This CEO Community Is Keeping and Advancing Their Best Talent. Are You?

Catalyst CEO Champions For Change

Published January 5, 2024

Executive Summary

As organizations and their employees face whirlwinds of economic change, retention is more important than ever. Creating an inclusive environment with fair and equitable organizational processes has been shown to contribute to higher employee engagement and retention. If you want your employees to stay, a vocal, measurable commitment to DEI isn’t only the right thing to do; it’s essential.

No one demonstrates this better than the Catalyst CEO Champions For Change. Launched in 2017, this unique community of 80+ global CEOs is committed to advancing women across racial and ethnic groups into leadership roles and onto boards of directors. Each year, these CEOs share organizational data on their efforts to advance women in the workplace. This year, we examined pay equity, transparency, and retention—powerful indicators of organizational health. Our findings show that Champion companies are leading the way in cultivating inclusive workplaces in which women stay and thrive. Here are highlights from what we learned this year:

  • Nearly all (93%) of Champion companies have conducted a pay equity review within the last three years. This is up from 82% in last year’s survey and far outpaces US companies overall (58%).
  • And they’re being transparent about it: 57% of these companies disclose their results publicly, compared to 38% last year.
  • Champion companies are retaining women at all levels, including those who identify with marginalized racial and ethnic groups, at similar (or, in some cases, slightly higher) rates as men across the world.
  • Finally, women are advancing to the highest levels at Champion companies, where they occupy 30% of executive positions and 37% of board seats, rising above their global peers.

Introduction

While the “Great Resignation” may be losing steam, this is no time for companies to let their guard down.1 The rising cost of living and a tightening job market may anchor employees in place for the shorter term, but when economic conditions improve, the tide will turn, and dissatisfied employees will seek better opportunities. In this environment, it’s no surprise that employee retention is a top concern for CEOs.2 Their challenge is to develop an employee value proposition that not only entices people to join their ranks, but more importantly, makes them want to stay.

Recent research shows that when employees feel that their organization is held accountable for diversity, equity, and inclusion (DEI) goals, they are twice as likely to stay. And when employees feel that their organization’s processes are fair and equitable, they are three times more likely to stay.3 One recent study found that employees were 30% less likely to leave their jobs when their organization provided transparent processes for determining pay.4

The Catalyst CEO Champions For Change — more than 80 CEOs, representing over 11 million employees and exceeding $3 trillion in global revenue5—understand the value of DEI efforts and the importance of accountability. Every year, our CEO Champions share with us data on their efforts to advance women in the workplace so that we can track their collective progress.

Meet the CEOs Championing Change

View the 80+ CEOs committed to accelerating and advancing women into senior leadership and board positions.

EXPLORE CHAMPIONS

This year, we asked our Champion companies to report on their:

  1. Progress on pay equity
  2. Retention figures
  3. Progress in women’s representation in leadership positions

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In tough economic times, it might be tempting for organizations to cut back on their DEI efforts, but that’s a short-term view. The job market will eventually shift in favor of employees, prompting another exodus. To future-proof your organization, now is the time to double down on DEI efforts. We have seen over and over again that leading-edge companies, like the Catalyst CEO Champions For Change, that build diverse and inclusive environments reap the benefits of attracting and retaining top talent.”

— Lorraine Hariton, President & CEO, Catalyst

What Are Fair Processes and How Do They Drive Impact? An Example From Pay Equity

Across the globe, women still earn less than men for doing the same work. The gender wage gap among OECD countries, for example, remains at 12%.6 To address the gender pay gap, all organizations must increase the representation of women in higher-paying jobs and achieve pay equity, often referred to as “equal pay for equal work.”7 As our Champion companies demonstrate, conducting pay equity reviews—close examinations of workforce and compensation data, with accountability mechanisms to resolve gaps—is an example of a fair organizational process.8 Meticulous attention to compensation data ensures that decisions impacting pay are transparent and equitable.

Catalyst Champion Companies
Lead the Way in Pay Equity

Within the last three years, 93% of Champion companies have conducted a pay equity review—up from last year’s survey response of 82%.9 In comparison, only 58% of US companies voluntarily conduct pay equity reviews.10 While some countries have implemented legislation, such as pay transparency requirements or the mandatory reporting of employee pay by gender,11 our data suggest that Champion companies are going beyond regulatory compliance. Over half (52%) of Champion companies have conducted reviews in compliance with local laws and in locations without such requirements.12

We asked our Champion companies if they conducted at
least 1 pay equity review in the last 3 years.

BAR CHART 93% YES up from 82% last year

And how many publicly disclosed that they
had undertaken a pay equity review?

BAR CHART 78% YES, 15% NO, 5% Not Sure, 2% N/A N/A

Over half of our Champion companies (57%) also publicly disclose
the results of their pay equity studies, up from 38% last year.13

BAR CHART 57% YES, 37% NO, 2% Not Sure, 5% N/A

Do our Champion companies
conduct a pay equity review annually?

BAR CHART YES 78% NO 15%

Do the boards of directors (or equivalent) of Champion
companies review pay equity progress/findings?

BAR CHART: 68% YES 11% NO 9% NOT SURE 12 % N/A

True to their commitment to foster diversity, equity and inclusion, the majority of Champion companies (71%) are adjusting pay based on the results of their pay equity review.

BAR CHART: 71% YES 8% NO 8% NOT SURE 14% N/A

Take Action

  • Tackle the gender pay gap with these four steps.
  • Prioritize equity across all levels of your organization, including the front line.

Retaining Women Through Connection,
Community, and Support

Across the globe, attracting and retaining talent is the biggest internal concern for CEOs.14 And they should be worried, especially when it comes to retaining women. A recent study of North American workplaces found that women leaders are exiting companies in droves, and the gap between women’s and men’s turnover is widening.15 Further, the cost to replace an employee is up to two times their annual salary, making employee retention a business imperative.16

So, how are the Champion companies faring? For the first time, this year we collected data to establish a baseline in understanding retention trends across gender, race/ethnicity, industries, and geographies. According to a subset of participants who provided retention data, Champion companies are successfully retaining women across all levels at similar, or, in some cases, slightly higher rates as men.17 They are also retaining women who identify with marginalized racial and ethnic groups at rates similar, or in some cases slightly higher, as their male counterparts. Retention is especially challenging outside management levels: for instance, frontline employees at Champion companies are being retained at 70%, twenty percentage points lower than for executives but higher compared to some frontline industries.18

Women and Men Are Retained at Equitable Levels at Champion Companies

Champion Companies Retain Women and Men From Marginalized Racial and Ethnic Groups

 

How are our Champion companies able to retain women, especially those who identify with marginalized racial and ethnic groups, when so many other companies are not? Our Champion companies offer a variety of programs that allow employees across gender, race, and ethnicity to connect with one another and gain a sense of belonging. These companies utilize employee resource groups, mentorship and sponsorship, and career advancement programs to foster an inclusive community and build opportunities for networking, development, knowledge sharing, and empowerment.
 

Close the Gender Gap with These Three Proven Foundational Strategies

 

Employee Resource Groups


Mentorship and Sponsorship


Career Advancement Programs


Take Action

Trailblazers in Advancing Women Into Senior Leadership Positions

For the seventh year in a row, the Catalyst CEO Champions For Change have outpaced their peers in advancing women.19 Globally, women occupy 30% of executive positions and 34% of senior manager positions at Champion companies, compared to 24% and 29% respectively from their peers.

For the first time, we examined the full employee pipeline, finding that women in Champion companies account for a larger share of professionals and support staff and operations positions compared to their global peers.20 On the boards of directors, the numbers reinforce the success of Champion companies. Women occupy 37% of board seats across our Champion companies versus only 30% of board seats across the Fortune 500 companies. This means that, once again, Champion companies are exceeding the 30% threshold in social science research known as critical mass, which alters group dynamics and leads to improvements in corporate governance performance.21

 

Create a Strong Pipeline of Women From Marginalized Racial and Ethnic Groups

Data from a subset of Champion companies reveals that more than a quarter of frontline positions are held by women from marginalized racial and ethnic backgrounds—a promising start. Now, the challenge is to ensure they can successfully climb the career ladder.

Women encounter numerous barriers when it comes to reaching high-level leadership positions, and those from marginalized racial and ethnic backgrounds often face even greater obstacles.22 Our data highlights that companies still face challenges in advancing women in this group into senior leadership roles. Only 7% of executive positions and 10% of senior manager positions are held by women who identify with marginalized racial and ethnic groups.

Percent of Women Identifying with Marginalized Racial and Ethnic Groups by Role

Take Action

What We’ve Learned: Trust and Transparency Go Hand in Hand

In a climate of legal challenges and backlash against DEI initiatives,23 it’s refreshing and encouraging to witness the Catalyst CEO Champions For Change modeling the very reasons why DEI remains vital to global business. These companies exemplify that measurement is an integral catalyst for change, and that transparency and accountability are reliable drivers of impact.

We know that when employees feel like their company’s policies and decision-making are fair, they’re more likely to stay.24 But how do employees know processes are fair? “Trust us” is not enough. Decades of Catalyst research has documented that measurement, accountability, and transparency drive change.

To build a culture of trust, words need to align with actions. Leading-edge companies equip themselves with robust DEI measurement and tracking practices, such as consistent review of policies and programs along with targeted solutions designed from root cause analyses, demonstrating their commitment and enhancing their ability to monitor progress on DEI outcomes.25 Managers and senior leaders need to be held accountable for reaching DEI goals and progress needs to be communicated. Sharing where an organization stands on its DEI journey demonstrates to employees that the company is walking the talk. If you don’t have measurement, accountability, and transparency, the status quo will always reign supreme.

As the world struggles through financial and cultural upheavals, it can be easy to lose sight of the essentials. But the Champion companies continue to demonstrate that DEI is both the right thing to do and good for business.

Join Catalyst CEO Champions For Change Today.

Acknowledgments

We thank our Advancing Women donors for their generous support.

Lead Donor

Bank of America logo

Major Donor
Altria Group, Inc.

Partner Donors

BMO Financial Group
Deloitte
KKR
Raytheon Technologies
Zoetis

Supporter Donors
Carnival Corporation
Edward Jones
Guardian Life Insurance Company of America
Linda L. Addison
Mary B. Cranston
Shellye Archambeau

We also extend our special thanks to Claudia Goldin and Mercer for their support in this research.

 

How to cite: This CEO community is keeping and advancing their best talent. Are you? (2024). Catalyst.

Methodology

These findings are based on responses to a survey distributed to all Catalyst CEO Champions For Change companies that were eligible to submit. Seventy companies responded to the survey and self-reported employee demographic data for their 2022 fiscal year. The survey findings are reported in aggregate to protect the anonymity of the respondents and the confidentiality of their data.

Survey participants were asked to provide the following data:

  • The number of employees globally by job level and gender, at the beginning and end of the year and those retained during the year.
  • The number of employees globally by job level, gender, and racial or ethnic identity, at the beginning and end of the year and those retained during the year. Participants had the option to self-select and provide data for up to six countries (Australia, Brazil, Canada, South Africa, the United Kingdom, and United States) for this section.
  • The gender and racial or ethnic identity of each member of the board of directors.
  • Information on pay equity review practices.
  • Examples of how their organization retains women across all levels, particularly women identifying with marginalized racial and ethnic groups.

To provide consistent measurements of race and ethnicity, participants were asked to provide data on employees across all racial and ethnic groups, including majority groups, and those identifying with marginalized racial and ethnic groups, defined as groups of people who experience a disproportionate systemic oppression, discrimination, and lack of societal resources, privileges, and power based on their racial or ethnic identities.26 Majority groups are defined as groups of people that “possess a disproportionate share of societal resources, privileges, and power.”27 Employees who identified with more than one race or ethnicity (i.e., multiracial or multiethnic) were included among the counts for marginalized racial and ethnic groups, even if one of the groups with which they identified was the majority group.

The survey included four options for gender: women, men, nonbinary, and unknown gender identity. All four categories are included in the totals for the calculations listed below. We do not provide results for nonbinary employees and employees of unknown gender identity due to low sample size.

Calculations are based on the following:

  • Global retention rates by gender. The number of Catalyst CEO Champions For Change employee positions globally at a given job level held by a given gender (women, men, total) who were retained by their employer for the entire fiscal year divided by the total number of Catalyst CEO Champions For Change employee positions at that same level and gender globally at the beginning of the fiscal year. For the purposes of this survey, job level calculations were based on an employee’s position at the beginning of the fiscal year and did not incorporate promotions between job levels. Thirty-eight companies provided global retention data by gender, twenty-four of which submitted data on frontline employees.
  • Retention rates of marginalized racial and ethnic groups. The number of Catalyst CEO Champions For Change positions at a given job level held by a given gender (women, men, total) from marginalized racial and ethnic groups who were retained by their employer for the entire fiscal year divided by the total number of Catalyst CEO Champions For Change positions at that same level and gender from marginalized racial and ethnic groups at the beginning of the fiscal year. These figures represent an aggregate of the six countries selected for this survey (Australia, Brazil, Canada, South Africa, the United Kingdom, and the United States), with most responses coming from the United States. These retention rates were compared to those among all employees, across all racial and ethnic groups, including majority groups. For the purposes of this survey, job level calculations were based off an employee’s position at the beginning of the fiscal year and did not incorporate promotions between job levels. Thirty-two companies provided retention data by gender, race and ethnicity in at least one of the six countries, twenty of which submitted information on frontline employees.
  • Women’s global representation.The number of Catalyst CEO Champions For Change employee positions at a given job level held by women globally divided by the total number of Catalyst CEO Champions For Change employee positions at that same level globally.
  • The representation of women from marginalized racial and ethnic groups.The number of Catalyst CEO Champions For Change employee positions at a given level held by women from marginalized racial and ethnic groups divided by the total number of Catalyst CEO Champions For Change employee positions at that same level. These figures represent an aggregate of the six countries selected for this survey (Australia, Brazil, Canada, South Africa, the United Kingdom, and the United States), with most responses coming from the United States.
  • Women’s representation among boards of directors (or equivalent).
    • Women: The number of Catalyst CEO Champions For Changeboard of directors positions held by women divided by the total number of all Catalyst CEO Champions For Change board of directors positions.
    • Women from marginalized racial and ethnic groups: The number of Catalyst CEO Champions For Change board of directors positions held by women from marginalized racial and ethnic groups divided by the total number of all Catalyst CEO Champions For Change board of directors positions.

Job levels. Participants were provided with six job level bands, with definitions and examples across industries. Catalyst’s findings for women’s global workforce representation among Champion companies in bands 1-5 were compared against women’s global representation among the weighted results from the 642 participating organizations in Mercer’s Let’s get real about equality survey and Comptryx databases.

  • Band 1 – Executives: “Individuals who plan, direct and formulate policies, set strategy and provide the overall direction of the enterprise/organization. Residing in the highest levels of the organization, these executives plan, direct or coordinate activities with the support of subordinate executives and staff managers. Likely to include those individuals within two reporting levels of the CEO, whose responsibilities require frequent interaction with the CEO. In smaller organizations, this may include the CEO and his/her direct reports only.”28
  • Band 2 – Senior Managers: “Includes employees who determine policy and direction of the organization or a functional area and direct its activities, usually through other managers. They control the selection of senior employees and the allocation of resources.”29
  • Band 3 – Managers: “Includes employees who coordinate and organize the activities of a discrete unit or service within the organization, usually reporting to a senior manager. They establish operational and administrative procedures, formulate policy relevant to their areas, and organize, lead, and direct others to achieve their goals. Likely includes first- to mid-level managers.”30
  • Band 4 – Professionals: “Most occupations in this group are responsible for professional and technical day-to-day activities of the division/company. In some instances, relevant experience is required in addition to more formal qualifications. Senior positions may take team leader roles designed around specialist expertise rather than people management. Can include sales professionals.”31
  • Band 5 – Support Staff/Operations: “Individual contributors that provide organizational-related support or service. Includes roles with non-managerial tasks such as administrative, clerical, operational support and technicians (excluding blue collar or frontline employees). Includes employees who perform operational tasks according to specific standards and guidelines. Most occupations in this group require only limited job knowledge or relevant experience.”32
  • Band 6 – Frontline Employees: Catalyst defines these as roles directly involved in production, processing, and service delivery in non-office settings that typically do not require higher education qualifications. In these jobs, employees are required to work in person at a specific physical location (e.g., factory, hotel, restaurant, store) during shifts that may be set or variable and often include hours outside the current Monday to Friday, 9-to-5 paradigm of office work. Some examples are production line (shop floor) employees in manufacturing; cooks and kitchen staff in food services; or housekeeping staff in hospitality; sales workers; laborers and helpers; operatives; craft workers; and service workers. Often referred to as “blue collar” employees in some industries.33
  • Board of directors members include executive committee members in law firms for the purposes of this survey. Survey participants were asked to report data for all members of their board of directors, which may span multiple countries/markets.

The survey findings for boards of directors were compared against the representation of women, and specifically women of color, among boards of directors in the Fortune 500.34 These findings were not compared to the S&P 500 due to lack of reliable data on women of color.

Pay equity: Often referred to as “equal pay for equal work,” pay equity is the practice of paying people the same for doing the same or similar work, while accounting for non-discriminatory factors like location. Companies can work toward pay equity in their organizations by conducting close examinations of their workforce and compensation data and implementing accountability mechanisms.35 All survey participants were asked the following question: “Has your organization conducted a pay equity review in the last 3 years?” The 65 participants who responded “yes” were subsequently asked a series of additional questions, including:

  • Which of the following statements reflect the reporting or disclosure requirements for the location(s) in which your organization conducted a pay equity review? Select all that apply.36
  • Has your organization publicly disclosed that it has undertaken a pay equity review?
  • Has your organization publicly disclosed the results of a pay equity review?
  • Does your organization conduct a pay equity review annually?
  • Does your organization’s board of directors (or equivalent) review pay equity progress/findings?
  • Has your organization adjusted employees’ pay following a pay equity review?

Analysis of free-response data: All participants were asked the following free-response question: “In FY 2022, what strategies, initiatives, or actions did your organization take to retain women identifying with marginalized racial and ethnic groups?” Data were analyzed using the qualitative data analysis software NVIVO. The Catalyst CEO Champions For Change team then analyzed each response by theme. Analyses revealed themes that were summarized for this report.

This year’s Catalyst CEO Champions For Change findings are not comparable to Catalyst CEO Champions For Change findings from previous years.37 The total number of companies participating in the survey has increased each year since the start of the initiative in 2017. The 2019 survey examined increases in women’s representation across leadership roles over a five-year period, drawing from the 2019 pool of surveyed companies, while the 2021 survey measured promotions in addition to representation. Pay equity was first measured in the 2022 survey, which also gathered qualitative data about the role of board of directors in governing and impacting an organization’s diversity, equity, and inclusion initiatives. Additionally, the 2023, 2022, 2021, 2020, 2019, and 2018 surveys measured the representation of women across the leadership pipeline in the global workforce, while the 2017 survey examined women across the leadership pipeline in the United States workforce only. All seven surveys measured the representation of women of color in the United States; however, findings are not comparable across years because the definitions of job categories for this group changed in 2020 and the number of companies participating in the survey increased each year.  The 2023 survey measured retention across gender, racial and ethnic groups, and job levels. Additionally, this is the first survey to include demographics for employees across all levels of the workforce, including levels below management.

Endnotes

  1. Ghayad, R. (2023, September 6). September 2023 update: Labor markets continue to lose steam, but no signs of an imminent recession yet. LinkedIn Economic Graph; Medici, A. (2023, June 20). The Great Resignation is over. Prepare for the ‘Big Stay.’ WFAA.
  2. CEO survey: A recession is the biggest worry in 2023. (2023, January 12). The Conference Board.
  3. Shaffer, E. & Torrez, B. (2023). Promises vs. progress: 2 keys to keeping employees feeling good and staying put. Catalyst.
  4. Retention report. (2023). Payscale.
  5. Catalyst analysis of Catalyst CEO Champions For Change companies.
  6. Gender wage gap (indicator). (2022). OECD.
  7. Getting started with pay equity (Practices). (2022). Catalyst.
  8. Shaffer, E. & Torrez, B. (2023). Promises vs. progress: 2 keys to keeping employees feeling good and staying put. Catalyst.
  9. Aligning actions to values: The Catalyst CEO Champions For Change. (2023). Catalyst
  10. Miller, S. (2021, 25 October). Pay equity audits and transparency foster trust, SHRM research shows. Society for Human Resource Management.
  11. Pay transparency legislation: Implications for employers’ and workers’ organizations. (2022). International Labour Organization.
  12. The Champion companies are about as likely to have conducted a pay equity review in a location with pay equity-related laws or regulation (72%) as in locations with no requirements (74%). Companies could select all options that applied, given that employers often conduct pay equity reviews in more than one country or region. The percentage of companies that selected only that they had conducted a pay equity review in compliance with a local law and that they had conducted a review in a location with no local requirement was the same: 18%.
  13. Aligning actions to values: The Catalyst CEO Champions For Change. (2023). Catalyst.
  14. CEO survey: A recession is the biggest worry in 2023. (2023, January 12). The Conference Board.
  15. Women in the workplace 2022. (2022). McKinsey & Company and LeanIn.Org.
  16. Gandhi, V. & Robison, J. (2021, July 22). The ‘Great Resignation’ is really the ‘Great Discontent’. Gallup.
  17. Women’s retention rate was the same or slightly higher proportions compared to men at all job levels, except for frontline employees. At this level, women’s retention rate was slightly lower (69%) compared to men’s retention (72%).
  18. Retention and turnover for frontline employees vary widely by industry. For example, in 2022, annual separation rates in manufacturing, retail, and hospitality were extremely high at 40%, 60%, and 82%, respectively. Reported percentages are calculated based on monthly separation and employment rates in 2022 released by US Bureau of Labor Statistics. Industries at a glance: Manufacturing: NAICS 31-33. U.S. Bureau of Labor Statistics; Industries at a glance: Retail trade: NAICS 44-45. U.S. Bureau of Labor Statistics; Industries at a Glance: Leisure and hospitality. U.S. Bureau of Labor Statistics.
  19.  Aligning actions to values: The Catalyst CEO Champions For Change. (2023). Catalyst; Prioritizing equity at a pivotal moment: The Catalyst CEO Champions For Change. (2021). Catalyst; Towards a more equitable future: The Catalyst CEO Champions For Change. (2020). Catalyst. Progress in action: Catalyst CEO Champions For Change. (2019). Catalyst.; Inclusion in action: The Catalyst CEO Champions For Change. (2018). Catalyst.; Everyday heroes: Catalyst CEO Champions For Change. (2017). Catalyst.
  20. The global comparison for representation covers job bands 1-5. The definition and scope of band 6 comes from Catalyst’s research on frontline employees and is not directly comparable to data provided by Mercer. Therefore, we did not include benchmarking information on band 6. See the Methodology section for more information.
  21. Progress at a snail’s pace: Women in the boardroom: A global perspective. (2022). Deloitte and The 30% Club. Kramer, V., Konrad, A. & Erkut, S. (2006). Critical mass on corporate boards: Why three or more women enhance governance. Wellesley Centers for Women, Wellesley College.
  22. Women in management: Quick take. (2022). Catalyst.
  23. Does the US Supreme Court decision on affirmative action affect your company’s diversity initiatives? (2023, June 29). Catalyst; Alfonseca, K. & Zahn, M. (2023, July 7). How corporate America is slashing DEI workers amid backlash to diversity programs. ABC News.
  24. Shaffer & Torrez (2023).
  25. Women in the workplace 2023. (2023). McKinsey & Company and LeanIn.Org.
  26. Ramos, C. & Brassel, S. (2020). Intersectionality: When identities converge. Catalyst; Knowles, E.D. & Peng, K. (2005). White selves: Conceptualizing and measuring a dominant-group identity. Journal of Personality and Social Psychology, 89(2), 223-241.
  27. Knowles & Peng (2005).
  28. Career level definition is based upon Mercer’s Global Internal Labor Market (ILM) Map data.
  29. Career level definition is based upon Mercer’s Global Internal Labor Market (ILM) Map data.
  30. Career level definition is based upon Mercer’s Global Internal Labor Market (ILM) Map data.
  31. Career level definition is based upon Mercer’s Global Internal Labor Market (ILM) Map data.
  32. Career level definition is based upon Mercer’s Global Internal Labor Market (ILM) Map data.
  33. Catalyst’s definition of frontline employees.
  34. Missing pieces report: A board diversity census of women and underrepresented racial and ethnic groups on Fortune 500 boards, 7th edition. (2023). Alliance for Board Diversity and Deloitte.
  35. Getting started with pay equity (Practices). (2022). Catalyst.
  36. Answer options were: “My organization conducted a pay equity review in compliance with a local law requiring reporting or disclosure of pay information,” “My organization conducted a pay equity review in a geography that does not have reporting or disclosure requirements for pay information,” and “I am not sure about the reporting or disclosure requirements for pay information in the location(s) in which my organization conducted a pay equity review.”
  37.  Aligning actions to values: The Catalyst CEO Champions For Change. (2022). Catalyst; Prioritizing equity at a pivotal moment: The Catalyst CEO Champions For Change. (2021). Catalyst; Towards a more equitable future: The Catalyst CEO Champions For Change. (2020). Catalyst. Progress in action: Catalyst CEO Champions For Change. (2019). Catalyst.; Inclusion in action: The Catalyst CEO Champions For Change. (2018). Catalyst.; Everyday heroes: Catalyst CEO Champions For Change. (2017). Catalyst.