Diversity, Equity, & Inclusion
At Booz Allen, we know that we can only attract and retain the best people by providing them with opportunities to build skills, be supported professionally and personally, and feel valued for their contributions. This is why we embed diversity, equity, and inclusion (DEI) in our operational and growth plans and fully integrate DEI considerations in our decision making. Diverse teams are innovative, curious, adept, understand our client mission needs, and are instrumental in developing creative and effective solutions for clients. Accordingly, we invest in our employee value proposition to remain an employer of choice in a highly competitive talent marketplace. DEI is a mindset at our firm and it infuses every aspect of our business and approach to people leadership.
Tying Executive Compensation to DEI Goals
In 2021, senior management compensation became based on a combination of financial and non-financial metrics for the first time when our Board of Directors and executive leaders connected a portion of long-term executive compensation to firmwide DEI goals.
This year, we evolved how we structure our DEI efforts and how we govern ourselves on these critical issues. For example, on page 22 you will learn about the significant growth in Business Resource Groups (BRGs) with 25% of our workforce aligned with at least one BRG at the end of the year. We also went back to the drawing board to rethink our approach to DEI trainings and began working on a three-year strategy to make our DEI efforts more experiential. As we continue through FY23, we are testing ideas in pilot programs, analyzing our results, and evolving our DEI efforts with continued rigor.
Unstoppable Together
Our people are invested in cultivating and maintaining an inclusive culture through the firmwide, employee-led program—Unstoppable Together. Through the power of storytelling, Booz Allen employees deepen their understanding of the complex issues facing today's workforce. Creating this surround sound amplifies the influence they can have through storytelling and builds collective resonance—hence the name Unstoppable Together. Tune in to our Unstoppable Together Podcast to hear about pressing DEI topics and read our latest Unstoppable Together Magazine issue to learn the latest on how our firm is making progress against our DEI Strategy.
As we evolve our hiring programs in line with the firm's DEI Strategy, we are strategically engaging with diverse talent. We aim to implement lasting change across our firm and, if we do it right, across our industry. One of our goals is to increase our pipeline of diverse senior leaders by 10%. This will require us to further strengthen existing practices and partnerships, such as collaborations with colleges and universities, as well as the internal training provided to our Talent Acquisition team and hiring managers. All employees involved in hiring and onboarding processes contribute to creating a diverse and inclusive ecosystem of talent.
Our DEI Strategy & Action Plan Pillars:
Lead by Example
We will be transparent and model inclusion
Empower Potential
We will drive equitable access and outcomes
Inspire Belonging
We will strive to be a safe space where people feel seen, heard, valued, and cared for across the firm
Use Our Voice
We will be a force for advancing equity and resilience by identifying the biggest challenges and deploying our world-class capabilities to solve them
Booz Allen's Workforce by the Numbers
| Category | Total workforce | Senior Leaders | All Other Employees | New Hires | Departures | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| FY20 | FY21 | FY22 | FY20 | FY21 | FY22 | FY20 | FY21 | FY22 | FY20 | FY21 | FY22 | FY20 | FY21 | FY22 | |
| Employee Headcount1, 5 | 27,173 | 27,727 | 29,317 | 2,026 | 2,016 | 1,987 | 25,147 | 25,711 | 26,512 | — | — | — | — | — | — |
| U.S.-Aligned Employee Headcount1, 5 | 26,178 | 26,827 | 27,553 | — | — | — | — | — | — | — | — | — | — | — | — |
| American Indian or Alaska Native2 | 0.3% | 0.3% | 0.2% | 0.2% | 0.2% | 0.2% | 0.3% | 0.3% | 0.2% | 0.4% | 0.4% | 0.2% | 0.3% | 0.3% | 0.3% |
| Asian2 | 10.8% | 11.0% | 11.5% | 7.6% | 7.9% | 7.8% | 11.0% | 11.2% | 11.8% | 11.3% | 12.3% | 13.5% | 10.3% | 10.6% | 11.5% |
| Black or African American2 | 11.0% | 11.1% | 11.2% | 4.5% | 4.7% | 4.8% | 11.6% | 11.6% | 11.7% | 13.5% | 13.4% | 12.9% | 12.6% | 13.2% | 13.0% |
| Hispanic or Latino2 | 6.2% | 6.2% | 6.2% | 3.7% | 4.0% | 4.1% | 6.4% | 6.4% | 6.3% | 7.1% | 6.9% | 6.5% | 6.8% | 6.7% | 7.0% |
| Native Hawaiian or Other Pacific Islander2 | 0.4% | 0.4% | 0.4% | 0.5% | 0.5% | 0.5% | 0.4% | 0.3% | 0.3% | 0.2% | 0.2% | 0.2% | 0.2% | 0.3% | 0.2% |
| Two or More Races2 | 3.3% | 3.4% | 3.5% | 2.6% | 2.4% | 2.5% | 3.4% | 3.5% | 3.6% | 4.1% | 4.1% | 4.4% | 3.7% | 3.8% | 4.1% |
| White2 | 60.9% | 60.6% | 60.2% | 78.1% | 77.3% | 76.5% | 59.5% | 59.3% | 58.9% | 50.5% | 54.5% | 54.2% | 57.6% | 55.3% | 55.6% |
| Race and Ethnicity Unknown/Undisclosed2 | 7.1% | 7.1% | 6.9% | 2.9% | 3.1% | 3.7% | 7.5% | 7.4% | 7.1% | 13.0% | 8.3% | 7.9% | 8.5% | 9.8% | 8.4% |
| Female | 36.4% | 36.2% | 35.8% | 33.1% | 34.4% | 35.4% | 36.7% | 36.4% | 35.8% | 33.3% | 29.8% | 32.1% | 31.1% | 30.2% | 33.8% |
| Male | 63.6% | 63.7% | 64.1% | 66.9% | 65.6% | 64.5% | 63.3% | 63.6% | 64.1% | 66.5% | 69.7% | 67.3% | 68.9% | 69.7% | 66.2% |
| Under 30 years | 19.9% | 19.7% | 19.6% | 0.1% | 0.2% | 0.2% | 21.5% | 21.2% | 21.1% | 33.6% | 36.2% | 39.1% | 20.7% | 19.1% | 26.0% |
| 30-50 years | 57.5% | 57.4% | 56.9% | 66.2% | 64.0% | 61.4% | 56.8% | 56.8% | 56.6% | 52.7% | 50.2% | 48.2% | 58.5% | 56.5% | 53.6% |
| Over 50 years | 22.6% | 22.9% | 23.5% | 33.7% | 35.8% | 38.4% | 21.7% | 22.0% | 22.3% | 13.7% | 13.6% | 12.7% | 20.8% | 24.4% | 20.4% |
| Military/Veteran | 29.0% | 27.4% | 27.9% | 24.1% | 22.8% | 23.0% | 29.4% | 27.8% | 28.2% | 31.3% | 33.9% | 30.6% | 37.3% | 35.6% | 29.7% |
| Individuals with Disabilities | 6.4% | 6.9% | 8.1% | 3.5% | 3.9% | 4.7% | 6.6% | 7.2% | 8.4% | 7.6% | 11.4% | 13.5% | 7.5% | 8.6% | 8.1% |
| LGBTQIA+2 | 1.9% | 2.1% | 2.3% | 1.7% | 1.6% | 1.7% | 2.0% | 2.2% | 2.4% | 2.4% | 2.4% | 2.9% | 1.9% | 1.9% | 2.1% |
Workforce composition percentages are based on active employee FTEs as of March 31, 2022, and may not include the demographic data of employees acquired in certain recent transactions.
- Employee headcount is based on total active employees as of March 31, 2022, and may not include employees acquired in certain recent transactions.
- Demographic information related to race, ethnicity, and sexual orientation is based on voluntary self-reporting and presented as a percentage of U.S.-aligned employees.
- Senior Leaders includes employees at and above the senior associate level but does not include executive advisors.
- All Other Employees includes employees at and below the lead associate level as well as executive advisors.
- Omitted data is withheld as Booz Allen confidential information.
Supply Chain Diversity
We started FY22 by consolidating our multiple procurement systems into a single platform, Ivalua, which allows enhanced analytics of our procurement data. These enhancements enable us to categorize our spend with our supplier base and to partner with our diverse suppliers to help grow their business and drive economic growth in their communities.
Currently, over 40% of supplier spend, where we can reasonably influence supplier selection, is with diverse suppliers. As we align with our commitment to make supplier diversity central to our global supply chain sourcing efforts, we continue to expand on our supplier diversity footprint, performance to date, collaborations, and future efforts.
In addition, we are very active in our industry and are an active partner with independent advocacy groups and councils focused on growing the reach of the group which they support, such as the National Minority Supplier Diversity Council, National LGBT Chamber of Commerce, and Women's Business Enterprise National Council.
Booz Allen celebrated our 10th consecutive year as winner of the National Veteran Small Business Coalition's Champions Award for meeting or exceeding goals established for subcontracting to veteran and/or service-disabled veteran-owned small businesses.
