Our People
Success at 3M is driven by the power of our people. We seek and celebrate diversity and put into practice allyship and belonging in everyday actions that foster inclusion for 3Mers everywhere.
Our commitments to increasing representation and strengthening our culture of inclusion are measured through our Global Diversity Index, Representation of Underrepresented Groups in the U.S., our Inclusion Index, and global Gender Pay Equity attainment. Below you will see the progress we made and some of the actions we took, internally and externally, to continue advancing our commitments forward.
Our Global Diversity Index measures the percentage of 3M management that is diverse across a wide spectrum of dimensions, including gender, nationality, race/ethnicity, disability, U.S. military veterans and LGBTQI+. Our goal is to double our global diverse representation in management by 2030.
In the U.S., we aim to increase the number of 3Mers from underrepresented groups, which we identify at 3M as Hispanic/Latino and Black/African American populations. Our goals are to:
- Double the representation of underrepresented groups from entry-level through management in our U.S. workforce
- Double the representation of underrepresented groups in management positions in our U.S. workforce
3M is committed to making meaningful and sustainable progress towards gender equality. We offer dedicated programs that equip managers to support their teams and employees to practice allyship and create a culture of belonging.
Job level analysis: a look at progress in our global gender representation and U.S. race/ethnicity representation
| Board of Directors | 2022 | 2023 | Change |
|---|---|---|---|
| Men (global) | 63.6% | 66.7% |  |
| Women (global) | 36.4% | 33.3% |  |
| White | 72.7% | 58.3% | |
| Asian | 0.0% | 16.7% | |
| Hispanic/Latino | 0.0% | 8.3% | |
| Black/African American | 27.3% | 16.7% | |
| American Indian/Alaska Native | 0.0% | 0.0% | |
| Native Hawaiian/other Pacific Islander | 0.0% | 0.0% | |
| Two or more races | 0.0% | 0.0% |
| Corporate Operating Committee | 2022 | 2023 | Change |
|---|---|---|---|
| Men (global) | 81.8% | 66.7% | |
| Women (global) | 18.2% | 33.3% | |
| White | 63.6% | 86.7% | |
| Asian | 18.2% | 6.7% | |
| Hispanic/Latino | 18.2% | 6.7% | |
| Black/African American | 0.0% | 0.0% | |
| American Indian/Alaska Native | 0.0% | 0.0% | |
| Native Hawaiian/other Pacific Islander | 0.0% | 0.0% | |
| Two or more races | 0.0% | 0.0% |
| Vice Presidents and above | 2022 | 2023 | Change |
|---|---|---|---|
| Men (global) | 69.6% | 69.1% | |
| Women (global) | 30.4% | 30.9% | |
| White | 73.3% | 75.8% | |
| Asian | 9.8% | 8.7% | |
| Hispanic/Latino | 7.8% | 6.7% | |
| Black/African American | 5.1% | 4.4% | |
| American Indian/Alaska Native | 0.0% | 0.0% | |
| Native Hawaiian/other Pacific Islander | 0.0% | 0.0% | |
| Two or more races | 0.7% | 0.7% |
| Managers and Directors | 2022 | 2023 | Change |
|---|---|---|---|
| Men (global) | 67.7% | 67.2% | |
| Women (global) | 32.3% | 32.8% | |
| White | 83.5% | 82.9% | |
| Asian | 8.3% | 8.6% | |
| Hispanic/Latino | 4.0% | 3.9% | |
| Black/African American | 2.5% | 2.4% | |
| American Indian/Alaska Native | 0.4% | 0.5% | |
| Native Hawaiian/other Pacific Islander | 0.0% | 0.0% | |
| Two or more races | 0.9% | 1.0% | |
| Individual Contributors | 2022 | 2023 | Change |
|---|---|---|---|
| Men (global) | 59.4% | 58.8% | |
| Women (global) | 40.6% | 41.2% | |
| White | 80.5% | 80.1% | |
| Asian | 6.8% | 7.0% | |
| Hispanic/Latino | 5.9% | 6.0% | |
| Black/African American | 4.3% | 4.3% | |
| American Indian/Alaska Native | 0.4% | 0.4% | |
| Native Hawaiian/other Pacific Islander | 0.2% | 0.2% | |
| Two or more races | 1.6% | 1.7% | |
*In the U.S. and in many other countries, we provide our employees the opportunity to confidentially self-disclose information such as disability, veteran status, sexual orientation, gender identity and race/ethnicity.
We find it critical to gather as a company throughout the year to create space for learning and development within our equity journey. In 2023, we hosted two of our marquee events, Equity in Action Day and Global Inclusion Day, bringing together 3Mers from every area, function and business group to prioritize inclusion and belonging.
Through keynote speakers and insights from 3M leaders, 3Mers across the globe learned about advancing equity, inclusion and belonging in our workplaces and communities. But the learning doesn’t stop when the events end. Energized employees showed up in in their local towns to give back through in-person and online volunteer events - from a Chestnut Run in Ukraine to a kindergarten infrastructure school improvement project in Argentina.
In 2023, we continued to advance the cascade of our REAL (Reflect, Empathize, Act, Learn) Allyship training. 3Mers from around the world, at all levels and functions, engaged in large learning workshops followed by thoughtful small group discussions. Together and independently through self-reflection and online micro-learning, participants explored the many different aspects and skills of allyship and advocacy. Employee-driven conversations then continued across the broader Allyship community, sharing best practices, learnings and resources that continue advancing our culture forward.
Within 3M's Transportation and Electronics Business Group (TEBG), their Inclusion Team identified the REAL Allyship training as a way to unlock the power of their people, building a culture of inclusion and belonging. Tim Fletcher, Lead Product Development Specialist in the Electronics Materials Solutions Division of TEBG, led the effort in partnership with a passionate group of Inclusion Team members and with great support from HR partners and senior leadership.
“2023 was a year with many challenges, and our Inclusion Team felt that the REAL Allyship program offered an important and rewarding way to support our organization.” shared Tim. At the end of the 6-month program, Many TEBG participants indicated that the Allyship discussions were a highlight of their work week, and expressed a desire to continue being involved in future REAL Allyship sessions.
Another tenant of the allyship model is our Employee Resource Networks (ERNs). Our ERNs are driven by passionate 3Mers who energize and inspire by creating communities that people can lean into for support.
To drive their collective impact, leaders within our ERNs are empowered to ally and advocate for the needs of their communities. Their voices are elevated within 3M in various ways, such as by:
- Engaging with Senior Leadership in our CEO Inclusion Council.
- Connecting ERN insights into various cultural and talent practices.
- Leadership development opportunities and collaborative experiences.
The impact of ERNs on the culture of 3M, coupled with the experience of ERN leadership, develops and creates thought-leaders who will continue to drive allyship, inclusion and belonging across 3M and throughout their careers.
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3M’s global pay philosophy, principles and consistent implementation produce fair and equitable pay for our employees. We analyze gender pay equity globally by comparing employees in the same job category, job grade and location. We do the same analysis in the United States for minorities, aggregated as a group, versus non-minorities. We maintained 100 percent gender pay equity in all global regions (USAC, LATAM, EMEA, ASIA) and racial/ethnic groups in the U.S.
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Each year, we survey our employees through our Global Inclusion Index to gauge how well our people feel included. We use the data to help guide our corporate actions to continually progress our work in fostering a culture of belonging. In 2023, 71% of 3Mers reported feeling included. While we consider this to be a strength, we are confident in our ability to build our culture of inclusion in 2024 and beyond.
