66.9% 2.7% 25.5% 74.5%
2019 27.7% 2.2% 2.4% 0.2% 64.2% 3.3% 26.1% 73.9%
Google’s hiring data using last year’s methodology
Native
Two or
Races
Overall
2014 33.0% 2.8% 3.9% 0.3% 55.7% 4.2% 30.7% 69.3%
2015 35.8% 3.7% 4.5% 0.4% 51.9% 3.7% 30.6% 69.4%
2016 41.2% 3.2% 3.8% 0.2% 47.3% 4.4% 31.4% 68.6%
2017 41.0% 3.2% 4.2% 0.3% 45.2% 6.0% 31.2% 68.8%
2018 41.3% 3.8% 4.5% 0.3% 44.0% 6.2% 33.3% 66.7%
Tech
2014 36.7% 1.6% 3.1% 0.3% 54.4% 3.8% 20.8% 79.2%
2015 41.1% 2.1% 3.0% 0.2% 50.7% 2.9% 22.1% 77.9%
2016 46.2% 1.9% 3.2% 0.2% 44.7% 3.9% 23.5% 76.5%
2017 47.1% 2.0% 3.2% 0.3% 42.2% 5.3% 24.5% 75.5%
2018 49.0% 2.2% 3.4% 0.2% 39.5% 5.7% 25.7% 74.3%
Non-tech
2014 23.4% 6.0% 5.9% 0.4% 59.0% 5.3% 46.0% 54.0%
2015 22.4% 7.7% 8.3% 0.7% 55.2% 5.6% 44.1% 55.9%
2016 25.4% 7.2% 5.7% 0.2% 55.6% 5.9% 46.8% 53.2%
2017 23.4% 6.9% 7.2% 0.2% 53.9% 8.3% 43.9% 56.1%
2018 24.1% 7.5% 7.0% 0.4% 53.9% 7.1% 47.2% 52.8%
Native
Two or
Races
Leadership
2014 26.5% 4.8% 1.2% 0.0% 63.9% 3.6% 29.9% 70.1%
2015 25.3% 2.3% 3.4% 0.0% 69.0% 0.0% 25.7% 74.3%
2016 30.8% 1.5% 1.5% 0.8% 61.7% 3.8% 29.4% 70.6%
2017 25.0% 5.4% 2.7% 1.4% 58.8% 6.8% 29.4% 70.6%
2018 29.9% 3.3% 4.3% 0.0% 54.5% 8.1% 25.9% 74.1%
Google’s attrition index using last year’s methodology
Native
Two or
Races
Overall
2017 83 127 115 90 108 108 94 103
2018 81 113 110 140 110 88 90 104
Tech
2017 82 164 109 73 113 131 84 105
2018 80 126 112 144 114 96 78 107
Non-Tech
2017 99 99 140 168 103 75 94 106
2018 89 96 100 129 93 70 92 107

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Google Diversity Annual Report 2019

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GOOGLE DIVERSITY ANNUAL REPORT 2019 01

A quick note about our methodology ............................................................. 5

This year’s data ......................................................................................................... 6

Attrition index .............................................................................................. 10

Workforce representation ........................................................................ 13

Leadership representation ....................................................................... 15

New demographic data ..................................................................................... 17

Business & product inclusion ................................................................... 18

Product area highlights ............................................................................. 19

Community inclusion ................................................................................. 22

ERGs (Employee Resource Groups) ...................................................... 28

What would it take? ............................................................................................ 30

GOOGLE DIVERSITY ANNUAL REPORT 2019 03

1. Systemic change is sustainable change

2. Data powers progress

GOOGLE DIVERSITY ANNUAL REPORT 2019 04

3. Leadership accountability matters

We work with numerous Employee Resource Groups, driven by passionate employees

Danielle Brown Melonie Parker

GOOGLE DIVERSITY ANNUAL REPORT 2019 05

In last year’s Diversity Annual Report, we only counted multiracial people in a

This year’s report expresses gender in a binary form as men/women. We have

GOOGLE DIVERSITY ANNUAL REPORT 2019 06

GENDER (GLOBAL) RACE/ETHNICITY (U.S.)

GOOGLE DIVERSITY ANNUAL REPORT 2019 07

RACE/ETHNICITY (U.S.) WOMEN MEN

GOOGLE DIVERSITY ANNUAL REPORT 2019 08

While overall representation of women in leadership increased (see workforce

GOOGLE DIVERSITY ANNUAL REPORT 2019 09

This year’s attrition index shows some notable year-over-year trends:

Attrition index by gender

GOOGLE DIVERSITY ANNUAL REPORT 2019 10

• Outside tech, we see a lower-than-average attrition rate for women in all

GOOGLE DIVERSITY ANNUAL REPORT 2019 11

RACE/ETHNICITY (U.S.) WOMEN MEN

GOOGLE DIVERSITY ANNUAL REPORT 2019 12

GENDER (GLOBAL) RACE/ETHNICITY (U.S.)

GOOGLE DIVERSITY ANNUAL REPORT 2019 13

Intersectional workforce representation

RACE/ETHNICITY (U.S.) WOMEN MEN

GOOGLE DIVERSITY ANNUAL REPORT 2019 14

GENDER (GLOBAL) RACE/ETHNICITY (U.S.)

GOOGLE DIVERSITY ANNUAL REPORT 2019 15

RACE/ETHNICITY (U.S.) WOMEN MEN

GOOGLE DIVERSITY ANNUAL REPORT 2019 16

8.5% 7.5% 5.2% <1%

GOOGLE DIVERSITY ANNUAL REPORT 2019 17

We also offer online crowdsourcing platforms to encourage anyone anywhere to help

GOOGLE DIVERSITY ANNUAL REPORT 2019 18

Bringing product inclusion to life

The guidelines prompt product managers, researchers, and UX designers to question

GOOGLE DIVERSITY ANNUAL REPORT 2019 19

GOOGLE DIVERSITY ANNUAL REPORT 2019 20

Google Assistant is an artificial intelligence-enabled voice search interface. Launched in

GOOGLE DIVERSITY ANNUAL REPORT 2019 21

Accessibility is a core value at Google, and is embedded in our mission. Accessibility

GOOGLE DIVERSITY ANNUAL REPORT 2019 22

Our Women@Google Employee Resource Group also runs mentorship programs,