Filed by the Registrant þ 

Table of contents

Letter to our shareholders			1
Notice of annual meeting of shareholders			3
Proxy statement overview			4
Proposal 1: Election of directors			13
Nominees for director—skills and experience			14
Nominees for director			15
Board refreshment, nomination and diversity			20
Board leadership structure			24
Shareholder recommendations			24
Proxy access nominations			24
Corporate governance			25
The Board and committees of the Board			25
Board practices, policies and processes			37
Non-management director compensation			41
Proposal 2: Ratification of selection of independent registered public accounting firm			44
Pre-approval of audit and non-audit services			44
Report of the audit committee			45
Proposal 3: Advisory vote to approve named executive officer compensation			46
Report of the compensation and human capital committee			47
Compensation discussion and analysis			48
Executive summary			48
Our compensation objectives and practices			48
Design and structure of 2022 executive compensation			53
Changes to performance targets following Embecta Spin-Off			60
2022 compensation actions			60
Other benefits under our executive compensation program			64
How we set executive compensation			65
Significant policies and other information regarding executive compensation			67
Compensation of named executive officers			69
CEO pay ratio			81
Proposal 4: Advisory vote to approve the frequency of executive officer compensation advisory votes			82
Proposal 5: Approval of amendments to the 2004 employee and director equity-based compensation plan			83
Proposal 6: Shareholder proposal to require shareholder approval of certain termination payments			89
Board of directors' response			90
Ownership of BD common stock			92
Securities owned by certain beneficial owners			92
Securities owned by directors and management			93
General information			94
Appendix A. Reconciliation of non-GAAP financial measures			A-1
Appendix B. Becton, Dickinson and Company 2004 employee and director equity-based compensation plan			B-1

2022 performance highlights*

*We refer in the tables above to certain financial measures that do not conform to generally accepted accounting principles (GAAP"). Appendix A to this proxy statement contains reconciliations of these non-GAAP measures to the comparable GAAP financial measures. Financial information presented in the tables reflect BD’s results on a continuing operations basis, which excludes the former Diabetes Care business.

BD’s strategic initiative to advance environmental, social and governance (“ESG”) matters – Together We Advance – was launched in early FY22. The Together We Advance initiative focuses on enhancing stewardship of the company, the planet, communities and human health, which serves as a framework through which BD addresses the most relevant ESG issues for BD and its stakeholders. BD has made commitments in five areas where we see the most opportunity to create meaningful change over the next decade: climate change, product impact, a responsible supply chain, a healthy workforce and community, and transparency. For more information regarding BD's ESG strategy and 2030+ ESG goals, see page 32 and our 2021 ESG Report, which is available at investors.bd.com/esg/sustainability, and is not part of, or incorporated by reference into, this proxy statement.

As part of our continued commitment to transparency and progress on BD's inclusion, diversity and equity ("ID&E") commitments, we recently published our 2022 Global Inclusion, Diversity and Equity Report, which summarizes BD's ID&E accomplishments over the past year, and our most recently filed U.S. Federal Employment Information Report (EEO-1), each of which is available at investors.bd.com/esg/inclusion-diversity-inclusion, and is not part of, or incorporated by reference into, this proxy statement. For additional information regarding our ID&E efforts, including Pay Equity, see page 35.

Total Number of Nominees: 11

William M. Brown | 60
Former Chairman and Chief Executive Officer, L3Harris Technologies

Catherine M. Burzik | 72
Former President and Chief Executive Officer, Kinetic Concepts, Inc.

Carrie L. Byington, M.D. | 59
Executive Vice President, University of California Health

R. Andrew Eckert | 61
Former Chief Executive Officer, Zelis Inc.

Claire M. Fraser, Ph.D. | 67
Director, Institute for Genome Sciences and Professor of Medicine and Microbiology and Immunology

Jeffrey W. Henderson | 58
Retired Chief Financial Officer of Cardinal Health Inc.

Christopher Jones | 67
Retired Chief Executive Officer, JWT Worldwide

Marshall O. Larsen | 74
Retired Chairman, President and Chief Executive Officer, Goodrich Corporation

Thomas E. Polen | 49
Chairman, Chief Executive Officer and President, BD

Timothy M. Ring | 65
Former Chairman and Chief Executive Officer, C. R. Bard, Inc.

Bertram L. Scott | 71
Retired Senior Vice President of Population Health, Novant Health

•the overall effectiveness of the Board and its standing committees,

•the skill sets required on the Board to support BD’s strategy, and

•the leadership structure of the Board.

•Appointing Bertram L. Scott as the Board's Lead Director,

•Electing Jeffrey W. Henderson as the chair of the Audit Committee,

•Electing R. Andrew Eckert as chair of the Compensation Committee, and

•Making changes in the composition of each of its committees.

Diversity has long been a core value of BD. The Board believes having Board members with a diverse mix of viewpoints, insights and perspectives is critical to board effectiveness. BD seeks to have its Board composed of directors that collectively possess a wide range of relevant business and financial expertise, industry knowledge, management experience and prominence in areas of importance to BD. The Board believes that gender and minority representation is an important element in achieving the broad range of perspectives that the Board seeks among its members. Gender and minority representation on the Board is also important for promoting the culture of inclusion and diversity at BD. To that end, consideration of the overall gender and ethnic diversity of our board remains an important factor in board succession planning and director recruitment, and the Board has adopted a policy that diverse candidates be included in any candidate pool from which new directors are selected.

•Preside over all meetings of the Board at which the Chairman is not present, including executive sessions of the non-management directors, and at such other times as the Board deems appropriate.

•Possess authority to call meetings of the independent directors.

•Consults on and approves Board meeting agendas and information provided to the Board.

•Consults on and approves Board meeting schedules to ensure there is sufficient time for discussion of all agenda items.

•Coordinates with the Chair of the Compensation Committee to perform the annual performance evaluation of the Chief Executive Officer by the non-management directors.

•Serves as a liaison between the non-management directors and the Chairman, and as a contact person to facilitate communications by BD’s employees, shareholders and others with the non-management directors.

•If requested by major shareholders, ensures availability for consultation and direct communication.

Role of the independent consultant

•reviewed materials prepared for the Compensation Committee by management,

•provided market comparison data and other materials requested by the Compensation Committee,

•assisted the Compensation Committee in the design and implementation of BD’s compensation program, including the selection of the key elements of the program, setting of targeted payments for each element, and establishment of performance targets,

•made recommendations regarding the compensation of BD’s CEO,

•conducted an annual review of the compensation practices of select peer companies, and advised the Compensation Committee with respect to the competitiveness of BD’s compensation program in comparison to industry practices, and identified any trends in executive compensation, and

•attended Compensation Committee meetings.

The table below lays out Board and Committee primary oversight of BD's 2030+ ESG goals and other important ESG matters. BD's 2030+ ESG goals have been highlighted in bold.

In October 2021, BD announced a new strategy to advance ESG initiatives and a suite of goals for 2030 and beyond. BD's new ESG strategy, Together We Advance, serves as a framework through which BD addresses the most relevant ESG issues for BD and its stakeholders. The new approach builds on BD's core Purpose – Advancing the world of health™ – and focuses on making meaningful impacts across four key pillars:

•Company Health: Building a strong business foundation through good governance and transparent reporting.

•Planet Health: Implementing sustainable solutions to reduce the company's environmental footprint.

•Community Health: Collaborating with communities and investing company resources to do what is right.

•Human Health: Empowering employees to innovate new products and solutions to deliver what's next in healthcare.

Under BD's Together We Advance strategy, BD has made commitments in five areas to achieve by 2030 (and beyond) that are most important to BD and its stakeholders and where BD has identified opportunities to create meaningful, measurable change across the pillars of health over the next decade — Climate Change, Product Impact, Responsible Supply Chain, Healthy Workforce and Communities, and Transparency. These five areas connect across and advance the four pillars of the ESG strategy, each impacting the health of the company, planet, communities and people. Achievement of these goals will help us drive positive health outcomes and continue our commitment to help achieve UN Sustainable Development Goals (SDGs).

•Climate Change: Reducing Scope 1 and 2 greenhouse gas (GHG) emissions 46% by 2030 (from a 2019 baseline) and achieving carbon neutrality across direct operations by 2040. This science-based target is aligned with the 1.5°C global emissions reduction pathway. In September 2021, we strengthened our commitment to reducing emissions by joining the UN Race to Zero, via the Business Ambition for 1.5°C and Science Based Targets initiative (SBTi). BD currently anticipates it will set and publish targets for material Scope 3 categories no later than end of fiscal year 2023.

•Product Impact: Reducing the environmental impact of BD's product portfolio by addressing plastic and packaging material consumption and the impact of plastics throughout its value chain through considerations in product design. BD will also apply minimum environmental and human health criteria to new products and product changes to ensure meaningful and sustainable product improvements across the life cycle. This year, BD announced the formation of the BD Sustainable Medical Technology Institute, which will develop and support programs to achieve our 2030+ Product Impact goals.

•Responsible Supply Chain: Working with supply chain partners to quantify and reduce Scope 3 emissions in line with 1.5˚C emissions scenarios, in addition to strengthening engagement with supply chain partners on their labor and environmental practices and performance.

•Healthy Workforce and Communities: Empowering employees to manage their physical, mental and financial health and committing to improving ethnic and gender diversity by 1% year over year at the management and executive levels.

•Transparency: Reporting clear information around performance and progress toward BD's ESG goals through an annual sustainability report in alignment with recognized external ESG reporting frameworks, including the Taskforce for Climate Related Financial Disclosures (TCFD) and Sustainability Accounting Standards Board (SASB).

BD reports annually on ESG matters and progress against its goals in BD's ESG Report. As part of BD's commitment to transparent disclosure, BD's annual ESG Report contains standard disclosures from the Global Reporting Initiative™ (GRI) Sustainability Reporting Guidelines and SASB Medical Equipment and Supplies Sustainability Accounting Standard. While the report is not intended to meet the requirements of the GRI Sustainability Reporting Guidelines or SASB Standard, reference numbers for standard disclosures are included where full or partial information is provided. For climate reporting, BD follows the recommendations of the TCFD and reports annually to the CDP (formerly the Carbon Disclosure Project). Our current and previous ESG reports are available at investors.bd.com/esg/sustainability, and are not part of, or incorporated by reference into, this proxy statement.

Our collective efforts have garnered recognition from respected organizations across the country, including Best Places to Work for Disability and LGBTQ Inclusion, Bloomberg’s Gender Equality Index, and Diversity Inc.’s Noteworthy Companies and from Forbes – Best Employers for Diversity, Best Large Employers and World’s Best Employer awards. We recently published our 2022 Global Inclusion, Diversity and Equity Report, which summarizes BD's ID&E accomplishments over the past year and is available at investors.bd.com/esg/inclusion-diversity-inclusion, which is not part of, or incorporated by reference into, this proxy statement.

BD is committed to compensating its associates fairly and equitably. We take a proactive approach to gender and ethnic pay equity and continually monitor our compensation program to ensure fairness. Annually, we work with an independent third-party to conduct a comprehensive pay equity review based on gender and ethnicity in the United States. Our review assesses pay on a statistical basis and considers several factors that are relevant and known to impact compensation, including but not limited to, tenure, role, career level and geographic differentials. Where appropriate, we take action and make pay adjustments to address any inconsistencies.

We believe that pay equity is critical to our success in supporting a global, diverse and inclusive workforce. We have a history of conducting targeted annual pay assessments and have committed to expand our assessment to BD associates globally on a biennial basis. In 2021, we conducted a global pay equity assessment for associates in 57 countries, representing approximately 70% of BD’s global salaried associate population and found that female associates earned an average of 98 cents for every $1 earned by male associates globally. The results showed that BD associates are paid fairly and equitably, and that, on average, both women and men are paid within a range that would be expected after controlling for legitimate differentiating factors. We also found that in the United States our female associates in 2022 earned an average of 99 cents for every $1 earned by male associates. We consider these results as a baseline for our commitment to achieving 100% pay equity, and we will remain focused on managing our compensation processes with the goal of identifying and remedying any practices that may contribute to pay gaps now or over time.

As part of BD's continued commitment to transparency and progress on our ID&E commitments and based on feedback from internal and external stakeholders, we publish our most recently filed U.S. Federal Employment Information Report (EEO-1). The data in our most recent consolidated EEO-1 report is based on BD’s population in the U.S. in December 2021 and reflects BD’s U.S. workforce as of that time. BD's consolidated EEO-1 report is available at investors.bd.com/esg/inclusion-diversity-inclusion. The EEO-1 report requires that BD categorize employees into ten broad EEO-1 Component 1 Data Collection Job Categories. These categories do not necessarily match the job levels in which BD organizes its workforce and evaluates its diversity and inclusion data. Thus, meaningful comparisons between EEO-1 Report data and other descriptions of BD’s diversity statistics and disclosures may not be possible.

The Code of Conduct is available on BD’s website at investors.bd.com/corporate-governance. Printed copies of the Code of Conduct may be obtained, without charge, by contacting the Corporate Secretary, Becton, Dickinson and Company, 1 Becton Drive, Franklin Lakes, New Jersey 07417-1880; telephone 201-847-6800.

Pursuant to BD's Governance Principles, directors are required to seek the consent of the Chairman and the Governance Committee prior to accepting any invitation to serve on another corporate or not-for-profit board. In reviewing any such request, consideration is given to the whether the outside board creates any actual or potential conflict of interest and the director's existing time commitments, including any leadership roles the director holds on other public company boards. The Governance Committee conducts

an annual review of director commitment levels, and affirms that all non-management directors are compliant with our Governance Principles. See "Director Nomination Process" on page 22 for a further discussion of the Governance Committee's review of candidates outside time commitments and affiliations.

In furtherance of BD’s commitment to good governance and transparent disclosure practices, BD charitable contributions or pledges in an aggregate amount of $50,000 or more in any fiscal year (excluding contributions under BD’s Matching Gift Program) to entities with which BD’s directors and executive officers, or their families, are affiliated must be approved by the Governance Committee. In addition, BD posts on its website, at investors.bd.com/corporate-governance, an Annual Report of Charitable Contributions (the “Contributions Report”) listing all contributions and pledges made by BD during the preceding fiscal year in an amount of $10,000 or more to such affiliated organizations. The Contributions Report includes a discussion of BD’s contributions philosophy.

July-October
•Active outreach and engagement with top 75 shareholders •Share investor feedback with the Board •Board considers and incorporates investor feedback received throughout the year

  

February-June
•Review Annual Meeting Results •Communicate shareholder feedback to the Board •Evaluate proxy season trends, corporate governance best practices, and regulatory developments

Other Ways We Engage: In addition to BD’s annual shareholder outreach and engagement program, BD engages in activities designed to inform and seek shareholder input throughout the fiscal year, including without limitation, quarterly earnings calls, industry presentations and conferences, company-hosted events and presentations, and securities analyst meetings.

•by mail, addressed to BD Lead Director, P.O. Box 264, Franklin Lakes, New Jersey 07417-0264;

•by calling the BD Ethics Helpline, an independent toll-free service, at 1-800-821-5452 (callers from outside North America should use “AT&T Direct” to reach AT&T in the U.S. and then dial the above toll-free number); or

•by email to ethics_office@bd.com.

The Board has established a process by which shareholders can request direct engagement with our independent directors regarding executive compensation, corporate governance, board and CEO succession, risk management oversight and other matters within the purview of the Board. This process can be found on our website at investors.bd.com/contact-bds-directors. The Board may also initiate direct communications with BD shareholders at any time, in its discretion.

(1)The restricted stock units vest and are distributable at the following Annual Meeting of Shareholders, unless deferred at the election of the director.

(1)Reflects cash retainer and Committee chair fees, and, for Mr. Larsen, the Lead Director fee.

(2)Amounts reflect the grant date fair value under FASB ASC Topic 718 of restricted stock units awarded to non-management directors during fiscal year 2022. Since the average BD closing stock price for the 30 trading days prior to grant is used to value the award and determine the number of units granted, rather than the grant date stock price, the amounts reflected for the grants are higher than the $209,000 target award value. For a discussion of the assumptions made in arriving at the grant date fair value of these awards, see Note 9 to the consolidated financial statements contained in our Annual Report on Form 10-K for the fiscal year ended September 30, 2022. Mr. Brown received a prorated grant upon joining the Board in February 2022.

(3)Amounts shown represent matching gifts under BD’s Matching Gift Program. The amount reflected for Mr. Melcher includes a matching gift request made in 2021 and paid in 2022.

(4)Mr. Brown was elected to the Board in February 2022.

(5)Mr. Melcher and Dr. Pomeroy resigned from the Board, effective April 1, 2022, to join the board of directors of Embecta Corp. in connection with the Embecta Spin-Off. The stock awards made to Mr. Melcher and Dr. Pomeroy in fiscal year 2022 vested on a pro rata basis upon their resignation from the BD Board.

(6)Ms. Rimel did not stand for re-election at the 2022 Annual Meeting.

(1)The 2021 amount reflects fees incurred in conjunction with the Embecta Spin-Off.

Audit Services. Under the policy, the Audit Committee will appoint BD’s independent auditors each fiscal year and pre-approve the engagement of the independent auditors for the audit services to be provided.

Non-Audit Services. In accordance with the policy, the Audit Committee has established detailed pre-approved categories of non-audit services that may be performed by the independent auditors during the fiscal year, subject to certain dollar limits. The Audit Committee has also delegated to the chair of the Audit Committee, subject to certain dollar limits, the authority to approve additional non-audit services by the independent auditors that either are not covered by the pre-approved categories or exceed the pre-approved limits, provided that the full Audit Committee is informed of each service. All other non-audit services are required to be pre-approved by the entire Audit Committee.

The Compensation Discussion and Analysis beginning on page 48 of this proxy statement describes BD’s executive compensation program and the compensation decisions made with respect to our CEO and the other named executive officers reflected in the Summary Compensation Table on page 69. Pursuant to Section 14A of the Exchange Act, the Board is asking shareholders to cast a non-binding advisory vote on the following resolution:

•Through equity compensation and equity retention guidelines for executives, we seek to align the interests of executives with those of BD’s shareholders. Equity compensation represents the largest portion of our compensation structure in terms of target value.

•We maintain a pay-for-performance philosophy based on actual performance against clear, measurable company performance targets, particularly those metrics that support the creation of long-term shareholder value.

•Performance targets are set to reward executives for achieving short- and long-term results in line with our objective of enhancing long-term shareholder value. In setting short-term goals and in rewarding performance, we will take care to ensure that we do not create incentives to take inappropriate risks.

•We have established and intend to maintain a competitive structure that supports the recruitment and retention of high-performing executives essential to driving the business results required to execute our strategy and create long-term value for shareholders. This structure is determined, in part, by evaluating peer group data provided and analyzed by the Compensation Committee’s independent consultant.

•The Compensation Committee strives to provide absolute transparency to executives, employees and shareholders of all aspects of BD’s compensation and benefits structure. This includes disclosure of performance targets, payout formulas, details of other earned benefits and the Compensation Committee’s use of discretion in determining award payouts.

•The Compensation Committee is made up exclusively of independent directors and utilizes an independent compensation consultant, which, by Compensation Committee policy, is prohibited from performing any services for BD or its management without the Compensation Committee’s prior approval.

•The Compensation Committee retains the prerogative to change or modify BD’s compensation and benefit programs to reflect prevailing economic, market or company financial conditions.

•Thomas E. Polen, Chairman, Chief Executive Officer and President

•Christopher J. DelOrefice, Executive Vice President and Chief Financial Officer

•David B. Hickey, Executive Vice President and President, Life Sciences Segment

•Samrat S. Khichi, Executive Vice President, Corporate Development, Public Policy, Regulatory Affairs & General Counsel

•Alberto Mas, Former Executive Vice President and President, Medical Segment (Mr. Mas retired from BD on September 30, 2022)

•Shana Neal, Executive Vice President and Chief People Officer

All references in this section to years are references to our fiscal year, which ends on September 30, unless otherwise noted. In this section, when discussing our financial performance and awards under our Performance Incentive Plan (the “PIP”), we refer to certain financial measures that do not conform to generally accepted accounting principles (“GAAP”). Appendix A to this proxy statement contains reconciliations of these non-GAAP measures to the comparable GAAP financial measures.

Our goal is to provide an executive compensation program that best serves the long-term interests of our shareholders. We believe that attracting and retaining superior talent and rewarding performance is key to delivering long-term shareholder returns, and that a competitive compensation program is critical to that end. The objectives of our executive compensation program include:

•Aligning the interests of our executives with our shareholders through equity compensation and share retention and ownership guidelines.

•Driving superior business and financial results by setting clear, measurable short- and long-term performance targets that support our business strategy and the creation of long-term shareholder value, while at the same time taking care to ensure that our executives are not incentivized to take inappropriate risks.

•Maintaining a pay-for-performance philosophy by tying a significant portion of pay to performance against performance targets.

•Offering competitive compensation that helps attract and retain high-performing executives who are essential to developing and executing our strategy and creating long-term value for our shareholders.

•The Compensation Committee's intent to tie a significant amount of Mr. Polen’s pay to performance, with a clear link to our performance-driven metrics.

•The Compensation Committee's decision to position Mr. Polen’s pay within a competitive range of the median of CEOs in BD's peer group, after having positioned his pay modestly against the peer group during the start of his tenure as CEO.

•Mr. Polen’s accomplishments during the year, including:

◦The continued successful execution of the BD 2025 strategy and his leadership in delivering strong financial performance that exceeded our expectations for the year despite significant inflationary pressure and supply chain challenges.

◦The progress made to enhance BD's long-term growth profile, including the successful execution of the Embecta Spin-Off.

◦The progress made during the year towards BD's 2030+ ESG goals.

Salary. Messrs. Polen, Khichi and Mas each received 3% salary increases during the year, which were consistent with salary increases made generally at BD. Mr. Hickey received a 10.4% increase based on market benchmarking.

Annual incentive compensation. BD's strong performance for the year resulted in a performance factor of 129% of target under the PIP formula, driven by strong revenue and earnings performance that exceeded our expectations for the year. Mr. Polen received a PIP award consistent with the PIP performance factor. Ms. Neal also received an award consistent with the PIP factor, while Messrs. DelOrefice, Hickey, Khichi and Mas each received an award at 142% of target (110% of the PIP factor) to recognize their significant contributions during the year. For a full discussion of the 2022 PIP awards made to the named executive officers, see “PIP Awards” beginning on page 57.

Fiscal 2022 grants. Consistent with our goal of aligning incentive compensation to the interests of our shareholders, equity compensation represented a significant component of total compensation in 2022. The Compensation Committee determined the equity compensation grant values for each named executive officer after taking into account market data, recommendations from the Compensation Committee’s independent consultant, and individual performance and potential. The increase in Mr. Polen’s award over the prior year was made to recognize Mr. Polen’s performance and also reflects the Compensation Committee's decision to position Mr. Polen’s pay within a competitive range of the median of BD's peer group, as mentioned above.

Vesting of Performance Unit awards. During 2022, Performance Units covering the fiscal 2019-2021 performance period vested. The performance metrics for these awards were average return on invested capital ("ROIC") and relative total shareholder return ("TSR"). The awards paid out at 42% of target.

2022 total target compensation(1)

● Salary ● PIP ● Performance Units ● SARs ● TVUs

(1)Actual amounts received (and the percentage of total compensation coming from performance-based compensation) may differ from target amounts based on performance and BD’s stock price. Percentages in above graphs are rounded.

•Developing and maintaining a strong portfolio of leading products and solutions that address significant unmet clinical needs, improve outcomes, and reduce costs;

•Focusing on our core products, services and solutions that deliver greater benefits to patients, healthcare workers and researchers;

•Investing in research and development that leads to and expands category leadership, as well as results in a robust product pipeline;

•Accelerating innovation in smart connected care, enabling new care settings and improving chronic disease outcomes;

•Leveraging our global scale to expand our reach in providing access to affordable medical technologies around the world, including emerging markets;

•Supplementing our internal growth through strategic acquisitions in faster growing market segments; and

•Driving an efficient capital structure and strong shareholder returns.

•Driving operating effectiveness and margin expansion by increasing factory productivity and asset efficiencies;

•Reducing complexity and improving customer experience by rationalizing our product portfolio and through the simplification and optimization of our operating model;

•Making strategic investments to advance quality culture and our core quality management system to serve our patients and ensure we are a best-in-class, proactive quality-driven organization;

•Working across our supply chain to responsibly source materials and goods, as well as to reduce environmental impacts;

•Creating more resilient operations through investments in an enterprise-wide renewable energy strategy; and

•Focusing on cash management in order to improve balance sheet productivity.

•Fostering a purpose-driven culture with a focus on positive impact to all stakeholders–customers, patients, employees and communities;

•Improving our ability to serve customers and enhance customer experiences through the digitalization of internal processes and go-to-market approaches;

•Driving sustainability initiatives within our organizational units to support enterprise-wide collaboration towards our sustainability strategy;

•Cultivating an inclusive work environment that welcomes and celebrates diverse talent and perspectives; and

•Growing and enabling talent through training, development and reskilling strategies.