Here are five key focus areas and tactics that support the success of BWN’s D&I program.

Empower Employee Engagement

Organizations can promote employee engagement to advance their D&I strategies by cultivating a culture of inclusivity and belonging, providing opportunities for employee input and participation in decision-making processes, offering D&I training and education, and creating affinity groups or employee resource groups to support underrepresented voices. Additionally, organizations can establish mentorship programs, career development opportunities, and leadership roles for diverse employees to promote their growth and advancement within the company.

Central to BWN’s mission is building and maintaining a vibrant community of engaged members. Through a diverse array of chapter events and initiatives, highlighted in its , BWN facilitates networking, knowledge sharing, and skills development opportunities. By organizing over 543 chapter events globally in 2023, BWN has successfully engaged over 19,000 members, driving robust engagement across the organization. This effort not only amplifies the voices of women and our allies but also cultivates a culture of inclusivity and collaboration. This is highly valued by Supriya Jha, chief diversity & inclusion officer at SAP: “The Business Women’s Network has accelerated SAP’s journey toward its gender parity goal, which is a high priority within our overarching diversity and inclusion strategy. What makes BWN’s contributions to gender equality so impactful is its focus on business outcomes and elevation of 51ˇçÁ÷as a responsible organization that drives positive change and opportunities for all.”

Leverage 51ˇçÁ÷Technology to Achieve KPIs

51ˇçÁ÷can help organizations advance their D&I strategies by providing tools and applications that can enable organizations to track and measure diversity, equity, and inclusion efforts, such as employee demographics and compensation data. Our solutions also help identify areas for improvement, create inclusive workplace cultures, and promote awareness and education on D&I topics. Additionally, 51ˇçÁ÷solutions can help organizations develop and implement D&I policies and initiatives, as well as build a listening program that collects feedback from employees in the flow of work, enabling them to monitor progress and report on their D&I goals and outcomes.

BWN strategically utilizes 51ˇçÁ÷solutions to help streamline operations and achieve key performance indicators (KPIs). Leveraging , BWN can simplify the membership onboarding process, helping to ensure a seamless experience for new members. enables the creation of a robust analytics dashboard, providing valuable insights into member engagement and program effectiveness. With , BWN gains access to comprehensive member data, facilitating targeted career development initiatives. Moreover, empowers BWN to understand key drivers of employee engagement, including D&I, to improve employee experience through data-driven insights and action planning.

Promote Career Development

To truly make opportunities meaningful for everyone, employees need to be skilled and ready for increasingly demanding roles and growth. That is why an organization’s D&I programs must include targeted programs to support the advancement of skills, especially for underrepresented groups, as well as create a culture that values and supports diversity in leadership positions. To enable this reality, organizations must implement inclusive recruitment and promotion practices, set diversity goals, and provide resources for employees to learn about distinct cultures and perspectives.

BWN’s efforts are an outstanding illustration of this commitment, as it strives to advance the careers of its members through mentorship and professional development initiatives. With over 55% of members participating in mentorship programs, BWN empowers individuals to reach their full potential. By providing access to role-specific data and development plans through , BWN facilitates personalized career growth opportunities, contributing to a more diverse and skilled workforce.

Foster Allyship and Partnerships

To achieve gender parity, we must view it as a collective effort. Organizations play a crucial role in encouraging allyship and forming partnerships to advance D&I strategies. Leveraging online platforms and communication tools can bridge geographical gaps, connecting employees and facilitating open dialogues about diversity and inclusion. Training and resources on allyship, unconscious bias, and inclusive leadership allow employees to gain a deeper understanding of D&I issues. Equally vital is the need for organizations to learn from peers and other industries players’ best practices related to D&I.

Recognizing the importance of allyship and collaboration, BWN actively engages male allies, partners, and customers to drive meaningful change. With 13.5% of its membership comprising of men – a 4% increase since 2022 – BWN cultivates a culture of inclusivity and mutual support. Moreover, through collaborative events with other Employee Network Groups and internal 51ˇçÁ÷groups, BWN promotes intersectionality and solidarity within the organization, amplifying its impact beyond borders.

Use AI to Break Bias

Recognizing the inherent biases that can impede progress, organizations must . AI offers numerous avenues for breaking bias within organizations. A notable example is the implementation of AI-driven recruitment and promotion processes, which minimize unconscious biases, allowing talent to shine irrespective of gender or background. It is also possible to standardize the interview process, reducing bias by providing structured questions and evaluation criteria. Anonymized decision-making, facilitated by AI, removes identifying information from candidate profiles, preventing unconscious biases from influencing outcomes. Through the responsible and ethical use of AI technology, organizations can leverage its capabilities to create fairer and more equitable workplaces where diversity thrives. This approach not only promotes inclusivity but also enhances the quality of decision-making, leading to a more diverse and innovative workforce.

By embracing these key focus areas and tactics, BWN continues to inspire change, create opportunities, and thrive together, driving SAP’s success and building a more equitable future for all. This is supported by its recent awards, including the prestigious , which is a testament to the exceptional efforts and contributions made by BWN in advancing gender equality and promoting women’s leadership within SAP, and the , which recognizes the outstanding contributions and influence of employee resource groups (ERGs) in driving positive organizational change and promoting an inclusive workplace culture.

BWN’s commitment to diversity and inclusion sets a benchmark for excellence in the corporate world. Together, we elevate possibilities and inspire realities, paving the way for a more inclusive and prosperous future.

Mayara Alves Tabone is global product marketing specialist at 51ˇçÁ÷SuccessFactors and BWN global communications director.

In the latest episode of the AHA! Moments in Diversity & Inclusion video series, 51ˇçÁ÷Chief Diversity & Inclusion Officer Supriya Jha and Lengler discuss what inclusion awareness means to him.

On the Trail

The World Economic Forum estimates that more than 150 million people are homeless globally and, for Lengler, meeting one of them further cemented his passion for diversity and inclusion.

During his 162 days on the Appalachian Trail, Lengler discovered that another hiker he met had been homeless for more than 10 years. Initially, he was a little apprehensive about this fact – and the hiker. However, he quickly discovered that sharing a common goal – in this case to complete the trail – meant that any preconceptions or concerns about this formerly homeless individual ceased to be relevant. They were to spend the next four weeks hiking the trail together.

“On the trail,” Lengler explains, “you have the same goal, and you are open to all people there.”

Unlearning Ingrained Behavior Patterns

Lengler reflects on those groups of individuals he refers to as “old white men clubs” who have never consciously suffered exclusion and have no understanding of the barriers that others face. Identifying unconscious biases and unlearning ingrained behavior patterns is critical to sustaining the success of diversity and inclusion initiatives.

For Lengler, the important aspect of inclusion is not just to increase the number of employees from diverse backgrounds but to create a culture of true inclusion. Passionately, he explains that for him true inclusion means 100% acceptance for all team members, regardless of their backgrounds. Only team members who are 100% accepted and truly included in all aspects of team life will be able to bring their best selves to work and can be “open in their voice and their mind.” 

The AHA! Moment

On the Appalachian Trail, Lengler experienced first-hand how a common goal and common hardship can bring people together. Above all else, someone who has different life experience or is in some way different from the rest of the team will bring another point of view and, says Lengler, “will look at the same problem in a different manner,” crystallizing his conviction that when you share your goal, “you can reach it together more easily instead of making it alone.”

Diversity and Inclusion at SAP

In its , 51ˇçÁ÷states its mission to become “the most inclusive company in the world.” In the U.S., for example, more than 40% of employees are from underrepresented groups. 51ˇçÁ÷is on track to achieve long-term gender goals and has a five-generation workforce. 

One of the initiatives that the Global Diversity and Inclusion Office has launched to help further SAP’s progress towards becoming the most inclusive company in the world is the Inclusive Mindset Challenge. This challenge allows employees to learn about inclusion topics and the importance of becoming an ally for marginalized groups at their own pace. The challenge comprises a broad range of micro-learnings, such as menopause, transphobia, or sexism to name a few. In 2022, more than 11,000 employees completed this challenge. New challenges are added regularly; recent additions include indigenous inclusion and infuse D&I with AI.

51ˇçÁ÷Inclusion Month

51ˇçÁ÷has designated October 2023 as 51ˇçÁ÷Inclusion Month. All employees are invited to join the inclusion journey and to get involved in an Employee Network Group (ENG) journey, allyship journey, and, for leaders, the intentional inclusion journey.

With more that 40,000 employees, ENGs are voluntary, employee-led diversity and inclusion initiatives representing groups such as visually impaired employees, caregivers, or Latinos.

With the allyship inclusion journey, employees are invited to use their privilege and power to support marginalized groups. With the intentional inclusion journey, leaders learn about intentional inclusion practices that can help further advance SAP’s journey to become a truly inclusive workplace.

Top photo courtesy of 51ˇçÁ÷employee Celia Carillo.

At 51ˇçÁ÷Concur, AI technology underpins our core travel, expense, and invoice solutions. It’s also what powers Verify, our self-serve audit service within Concur Expense that can automatically check 100% of expense reports to help identify potential compliance issues. It uses AI and machine learning from 51ˇçÁ÷Concur to tap decades of expense user data that helps identify hard-to-detect spend issues and anomalies.

Verify is a great example of how humans remain an important part of today’s workforce and of how humans plus AI technology can deliver better results than either could independently. Even the most advanced AI systems have gaps. For those, at 51ˇçÁ÷Concur, we augment the technology with a 24/7 team of human auditors to keep accuracy high and false positives low.

Verify Auditors

In the past year, Verify performed over 38 million audit checks on expense reports submitted through Concur Expense. Each month, on average, one-third of expense reports analyzed by Verify are flagged for organizations to review potential errors and policy violations.

Before errors are flagged to organizations, the AI results are validated by a team of Verify auditors. The team represents a special part of our workforce because most of them have some form of hearing loss. Not only has AI created their roles, but as technology becomes more and more accessible, it’s provided valuable career opportunities to the deaf community. We rely on these workers to help 51ˇçÁ÷Concur drive a strategic part of our innovation strategy to help make auditing easier for Concur Expense customers.

“The Verify auditors are very special to us,” said Tom Olsen, VP of Managed Business Services at 51ˇçÁ÷Concur, who works directly with the team. “We partner with Hinduja Global Solutions (HGS) to create a diverse, inclusive, and accessible workplace that includes a sign language interpreter to develop training and work materials, even down to fire safety and emergency plans.”

New Audit Checks

We’re thankful for our team of Verify auditors as well as our customers, whose feedback makes us run our best. As we continue to learn from Verify customers, we’ve recently added 10 checks that can alert customers of potential issues prior to reports being paid. Scenarios include duplicate receipts – even across employees – old dates, personal use of a company card, unreasonable amount, improper merchant category, and more.

These additional checks, inspired by the companies using Verify, help increase the amount of policy variation that can be enforced by the service. It can also help improve the speed to reimbursement by allowing common issues to be identified early in the workflow. Additionally, it can create efficiency for auditors by reducing the need to manually check reports for noncompliance.

That’s not all that’s new. Verify is now generally available for enterprise customers as well.

Tim Lebel is vice president and head of Spend Products at 51ˇçÁ÷Concur.

The Global Acceptance Index, a survey conducted in 2020 across 167 countries, revealed that acceptance of LGBTQIA+ individuals has been steadily increasing. The global average acceptance score increased from 44% in 2017 to 52% in 2020. Pride month serves as a powerful reminder of the progress made in advancing equality for the LGBTQIA+ community while also highlighting the ongoing challenges that still need to be addressed.

At SAP, Pride is a commitment to our employees, partners, and customers. Around the world, LGBTQIA+ leaders, colleagues, and allies champion equality, shine bright, and achieve success no matter who they are. Diversity and inclusion are business priorities, and, as a brand, we are proud to stand up for LGBTQIA+ inclusion.

Celebrating Pride Month at SAP

Pride@SAP kicked off Pride month celebrations with an insightful discussion on the topic of intersectional allyship with , the premier organization working exclusively on LGBTQIA+ workplace equality. Julia White, chief marketing and solutions officer, member of the Executive Board of 51ˇçÁ÷SE, and sponsor of Pride@SAP, Supriya Jha, chief diversity and inclusion officer at SAP, and the global leadership of Pride@51ˇçÁ÷explored the strength of embracing diverse identities, understanding intersectionality, and expanding our capacity for allyship. The audience gained insights into the impact of discrimination on individuals and organizations while developing vital skills to foster diversity and inclusion from Rebecca York, manager, Leadership, Learning & Development, Out and Equal.

This engaging event set the tone for a series of global and regional activities that spanned over 15 locations. On June 21, the team hosted Chris Rollins, founder & CEO, Ripple Effect Leadership, in an internal event on strengthening our path to allyship using small moments of vulnerability, kindness, empathy, curiosity, and humility to create ripple effects on your team, no matter where you sit in the organization, and impact your efforts toward inclusion.

From Pride parades to community festivals and networking, these events offered opportunities for employees, partners, and allies to come together, celebrate diversity, and foster a sense of unity.

Pride@SAP: Building Breakthroughs Since 2001

Pride@SAP, the first Employee Network Group (ENG) established by SAP, was founded on June 1, 2001, with the mission of representing the LGBTQIA+ community and its allies. Over the course of 22 years, this group has experienced remarkable growth, evolving into a truly global network boasting more than 7,500 members across 45 chapters worldwide. With the unwavering support of 51ˇçÁ÷executives, community members, and allies, Pride@51ˇçÁ÷serves as a volunteer network that actively encourages colleagues to raise their voices in support of the LGBTQIA+ community.

At SAP, the employees themselves shape the company culture, ensuring that no one is left behind in the face of intolerance. The group is proudly sponsored by White and benefits from the guidance of an Executive Advisory Council comprising eight of SAP’s top leaders.

Here are some of Pride@SAP’s accomplishments:

• 2010: 51ˇçÁ÷is included on Corporate Equality Index (CEI)
• 2012: 51ˇçÁ÷participates in the project
• 2015: 51ˇçÁ÷walks Pride parade and signs
• 2016: 51ˇçÁ÷becomes and is listed on
• 2017: 51ˇçÁ÷signs fighting LGBT+ discrimination
• 2018: 51ˇçÁ÷supports with leadership programs for LGBT+
• 2018/19/20: 51ˇçÁ÷is on
• 2018/19/20: 51ˇçÁ÷is named Top Global Employer for LGBT inclusion by Stonewall
• 2018/19/20: 51ˇçÁ÷is selected for Bloomberg Gender-Equality Index
• 2019/20: 51ˇçÁ÷is recognized as No.1 Top Employer in
• 2020: 51ˇçÁ÷is called LGBT+ Diversity Champion
• 2022: 51ˇçÁ÷is selected as HRC’s
• 2022/23: 51ˇçÁ÷becomes an Partner

At SAP, we are committed to fostering an inclusive and welcoming workplace where all our employees feel valued and respected.

Transgender and nonbinary individuals have long faced social stigma and outright discrimination at work, and in the first half of 2023, 51ˇçÁ÷launched the new “pronouns” functionality, enabling all employees to define how they would like to be addressed at work. This feature is a key step for us to create a more inclusive, respectful, and supportive workplace for gender diversity.

“Allyship for Inclusion” is another key initiative that marks SAP’s aspiration to be the most inclusive company in the world. With the support of Pride@51ˇçÁ÷and 12 other ENGs, SAP’s Diversity and Inclusion Office launched this global initiative to amplify what allyship looks like in action, build a common language of inclusion, and share practical ways to apply allyship in our daily lives.

When it comes to diversity and inclusion, there’s no resting on one’s laurels. The fight for equality is crucial and still relevant. There is always more we can do, and we at 51ˇçÁ÷are proud to amplify our efforts and continue driving positive change.

Learn more in our  or visit our .

Aparna Jairaj is a diversity & inclusion communication specialist for the 51ˇçÁ÷Global Diversity & Inclusion Office.

Arroyo uses she/her/hers pronouns, identifies as a woman, and regards being transgender as a process and not an identity. As a woman, a Latina, and a member of the security and compliance community at large, 51ˇçÁ÷Concur, Intelligent Spend Management, and SAP, she discusses how intersectionality – the overlap of distinct identities – is key for understanding that LGBTQIA+ individuals are more than their sexual orientation or gender identity. At SAP, intersectionality is part of our culture and allows Arroyo to bring all these identities together and be her authentic self at work.

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The AHA! Moments

For Arroyo, there was not one but two defining AHA! moments in her life when she realized that she can be her authentic self at work – the 2020 U.S. Supreme Court Bostock v. Clayton County ruling and reviewing the 51ˇçÁ÷gender transition guidelines.

In June 2020, 19 years after the birth of Pride@SAP and nine years after 51ˇçÁ÷pledged in its to prohibit “discrimination and harassment based on personal factors including but not limited to […] gender, sexual orientation, gender identity, or expression,” the U.S. Supreme Court ruled it was illegal to fire employees because of their sexual orientation or gender identity.

Prior to this ruling, employees could be fired for being gay, bisexual, or transgender in more than half the states in the U.S. “Seeing that ruling,” recalls Arroyo, “was very encouraging for me to come forth in the workplace to be myself.”

The 51ˇçÁ÷gender transition guidelines also signaled clearly to her that 51ˇçÁ÷is a safe place to transition.

For many transgender people, including Arroyo, there comes a point when they start to align their lives and physical identities to their gender identity, generally with the goal of living consistently in their gender identity full time. Employers are key to facilitating this process to make it as smooth as possible. For many 51ˇçÁ÷employees, teams, and managers, working with a transitioning or transitioned colleague will be a new situation; there may be anxiety about expected behavior or questions and uncertainty about how to support a colleague during the gender transition process.

The Employee View

The 51ˇçÁ÷gender transition guidelines set out clearly how an employee can start this process – from the notification of gender transition to clarification on appearance. All 51ˇçÁ÷employees are bound to the 51ˇçÁ÷dress code and have the right to express themselves according to their gender identity. Issues like restroom and health facilities access based on an employee’s gender identity are also, for example, addressed in the guidelines.

The HR and Manager View

The correct support of HR and the manager of the transitioning employee is a top priority to safeguard employee well-being.

The guidelines explain how HR designates a people relations partner to support the transgender or transitioning employee and explains the manager’s obligation to respect employee privacy. It also provides guidance on how a manager can address concerns of other team members as questions may arise. Managers are urged to be open, to listen, and to work closely with the people relations partner.

HR is also responsible for changing names and pronouns on all non-regulatory documentation such as e-mail, access badge, and so on.

No More Deadnaming

Deadnaming happens when a person’s previous name, which does not correspond to their gender identity, is used. Using this previous name stops others from seeing and getting a sense of the person’s true identity.

Arroyo explains that updating her name, pronouns, and gender marker in company applications, such as 51ˇçÁ÷SuccessFactors solutions, e-mail, MS Teams, and other communication systems, was extremely important to convey to others who she is. Although this was not a simple process because of the coordination required between the IT and HR departments, these updates are crucial to successfully transitioning at SAP.

Updating her name to Robyn was a critical component in coming out at SAP. It allowed her to be her authentic self and, as she says with a broad smile, “When I saw my name, I saw myself. And when others see my name, they know who I am.”

“Everyone’s autism is slightly different,” Dietsch explains. Before the terms neurodiversity and neurodivergent became common currency to describe these differences in brain functions and behavior, autism was often classified as a disability.

Today, most individuals on the autism spectrum reject the “disability” label. Neurodivergent means just that: different, not disabled.

More often than not, says Dietsch, neurotypical individuals who view neurodivergence “as a disability and a hindrance” are the ones applying a disability label to an autistic individual’s differences in behavior, interaction, or communication.

Unfortunately, these differences can sometimes make it difficult for autistic individuals to shine in conventional job interviews, contributing to the higher rates of unemployment or under-employment in this group.

To make recruiting practices fairer and to promote an autistic-inclusive workplace, 51ˇçÁ÷founded the program in 2013.

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Autism at Work Program

With a team dedicated to fostering an inclusive workplace experience for autistic colleagues, the Autism at Work program offers tailored accommodations including, for example, the sharing of interview topics in advance and an Autism at Work buddy for new hires.

This global program not only signals a commitment to autism inclusion but provides robust tools and processes to deliver it. More than 215 colleagues have been hired in association with this program or have self-disclosed.

The program has been vital in hiring autistic employees who, in turn, often become role models and an inspiration to others.

The AHA! Moment: The Role Model

Dietsch recalls very clearly the moment when he realized that 51ˇçÁ÷could be the right fit for him and a workplace where he could thrive.

At an Autism at Work event in 2018, Dietsch met someone on the autism spectrum working in cybersecurity at SAP. Seeing this positive role model made him believe in himself and that he, too, could work in cybersecurity. He felt inspired to apply.

With a hiring format designed to set him up for success – no open questions, no group tasks, no relying on eye contact, for example – Dietsch secured an internship at 51ˇçÁ÷before applying to his current permanent position.

“I Do Not Have to Mask Myself”

Only 5% of disabled and neurodivergent employees choose to disclose. A culture that makes employees feel uncomfortable or vulnerable about being their true selves puts great pressure on the individual, increases the chances that employees will not reach their full potential, and increases the chances that companies will lose out on valuable talent.

By the time Dietsch joined SAP, he had experienced firsthand the strength of SAP’s commitment to welcome neurodivergent employees. He had first heard of Autism at Work in 2013, attended another Autism at Work event in 2016, and experienced a life-changing moment in 2018 when, at another Autism at Work event, he met the colleague who worked at 51ˇçÁ÷in cybersecurity.

By 2019, Dietsch had also experienced the Autism at Work hiring process that played to his strengths and had secured an internship.

Disclosing his neurodivergence was not an issue – there was no risk. SAP’s commitment to autism inclusion was already clear to him. He could be his true self with no need to adapt his behavior or endure the mental strain of trying to be someone else to fit in. He felt included and had a clear sense of belonging.

A Culture of Autism Inclusion

51ˇçÁ÷has two important pillars for fostering inclusion of individuals on the autism spectrum:

• Autism at Work: This program was Dietsch’s initial touchpoints with SAP. It acts as the external-facing arm focused on hiring and onboarding autistic employees as well as creating an inclusive workplace.
• Autism Inclusion Network (AIN): This is an Employee Network Group from 51ˇçÁ÷with Chief Technology Officer and Executive Board Member Juergen Mueller as the sponsor. AIN acts as the internal platform promoting belonging for 51ˇçÁ÷employees and driving workplace diversity and inclusion.

Working with Our Strengths

Dietsch is clear about the strengths of autistic colleagues. For example, if you are looking for a frank, honest opinion, then your autistic colleagues will give you one each and every time – especially at SAP, where autistic colleagues are empowered to be their true selves. The important thing to remember, says Dietsch, is that even when the honesty feels brutal, it’s not personal.

Leave out the irony, the sayings, and any form of communication that requires “reading between the lines” to get the best out of your interactions with autistic colleagues. It is, says Dietsch, quite simple: “Let’s meet in the middle.”

However, Hispanic “stars” often do not receive the recognition they deserve. Their stories are not universally taught in schools and their impact and achievements are underrepresented. These amazing men and women deserve wider appreciation and celebration. Now is the time to commemorate the contributions of the Hispanic community and foster a more diverse and inclusive workforce.

As part of Hispanic Heritage Month, which runs September 15 to October 15, 51ˇçÁ÷is working with the on the “Hispanic Star Journey” for a fun and safe competition that brings people together and celebrates the myriad ways that Hispanic Americans have positively influenced U.S. culture and history.

The hands-on, interactive virtual reality game challenges participants to follow clues on social media linked to a weekly Hispanic “star.” Play along to learn more about past and present achievements and at the end of the week, take a picture in front of the “Hispanic Star Cyber Statue.” Participants who share a Cyber Statue selfie will have the opportunity to win exciting prizes.

“We are so excited to have SAP’s support and participation in the ‘Hispanic Star Journey’ as we bring attention to the incredible stories of Hispanic heroes and foster compassion and connection that unites us on the mission for diversity and inclusion through an innovative gaming experience,” said Claudia Romo Edelman, founder of We Are All Human Foundation.

Advancing and Empowering Hispanics in the Workplace and the World

“I am proud that 51ˇçÁ÷was one of the first 50 companies to sign the Hispanic Promise in early 2019, demonstrating our ongoing and steadfast commitment to diversity and inclusion that truly enables us to help the world run better and improve people’s lives,” Alicia Tillman, global chief marketing officer of SAP, shared. “Hispanic Heritage Month offers a time for us to celebrate and reflect up on the many contributions this vibrant community has made to our country. In addition, we must look toward the future with the buying power of the Hispanic community in mind and always strive to have Latinx voices present at our tables.”

With Hispanics making up , they hold considerable influence. Yet, according to a , 74 percent of respondents stated that they cannot be themselves at work and 77 percent reported that they were unaware of recent achievements made by the Hispanic community.

This reinforces the importance of ensuring that Hispanics feel heard and valued by acknowledging their accomplishments and creating a safe space for them — both in the workplace and in our communities at large. 51ˇçÁ÷is committed to fostering a , so that we can thrive as an intelligent enterprise and empower our ecosystem to do the same.

“At SAP, we are taking specific actions toward social justice and equality including increasing diversity within our ranks and ensuring that women, people of color and other underrepresented groups have access to development opportunities,” said Judith Michelle Williams, chief diversity and inclusion officer and head of People Sustainability at SAP. “This will not only be good for business, it will allow us to build a more diverse, more equitable, more inclusive, and better future for all.”

Play Along During Hispanic Heritage Month

Celebrate Hispanic “stars” of the past and present by participating in the “Hispanic Star Cyber Statues” virtual game and contribute to building a better future for all by advocating for diversity and inclusion in your workplaces and communities.

Janis Fratamico is global head of Brand Experience at SAP.
Thamara Ramirez-Walker is global senior director of Purpose & Brand Experience at 51ˇçÁ÷and leads Latinos@SAP.

But has a huge impact on values and cultural norms. Language expresses and reinforces culture. Language encourages us to develop behavioral .

As part of our commitment to social justice and equality, we acknowledge and take action toward offensive and insensitive language used in the software industry. Unconscious bias, such as using certain terminology, contributes to everyday discrimination and indignities and leads to negative emotions and psychological stress for Black people and other people of color. Therefore, we have decided to replace insensitive terms with inclusive language that is free from expressions or words that reflect prejudice.

It was important for us to take a holistic approach to this project. The new terminology we are introducing today is not an exercise in word-for-word replacements, but rather a thoughtful discussion based on research and best practices at 51ˇçÁ÷and across the industry. We looked carefully at the use of the terms in English and German across our entire product portfolio, as sensitive and mindful terminology does not always transfer. Moving forward, thanks to a true cross-company effort, we will not only have a technically accurate nomenclature, but terminology that is inclusive and descriptive.

The new terms — with guidance from 51ˇçÁ÷terminology experts, as well as applicable references in German — are .

Addressing insensitive language is only one aspect of inclusion. We must all understand the important role each of us plays in fighting discrimination, including taking a stand against racism to drive change inside and outside of our organizations.

Together we can ensure that equality becomes a reality.

is chief technology officer and member of the Executive Board of 51ˇçÁ÷SE, leading the Technology and Innovation board area.
is a member of the Executive Board of 51ˇçÁ÷SE, leading the 51ˇçÁ÷Product Engineering board area.