ANNUAL REPORT
2016
Office of Minority and Women Inclusion
Office of Minority and Women Inclusion2
2016 Annual Report to Congress |
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Office of the Comptroller of the Currency 3
2016 Annual Report to Congress
The OCC’s Office of Minority and Women
Inclusion (OMWI), established in January
2011, is responsible for implementing
section 342 of the Dodd–Frank Wall Street
Reform and Consumer Protection Act.
The OMWI Executive Director and
Diversity and Inclusion Team develop
standards for
n Increasing the participation of minority-
and women-owned businesses in the
OCC’s programs and contracts and
developing standards for coordinating
technical assistance to such businesses.
n Promoting equal employment
opportunity and the racial, ethnic, and
gender diversity of the workforce and
senior management of the OCC.
n Assessing the diversity policies and
practices of the national banks, federal
savings associations, and federal
branches and agencies of foreign
banks the OCC regulates.
Office of Minority and Women Inclusion
Office of Minority and Women Inclusion4
2016 Annual Report to Congress | Office of Minority and Women Inclusion
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Office of the Comptroller of the Currency 5
2016 Annual Report to Congress
Contents
Introduction .......................................................................................7
Business Activities
.............................................................................. 8
Fiscal Year 2016 Payments ...................................................... 8
Five-Year Trend in Payments to MWOBs, MOBs, and WOBs........ 8
Five-Year Trend in Payments to MOB Demographic Groups
.......... 9
Trends in Awards by Classification of Suppliers
........................ 10
Analysis of Number of MOBs, WOBs and Demographic
Groups Participating and Dollars Awarded in Top NAICS
Codes
............................................................................ 11
Implementation of Standards and Procedures to
Ensure Fair Inclusion ............................................................. 13
Successes and Challenges in the OCC’s Supplier
Diversity Program ................................................................. 13
Technical Assistance and Outreach Program
....................... 13
Plans for Enhancing Opportunities to Contract With
and Provide Technical Assistance to MWOBs...................... 14
Workforce Diversity and Inclusion in Employment:
Recruitment, Hiring, Career Development, and Retention ................... 15
Current Status ....................................................................... 15
Fiscal Year 2016 Focus Areas
................................................ 19
Increasing the Participation of Hispanics
............................ 19
Increasing the Participation of Female Bank Examiners
......... 22
Increasing the Participation of Females and Minorities
in Supervisor Roles and Senior-Level Positions .................... 26
Workforce Environment
......................................................... 30
Agency Commitment
........................................................ 30
Career Development
........................................................ 32
Employee Engagement
..................................................... 33
Program Accountability
.................................................... 34
Regulated Entities
............................................................................35
Financial Literacy
.............................................................................36
Appendixes
.....................................................................................37
Appendix A: OCC Method and Data Sources for
Payments and Awards ........................................................... 37
Payments
........................................................................ 37
Awards
.......................................................................... 37
Appendix B: OCC Payments, Five-Year Trend
........................... 38
Appendix C: OCC Awards, Five-Year Trend
............................. 39
Appendix D: OCC Awards by Top Seven NAICS
Codes, Five-Year Trend .......................................................... 40
Appendix E: Technical Assistance to MWOBs, FY 2016 ............ 43
Appendix F: Awards by Demographic Group in the
OCC’s Top Seven NAICS Codes, FY 2016 .............................. 45
Appendix G: Changes From 2000 to 2010 in
Civilian Labor Force .............................................................. 46
Appendix H: OCC Workforce Profile, Five-Year Trend
............... 47
Appendix I: OCC Workforce Profile as of
September 30, 2016 ............................................................ 48
Appendix J: OCC FY 2016 EEO-1 Report
(Occupational Categories Profile) Distribution by
ERI and Gender: Permanent Employees ................................... 49
Appendix K: Hispanic Female Profile by Occupation
Positions, Five-Year Trend ....................................................... 50
Appendix L: Hispanic Male Profile by Occupation
Positions, Five-Year Trend ....................................................... 51
Appendix M: OCC Participation in Supervisor
Positions by EEO Groups, Five-Year Trend ................................ 52
Appendix N: OCC Workforce Profile of NB-VI to
NB-VII Feeder Grades and SLP, Five-Year Trend ........................ 53
Appendix O: Employee Network Groups................................. 54
Appendix P: Abbreviations
.................................................... 55
VISION
The OCC is a preeminent prudential supervisor that adds value through proactive and risk-based
supervision; is sought after as a source of knowledge and expertise; and promotes a vibrant and
diverse banking system that benefits consumers, communities, businesses, and the U.S. economy.
CORE VALUES
n Integrity
n Expertise
n Collaboration
n Independence
Office of the Comptroller of the Currency 7
2016 Annual Report to Congress
Introduction
The Ofce of the Comptroller of the Currency (OCC) charters, regulates,
and supervises national banks and federal savings associations and licenses,
regulates, and supervises the federal branches and agencies of foreign
banks. The OCC’s mission is to ensure that these institutions operate in
a safe and sound manner, provide fair access to nancial services, treat
customers fairly, and comply with applicable laws and regulations. The
OCC is an independent, non-appropriated bureau of the U.S. Department
of the Treasury.
1
12 USC 5452.
2
The federal nancial agencies required to establish an OMWI under section 342 are the Board of Governors of the Federal Reserve System (Board), each of the Federal Reserve Banks,
Consumer Financial Protection Bureau (CFPB), Department of the Treasury, Federal Deposit Insurance Corporation (FDIC), Federal Housing Finance Agency (FHFA), National Credit Union
Administration (NCUA), OCC, and Securities and Exchange Commission (SEC).
The OCC’s Strategic Plan for Fiscal Years 2015–2019 establishes three
primary goals toward achievement of its vision as a preeminent prudential
supervisory agency. The strategic goals focus on supporting a vibrant
and diverse banking system and economy; enhancing OCC collaboration,
innovation, coordination, and process efciency; and ensuring that the
agency continues to operate independently and effectively into the future.
The fulllment of the agency’s core mission of bank supervision depends
on its employment of talented staff with high levels of expertise and
experience. To maintain a competent, highly qualied workforce, the
OCC is fully committed to using and retaining its employees’ skills, while
recruiting the best talent available from a variety of sources. The agency is
committed to maintaining an inclusive culture and workplace environment
with a diversity strategy that focuses on leadership commitment,
recruitment, development, retention, work/life balance, and an engaging
culture. The OCC is equally committed to the inclusion of minorities,
women, and minority- and women-owned businesses at all levels of the
agency’s business activities.
In compliance with section 342 of the Dodd–Frank Wall Street Reform
and Consumer Protection Act (Dodd–Frank),
1
the OCC established
its Ofce of Minority and Women Inclusion (OMWI) in January 2011
to be responsible for all matters of the agency relating to diversity in
management, employment, and business activities. Dodd–Frank requires
each OMWI agency
2
to submit an annual report to Congress regarding
actions taken pursuant to section 342. The OCC’s Fiscal Year 2016 Annual
Report to Congress covers such actions and information for the period of
October 1, 2015, through September 30, 2016.
Office of Minority and Women Inclusion8
2016 Annual Report to Congress | Business Activities
Business Activities
FISCAL YEAR 2016 PAYMENTS
1. Statement of the total amounts the OCC paid to contractors during
the reporting period:
n Total payments to contractors were $154,406,367.63.
3
2. Percentage of the OCC’s total payments to minority-owned or
women-owned businesses (MWOB); minority-owned businesses
(MOB); and women-owned businesses (WOB):
n Payments to MWOBs were $60,595,166.63, representing
39.2 percent of the OCC’s total contractor payments.
4
n Payments to MOBs
5
were $44,556,544.67, representing
28.9percent of the OCC’s total contractor payments.
n Payments to WOBs
6
were $18,969,244.92, representing
12.3percent of the OCC’s total contractor payments.
For a detailed explanation of the OCC’s method and data sources for
reporting payments, please refer to appendix A.
3
“Payments” are the net amounts, after any discounts, the OCC paid to contractors during the scal year, regardless of when the awards were entered into the Federal Procurement Database
System—Next Generation (FPDS-NG). Because contractors may submit invoices to the OCC after the close of the scal year in which the awards were made, the OCC’s total payments to
contractors during a given scal year may differ slightly from the total awards. For details of the specic amounts the OCC paid and awarded to MWOBs, MOBs, WOBs, and MOB demographic
groups, please refer to appendixes B and C.
4
Payments to businesses that are both minority- and women-owned are counted only once in the total dollars paid and percentage paid to MWOBs. For scal year 2016, payments to
businesses that were neither MOBs nor WOBs were $93,811,201.00, representing 60.8 percent of the OCC’s total contractor payments.
5
Payments to MOBs include all businesses that indicate they are minority-owned in the U.S. government’s System for Award Management (SAM).
6
Payments to WOBs include all businesses that indicate they are women-owned in the SAM.
7
The percentage differences stated in the narrative of this report are based on underlying data (see appendix B), not the rounded percentages used in gures 1 and 2.
FIVE-YEAR TREND IN PAYMENTS TO MWOBS, MOBS,
AND WOBS
Comparing scal year 2016 with the previous scal year, the percentage of
payments to MWOBs was slightly lower (0.7percent); the percentage
of payments to MOBs was lower (7.1percent); and the percentage
of payments to WOBs was signicantly higher (15.8percent) (see
gure 1).
7
Comparing scal year 2016 with the average of the previous four scal
years (2012–2015), the percentage of payments to MWOBs increased 6.4
percent; the percentage of payments to MOBs decreased 6.9 percent; and
the percentage of payments to WOBs increased 43.4 percent.
Figure 1: Payments to MWOBs, MOBs, and WOBs as a Percentage of Total OCC Payments,
Five-Year Trend
Source: Core Financial System and FPDS-NG for FY 2012 to FY 2016.
Office of the Comptroller of the Currency 9
Business Activities | 2016 Annual Report to Congress
FIVE-YEAR TREND IN PAYMENTS TO MOB
DEMOGRAPHIC GROUPS
In addition to the section342 requirement to report the total amounts
and percentage of payments to MWOBs, MOBs, and WOBs, the OCC also
tracks payments to MOB demographic groups (see gure2). Specically,
the OCC reports payments to Asian American-owned businesses,
8
Black
American-owned businesses, Hispanic American-owned businesses, Native
American-owned businesses,
9
and Other MOBs.
10
Fiscal Year 2016 Compared With Previous Year
Comparing scal year 2016 with the previous scal year, the percentage of
payments to Hispanic American-owned businesses and Native American-
owned businesses both increased, and the percentage of payments to Other
MOBs remained the same:
n Hispanic American-owned businesses was 1.2 percent compared with
0.6 percent.
n Native American-owned businesses was 4.2 percent compared with
2.8 percent.
n Other MOBs remained at 0.2 percent.
Comparing scal year 2016 with the previous scal year, the percentage
of payments to Asian American-owned businesses and Black American-
owned businesses both decreased:
8
“Asian American” means Asian-Pacic Americans (persons with origins from Burma, Thailand, Malaysia, Indonesia, Singapore, Brunei, Japan, China, Taiwan, Laos, Cambodia (Kampuchea),
Vietnam, Korea, the Philippines, Republic of Palau, Republic of the Marshall Islands, Federated States of Micronesia, the Commonwealth of the Northern Mariana Islands, Guam, Samoa, Macao,
HongKong, Fiji, Tonga, Kiribati, Tuvalu, or Nauru) and Subcontinent Asian (Asian-Indian) Americans (persons with origins from India, Pakistan, Bangladesh, Sri Lanka, Bhutan, the Maldives Islands,
or Nepal). (See 48CFR52.219-1.)
9
“Native American” means American Indians, Eskimos, Aleuts, or Native Hawaiians. (See 48 CFR 52.219-1.)
10
“Other MOBs” means those businesses designating “minority-owned” in the SAM, but not designating Asian American, Black American, Hispanic American, or Native American.
n Asian American-owned businesses was 20.3 percent compared with
23.0 percent.
n Black American-owned businesses was 3.5 percent compared with 4.7
percent.
Fiscal Year 2016 Compared With Average of Previous Four Fiscal Years
Comparing scal year 2016 with the average of the previous four scal
years (2012–2015), the percentage of payments to Hispanic American-
owned businesses and Native American-owned businesses both increased
and the average percentage of payments to Other MOBs stayed the
same. However, the percentage of payments to Asian American-owned
businesses and Black American-owned businesses both decreased:
n Hispanic American-owned businesses was 1.2percent compared with
average 1.1 percent.
n Native American-owned businesses was 4.2 percent compared with
average 1.9 percent.
n Other MOBs remained at 0.2 percent
n Asian American-owned businesses was 20.3 percent compared with
average 23.8 percent.
n Black American-owned businesses was 3.5 percent compared with
average 4.2 percent.
Office of Minority and Women Inclusion10
2016 Annual Report to Congress | Business Activities
Figure 2: Payments to MOB Demographic Groups as a Percentage of Total OCC Payments,
Five-Year Trend
Source: Core Financial System and FPDS-NG for FY 2012 to FY 2016.
For details of the OCC’s ve-year payment trend to MOB demographic
groups, please refer to appendix B.
11
The NAICS is the standard that federal statistical agencies use in classifying business establishments for the purpose of collecting, analyzing, and publishing statistical data related to the U.S.
business economy. The NAICS is a two- to six-digit hierarchical classication system, offering ve levels of detail. Each digit in the code is part of a series of progressively narrower categories, and
more digits in the code signify greater classication detail. The rst two digits designate the economic sector, the third digit designates the subsector, the fourth digit designates the industry group,
the fth digit designates the NAICS industry, and the sixth digit designates the national industry.
12
“Awards” are action obligations, which are the net amount of funds obligated or de-obligated. The FPDS-NG uses the NAICS code categories to track award data. For additional information on
the method and data sources for reporting awards, please refer to appendix A.
TRENDS IN AWARDS BY CLASSIFICATION OF SUPPLIERS
Each year the OMWI tracks the North American Industry Classication
System (NAICS)
11
codes with the highest cumulative dollar amounts
awarded by the OCC.
12
For scal year 2016, computer-related purchases
(including other computer-related services; data processing, hosting, and
related services; and computer system design services) accounted for
nearly two-thirds of the OCC’s total dollars awarded (see gure 3).
The OMWI’s analysis of the NAICS code award categories over the
last ve years has identied two trends. First, seven NAICS codes
consistently account for more than 70.0percent of the OCC’s awards
(see appendix D). Second, computer-related purchases make up the
largest expenditures by the OCC.
The OCC reports on the classication of suppliers and includes this
information in the OMWI’s outreach materials to help businesses
understand the types of industries in which the OCC spends the majority
of its contracting dollars.
Office of the Comptroller of the Currency 11
Business Activities | 2016 Annual Report to Congress
Figure 3: NAICS Codes With 1 Percent or Greater of Total OCC Award Dollars, FY 2016
Source: FPDS-NG for FY 2016.
Analysis of Number of MOBs, WOBs, and Demographic Groups
Participating and Dollars Awarded in Top NAICS Codes
To identify potential opportunities for increasing MWOB participation,
the OMWI analyzed the OCC’s top seven NAICS codes in relation to the
demographics of contractors who provide these services. This analysis
enables the OMWI to compare the percentage of businesses receiving
OCC awards in each NAICS code with the percentage of MWOBs with
capabilities in that code.
For example, while MOBs represented 38.1 percent of businesses
designated “other computer-related services” (the OCC’s most-used
NAICS code), MOBs represented 43.9 percent of OCC award recipients
in this category (see table1). In the OCC’s seventh largest NAICS code,
“human resources consulting services,” WOBs made up 44.3 percent of the
businesses and 82.3percent of OCC award recipients.
13
Specically, Asian American-owned businesses received 26.5 percent; Black American-owned businesses received 0.8percent; Hispanic American-owned businesses received 1.8percent;
Native American-owned businesses received 8.4 percent; and Other MOBs received 7.2percent.
The OCC uses these data analyses to develop strategies around NAICS
codes where the agency has low percentages of awards to MOBs or WOBs
(for example, the OCC will explore the OCC’s awards for “data processing,
hosting, and related services” for opportunities where MOBs and WOBs
could offer these services).
The OMWI also analyzed data on the OCC’s percentage of dollars awarded
in the top seven NAICS codes to MOBs, WOBs, and MOB demographic
groups (see appendixF). This analysis shows that there were awards to
every demographic group in the NAICS code “other computer-related
services”
13
(by both total dollars and total number of contractors). The
OWMI monitors and is developing procurement strategies that promote
diversity and inclusion for both the number of MWOBs and the dollars
awarded to MWOBs in each of its top NAICS codes.
Office of Minority and Women Inclusion12
2016 Annual Report to Congress | Business Activities
Table 1: Percentage of Businesses Participating in Top 7 NAICS Codes Compared With the Percentage of Businesses Awarded OCC Contracts, FY 2016
NAICS Codes and Description
541519 518210 541512 531210 524114 541611 541612
Other computer
related services
Data processing,
hosting, and
related services
Computer
systems design
services
Ofces of real
estate agents
and brokers
Direct health
and medical
insurance
carriers
Administrative
management
and general
management
consulting
services
Human
resources
consulting
services
Total number of businesses with
OCC awards
78 14 8 1 2 41 10
Percent of total OCC awards 41.4 14.1 10.5 10.0 4.1 2.7 1.5
MOBs, WOBs, and demographic
groups
% Particip.
% Awarded
% Particip.
% Awarded
% Particip.
% Awarded
% Particip.
% Awarded
% Particip.
% Awarded
% Particip.
% Awarded
% Particip.
% Awarded
Minority-owned 38.1 43.9 38.4 0.0 36.4 24.3 31.1 0.0 26.3 0.0 36.8 37.9 42.9 69.9
Women-owned 25.4 17.3 26.5 0.0 24.2 0.0 38.0 0.0 23.2 0.0 34.3 10.5 44.3 82.3
Asian American-owned 14.5 26.5 13.9 0.0 14.3 2.8 3.5 0.0 2.1 0.0 8.6 0.7 9.4 0.0
Black American-owned 16.8 0.8 16.8 0.0 15.6 19.3 21.0 0.0 20.0 0.0 21.6 2.9 27.4 69.9
Hispanic American-owned 5.7 1.8 5.7 0.0 5.5 2.2 6.8 0.0 5.8 0.0 5.7 17.4 5.9 0.0
Native American-owned 3.2 8.4 3.8 0.0 2.8 0.0 1.4 0.0 0.8 0.0 3.3 17.0 2.6 0.0
Other minority-owned 1.2 7.2 1.3 0.0 1.1 0.0 1.5 0.0 1.6 0.0 1.1 0.0 1.4 0.0
Source: FPDS-NG for FY 2016 and SAM Entity Management Extracts for September 2016.
Office of the Comptroller of the Currency 13
Business Activities | 2016 Annual Report to Congress
IMPLEMENTATION OF STANDARDS AND PROCEDURES
TO ENSURE FAIR INCLUSION
Beginning on March 1, 2012, the OCC inserted the “Standards and
Procedures for OCC Contractor’s Good Faith Efforts to Include Minorities
and Women in the Contractor’s Workforce”
14
(Good Faith Efforts clause)
into all new contracts of more than $150,000. The OMWI reviews
contractors’ good faith efforts, makes a determination whether any
contractors have failed to make good faith efforts, and takes appropriate
action as authorized by section342.
15
Since the OCC began requiring the Good Faith Efforts clause, the OMWI
has reviewed 83contractor submissions of good faith efforts. Of the 83
reviewed, 39 had more than 50employees and 44 businesses had fewer
than 50 employees. The 39 businesses with more than 50 employees
submitted copies of their afrmative action plans and other documentation
to demonstrate good faith efforts to include minorities and women in their
workforces; and the 44businesses with fewer than 50 employees submitted
other documentation to demonstrate good faith efforts. The OMWI
reviewed these submissions and, to date, there have been no instances
when a recommendation by OMWI for further action has been necessary.
The majority of the OCC’s contractors (44 of the 83 reviewed) were
not required to submit Standard Form 100 (EEO-1) reports to the
Equal Employment Opportunity Commission (EEOC)
16
and were not
subject to the Ofce of Federal Contract Compliance Programs equal
employment opportunity (EEO) requirements.
17
Contractors that had not
previously been required to establish a written plan or program outlining
their diversity efforts and results continue to create some challenges
for the OMWI to substantiate their good faith efforts. The OMWI
14
In the Good Faith Efforts clause, contractors afrm their commitment, as well as the commitment of their subcontractors, to make good faith efforts to include minorities and women in their
workforces.
15
The OCC requires a written afrmative action plan or other written program designed to ensure the fair inclusion of minorities and women in the contractor’s workforce, including outreach,
recruitment, and training efforts whereby the contractor sets forth specic, results-oriented policies and procedures.
16
The EEOC requires EEO-1 reports for all federal contractors (private employers) who are not otherwise exempt and (1) have 50 or more employees and (2) are prime contractors or rst-tier
subcontractors and have a contract, subcontract, or purchase order amounting to $50,000 or more.
17
The Ofce of Federal Contract Compliance Programs regulations implementing Executive Order 11246 require supply and service contractors—generally those with 50 or more employees and
a contract of $50,000 or more—to develop and maintain written afrmative action programs.
responded to these challenges by answering contractors’ questions on the
documentation required for the OMWI to assess good faith efforts. Given
that over half of the businesses reviewed have fewer than 50 employees
and have limited experience substantiating good faith efforts, the OMWI
will continue providing technical assistance on contractors’ compliance
with the Good Faith Efforts clause and efforts toward the fair inclusion of
minorities and women in their workforces.
SUCCESSES AND CHALLENGES IN THE OCC’S
SUPPLIER DIVERSITY PROGRAM
Technical Assistance and Outreach Program
Events
During scal year 2016, the OMWI engaged in numerous outreach
activities to provide technical assistance, enhance awareness, and respond
to potential contractors concerning procurement opportunities. Specically,
OMWI representatives hosted, led, or were featured speakers at several
events to provide technical assistance to MWOBs and to collaborate
and share information with the other agencies’ OMWI ofces. OMWI
representatives also exhibited and held matchmaking sessions at other
external events (see appendix E). The events the OCC hosted or co-hosted
received overwhelmingly positive feedback from participants.
n OCC Opportunity Exchange, Washington, D.C.
March 9, 2016 and July 19, 2016: The OMWI presented a technical
training session titled “Opportunity Exchange” that provided
information on doing business with the OCC and the federal
government, how to look for opportunities, preparing to compete for
Office of Minority and Women Inclusion14
2016 Annual Report to Congress | Business Activities
opportunities, and how the government conducts market research. A
total of 37MWOB representatives attended the events.
n Supplier Diversity Working Group Best Practices Workshop
for OMWI Agency Employees, Washington, D.C.
April 7, 2016:The OMWI developed and co-hosted with the NCUA a
workshop attended by representatives from all eight OMWI agencies
(Board, CFPB, Treasury, FDIC, FHFA, NCUA, OCC, and SEC). The
topics included how to (1) establish comprehensive MWOB supplier
development process; (2) establish tracking, reporting, and goal-
setting mechanisms; (3) establish a continuous improvement plan; and
(4) consider second-tier programs.
n Webinar
September 23, 2016: The OMWI hosted a technical training session
titled “What You Don’t Know about Codes and Awards Used by
Agencies Can Hurt You!” that provided information on contracting
and procurement terminology to facilitate nding viable contracting
opportunities and increase the odds of success. Representatives from
88 MWOBs attended.
In addition to hosting and attending supplier diversity technical assistance
events, the OMWI wrote an article for the National Association of Women
Real Estate Brokers magazine titled “Considering Doing Business with the
Federal Government?” (Vol. 5, Issue 3).
Contracts
Since its inception, the OCC’s OMWI technical assistance program and
outreach efforts have helped the agency award a total of $9,730,765 to
MWOBs, of which $5,842,373 was awarded in scal year 2016.
18
Examples of federal contracting vehicles include (1) U.S. General Services Administration Information Technology Schedule 70; (2) National Institutes of Health, National Institutes of Health
Information Technology Acquisition and Assessment Center CIO-SP3; and (3) National Aeronautics and Space Administration Solutions for Enterprise-Wide Procurement.
19
CPSD is a certication for supply management professionals whose responsibilities include supplier diversity and business professionals with responsibility for strategic diversity initiatives
within their organizations. An OMWI staff member attended the Institute for Supply Management Diversity Conference on February 10-12, 2016.
20
The Alliance of Supplier Diversity Professionals educates and develops supplier diversity advocates, enabling them to serve as competent liaisons between their company, customers, and
organizations that advocate for diverse suppliers and the diverse business community. The CSDP certication examination encompasses the following courses: Introduction to Supplier Diversity;
Preparing Subcontracting Plans; Preparing for Customer Reviews; Mentor-Protégé Program; Customer Reporting; and Sourcing Strategies.
Plans for Enhancing Opportunities to Contract With and Provide
Technical Assistance to MWOBs
On May 8, 2013, the OMWI developed the OCC Database, which
continues to be a resource for early market research used by the OMWI,
the OCC Acquisitions Division, and other OCC business units, as well
as to support the OMWI’s technical assistance efforts. During scal
year2015, the OMWI enhanced the OCC Database to include additional
reporting information such as whether businesses have been awarded
federal contracting vehicles.
18
At the end of scal year2016, there were
591 businesses registered in the OCC Database (155 businesses registered
during scal year 2016, a 35.6 percent increase from the prior year).
During scal year 2017, OMWI representatives will speak at events
including the Reservation Economic Summit in March, the Enterprising
Women of the Year Awards in April, and the 27th Annual Government
Procurement Conference in April. The OMWI will also co-host a
Cybersecurity Awareness and Preparedness event in April along with the
FDIC and the NCUA. These sessions will provide guidance on government
contracting and technical assistance to MWOBs.
The OMWI will continue to collaborate with the other agencies’ OMWI
ofces through the Supplier Diversity Working Group, which shares
information and best practices and collaborates to maximize opportunities
for technical assistance to MWOBs. The OCC has also recognized the
importance of its supplier diversity program by having an OMWI staff
member maintain certication as a Certied Professional in Supplier
Diversity (CPSD)
19
with the Institute for Supply Management and attain
certication as a Certied Supplier Diversity Professional (CSDP) with the
Alliance of Supplier Diversity Professionals.
20
Office of the Comptroller of the Currency 15
2016 Annual Report to Congress
Workforce Diversity and Inclusion
in Employment: Recruitment, Hiring,
Career Development, and Retention
CURRENT STATUS
Bank supervision is the OCC’s core mission, and the majority of its
employees are bank examiners. Bank examination activities are supported
by attorneys, economists, and various operational and administrative
occupations referred to as “all other series” in this annual report.
As of September 30, 2016, the OCC’s permanent workforce totaled
3,958 employees, a net change of 3.6 percent above the 3,819 permanent
employees at the end of scal year 2015. Over the last ve years, the
participation rate of females (45.2 percent) in the OCC’s workforce
has remained fairly stable (a 0.7 percentage point decrease). Minority
participation increased by 3.7percentage points to 34.2 percent. At the end
of scal year 2016, all major EEO groups were at or near parity with the
2010 national civilian labor force (NCLF) rates,
21
with the exception of
21
NCLF data are derived from the 2010 census reecting persons 16 years of age or older who are employed or are actively seeking employment and adjusted for citizenship, excluding those
in the Armed Services. The OCC’s workforce demographics benchmark comparisons are made against the 2010 NCLF availability rates and the occupational CLF (OCLF) availability rates for the
OCC’s three major occupational groups—bank examiners, attorneys, and economists. See appendix G for more details.
females and Hispanics. For changes in the OCC’s workforce participation
rates from scal year 2012 to 2016, please see appendix H.
Although the OCC continued to work to address the low participation
of Hispanics in its workforce, their overall participation rate remained
below their NCLF rate (see table 2). In scal year 2016, the OCC slightly
increased its Hispanic participation rate to 6.9 percent, from 6.8percent in
scal year 2015, and an improvement from 6.3 percent in scal year 2012.
Hispanic participation rates are below parity in the following occupational
positions—economists (females), bank examiners (females), and “all
other series” (males). Similarly, females across EEO groups and Asian
males in bank examiner positions participated below their OCLF rates.
For a further breakdown of ethnicity and race indicator (ERI) groups and
gender by occupational positions in the OCC workforce prole, please refer
to appendix I. The scal year 2016 EEO-1 Report of OCC Occupational
Categories is available in appendix J.
In addition, the Treasury Department provided a more realistic benchmark
comparison for the OCC’s overall workforce—the relevant civilian labor
force (RCLF) rate. This customized RCLF rate is based on the OCC’s
occupational composition and total workforce annually. The 2016 RCLF
was calculated by comparing the OCLF availability rate from the 2010
census data with the percentage availability rate of each occupation
represented in the OCC’s workforce as of September 30, 2016 (see table 3).
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Table 2: OCC Workforce Profile as of September 30, 2016
Participation rates of EEO groups are in percentages.
Total Male Female Asian Black Hispanic
Small ERI
groups White
OCC workforce 3,958 54.8 45.2
a
8.4 17.6 6.9
a
1.3
a
65.8
a
2010 NCLF 51.9 48.1 3.9 12.0 10.0 1.8 72.3
Bank examiner 2,616 61.3 38.7
a
6.4
a
12.9 6.5
a
1.2 73.0
2010 bank examiner OCLF 54.7 45.3 7.7 12.3 6.8 0.9 72.4
Attorney 177 52.0
a
48.0 6.8 5.7 7.9 0.6
a
79.1
a
2010 attorney OCLF 66.7 33.3 3.6 4.7 4.3 0.9 86.4
Economist 92 66.3
a
33.7 33.7 3.3
a
4.3
a
0.0
a
58.7
a
2010 economist OCLF 67.1 32.9 7.6 5.5 5.1 0.9 81.0
All other series 1,073 38.5
a
61.5 11.4 32.4 7.7
a
1.9 46.6
a
2010 NCLF 51.9 48.1 3.9 12.0 10.0 1.8 72.3
Source: MD-715 workforce data table as of September 30, 2016.
a
EEO groups participating at rates below the 2010 NCLF and OCLF rates.
Note: Small ERI groups are Native Americans, Native Hawaiians, and persons of two or more races combined.
Table 3: OCC Workforce Profile as of September 30, 2016, Compared With RCLF Rates
Participation rates of EEO groups are in percentages.
Total Male Female Asian Black Hispanic
Small ERI
groups
White
OCC workforce 3,958 54.8 45.2
a
8.4 17.6 6.9
a
1.3 65.8
a
2016 RCLF 42.1 57.9 4.7 9.2 7.3 1.3 77.4
Source: MD-715 workforce data table as of September 30, 2016.
a
EEO groups participating at rates below the 2016 RCLF rates.
Note: Small ERI groups are Native Americans, Native Hawaiians, and persons of two or more races combined.
Office of the Comptroller of the Currency 17
Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress
Over the last ve years, the OCC’s hiring rates for Asians, Blacks, and
males have consistently been above their NCLF rates. Female, Hispanic,
Small ERI groups, and White hiring rates, however, have generally
been below their NCLF rates. In scal year 2014, the OCC put in place
designated recruiters to target recruitment for entry-level and experienced
hiring in bank examiner positions. Fiscal year 2016 resulted in the OCC’s
hiring rates for females and Hispanics increasing by 7.1and 2.0 percentage
points, respectively, from scal year 2014 (see table 4).
Table 4: OCC Hires, Five-Year Trend
Participation rates of EEO groups are in percentages.
Total Male Female Asian Black Hispanic
Small ERI
groups
White
FY 2012 359 59.1 40.9
a
7.7 16.2 8.1
a
2.8 65.7
a
2000 NCLF 53.2 46.8 3.6 10.5 10.7 2.4 72.7
FY 2013 421 61.3 38.7
a
10.0 19.0 8.6
a
1.4
a
61.0
a
FY 2014 221 64.7 35.3
a
14.5 12.7 7.2
a
1.4
a
64.3
a
FY 2015 268 58.2 41.8
a
7.4 19.7 8.6
a
1.2
a
63.0
a
FY 2016 382 57.6 42.4
a
9.7 17.5 9.2
a
1.3
a
62.3
a
2010 NCLF 51.9 48.1 3.9 12.0 10.0 1.8 72.3
In four of the last ve years, females, Asians, and Blacks separated below
their average workforce participation rates. Comparatively, males and
Whites separated consistently above their average workforce participation
rates. In scal year 2016, males, Hispanics, and Whites separated at
rates above their average workforce participation rates. There were 288
separations in scal year 2016, a 5.0 percent net decrease from scal
year2015 separations (see table 5).
Source: MD-715 workforce data table as of September 30, 2016.
a
EEO groups hired at rates below the 2000 and 2010 NCLF rates.
Note: Small ERI groups are Native Americans, Native Hawaiians, and persons of two or more races combined.
Note: The 2010 NCLF was used as a comparator starting with FY 2013 hiring rates, while the 2000 NCLF was used as a comparator for FY 2012.
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Table 5: OCC Separations, Five-Year Trend
Participation rates of EEO groups are in percentages.
Total Male Female Asian Black Hispanic
Small ERI
groups White
FY 2012 315 59.7
a
40.3 6.0 17.8
a
3.8 0.6 71.7
a
FY 2013 265 61.1
a
38.9 6.0 16.2 5.3 1.5 71.0
a
FY 2014 318 55.7
a
44.3 8.5
a
11.3 7.5
a
2.2
a
70.4
a
FY 2015 303 56.4
a
43.6 5.9 14.5 6.5 2.0
a
71.0
a
FY 2016 288 59.0
a
41.0 4.9 11.8 7.6
a
0.7 75.0
a
Average OCC workforce participation rate 54.6 45.4 7.5 16.9 6.6 1.5 67.5
Source: MD-715 workforce data table as of September 30, 2016.
a
EEO groups separated at rates above their average workforce participation rates.
Note: Small ERI groups are Native Americans, Native Hawaiians, and persons of two or more races combined.
Table 6: OCC Promotions, Five-Year Trend
Participation rates of EEO groups are in percentages.
Total Male Female Asian Black Hispanic
Small ERI
groups
White
FY 2012 328 56.7 43.3
a
7.3 10.7
a
5.5
a
0.9
a
75.6
FY 2013 408 52.2
a
47.8 4.7
a
11.5
a
9.1 1.7 73.0
FY 2014 426 57.0 43.0
a
7.7 16.2
a
8.2 2.3 65.5
a
FY 2015 331 55.9 44.1
a
8.2 18.1 7.5 0.6
a
65.6
a
FY 2016 404 55.5 44.6
a
9.2 15.6
a
7.9 1.5 65.8
a
Average OCC workforce participation rate 54.6 45.4 7.5 16.9 6.6 1.5 67.5
Source: OCC HR Data Mart as of FY 2016.
a
EEO groups promoted at rates below their average workforce participation rates.
Note: Small ERI groups are Native Americans, Native Hawaiians, and persons of two or more races combined.
Males, Asians, and Hispanics received promotions at rates above or
near their average workforce participation rate in four of the last ve
years, compared with females and Blacks who were below their average
workforce participation rates. In scal year 2016, the OCC had
404 promotions—all EEO groups, except females and Blacks, received
promotions at rates near or above their average workforce participation
rates (see table 6).
Office of the Comptroller of the Currency 19
Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress
FISCAL YEAR 2016 FOCUS AREAS
Increasing the Participation of Hispanics
In scal year 2016, the OCC continued its work to address the low
participation rate of Hispanics in its workforce. The OCC slightly increased
its Hispanic participation rate to 6.9percent from 6.8 percent in scal
year 2015; this rate was a 0.6 percentage point improvement over the scal
year2012 rate of 6.3 percent. Even though the agency has made progress
in the last ve years, the OCC’s Hispanic workforce participation rate (6.9
percent) remains below the NCLF rate of 10.0 percent. When compared
with the RCLF rate (7.3percent), Hispanic participation
overall was below parity by 0.4 percentage points in scal year 2016
(males, 3.6 percent versus 2.7percent; and females, 3.2 percent versus
4.5 percent). Hispanics were hired at 9.2percent in scal year 2016, above
their hiring rate in scal year 2012 and scal year 2015 (8.1 percent and
8.6 percent, respectively).
Hispanics were represented well above the OCLF in the attorney
occupation (7.9 percent versus 4.3 percent), and at or above parity for
Hispanic males in the economist occupation (3.3 percent versus
3.3 percent) and bank examiner occupation (3.8 percent versus 3.1percent).
In scal year 2016, Hispanics in all three major occupations were hired at
rates greater than their OCLF rates. Hispanic separations were above their
workforce participation rate for bank examiners (8.6percent versus
6.5 percent). No Hispanics separated in attorney and economist
occupations. Hispanic males, however, separated at a higher rate than their
participation rate in the OCC’s workforce, 4.9 percent versus 3.6percent.
The low workforce participation rate of Hispanics is largely inuenced
by low participation in the OCC’s non-major occupational groups, all
other occupational job series (7.7 percent versus 10.0 percent NCLF rate).
Although signicantly below parity, Hispanic participation in the non-
major occupational groups increased slightly from the scal year 2015 rate
of 7.5 percent. Ten Hispanics (9.3 percent) were hired in the non-major
occupational groups in scal year 2016, slightly below the 10.0 percent
NCLF rate, but an increase from the scal year 2015 hiring rate of
4.9 percent. Hispanics in the non-major occupational groups separated at
5.9 percent, below the workforce participation rate of 7.7 percent in scal
year 2016 and the scal year 2015 separation rate of 7.6percent. For a
gender breakdown of the OCC’s Hispanic prole, see appendixes KandL.
The Entry-Level Bank Examiner Recruitment Program continued to be a
signicant source for Hispanic hiring at the OCC. In scal year 2016,
10.3 percent (18) of entry-level bank examiners self-identied as
Hispanics.
The OCC conducted an applicant ow data analysis by gender, ethnicity
(Hispanic and non-Hispanic), and a combination of gender and ethnicity
of all its vacancy announcements closed in the rst three quarters of
scal year 2016. The applicant pool for Hispanics was 11.7percent with a
hiring rate of 9.3 percent; both applicant pool and hiring rates were near
or above the NCLF rate of 10.0percent and the RCLF rate of 7.3 percent.
In addition, the OCC conducted a separate applicant ow data analysis
by gender and ethnicity of the entry-level bank examiner recruitment
campaigns in 2016. The applicant pool for Hispanics on average was
15.1 percent, with a hiring rate of 10.3 percent; both applicant pool and
hiring rates exceeded the Hispanic OCLF rate of 6.8 percent. The analyses
disclosed no evidence of a statistically signicant shift in the gender and
ethnic composition of the applicant pool as it progressed through the
decision process. The OCC concluded that decision points along the hiring
process do not pose barriers to the hiring of Hispanics. The results were
consistent with those from 2013 through 2015 for all vacancies and the
entry-level bank examiner recruitment process. Efforts are under way to
establish regular monitoring and analyses of applicant ow data.
Office of Minority and Women Inclusion20
2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention
Table 7: Hispanic Profile by Occupational Positions, Five-Year Trend
Participation rates of EEO groups are in percentages.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Bank
examiner
Hires
3.8
2000
OCLF
5.6
6.8
2010
OCLF
7.8 7.4 10.2 8.7
Separations 4.4 4.8 9.1
b
6.2 8.6
b
OCC wrk. part. 6.0 6.3
a
6.2
a
6.5
a
6.5
a
Attorney
Hires
3.5
2000
OCLF
14.3
4.3
2010
OCLF
0.0
a
20.0 0.0
a
25.0
Separations 0.0 0.0 11.1
b
7.1 0.0
OCC wrk. part. 7.1 7.3 7.6 7.5 7.9
Economist
Hires
5.1
2000
OCLF
0.0
a
5.1
2010
OCLF
20.0 14.3 0.0
a
7.7
Separations 0.0 20.0
b
16.7
b
0.0 0.0
OCC wrk. part. 4.5
a
4.4
a
4.2
a
4.0
a
4.3
a
All other
series
Hires
10.7
2000
NCLF
14.6
10.0
2010
NCLF
10.5 5.5
a
4.2
a
9.2
a
Separations 3.1 6.4 1.4 7.6
b
5.9
OCC wrk. part. 7.0
a
7.4
a
7.7
a
7.5
a
7.7
a
Source: MD-715 workforce data table as of September 30, 2016.
a
Hispanic workforce participation and hiring rates below the relative 2000 and 2010 NCLF or OCLF rates.
b
Hispanic separation rates above their workforce participation rate.
Note: The 2010 NCLF and OCLF were used as comparators starting with the FY 2013 workforce participation
and hire rates, while the 2000 NCLF and OCLF were used as comparators for FY 2012.
The OCC maintains ongoing relationships with minority professional
organizations and colleges and universities with large populations of
minority and female students. The OCC hired 19students through the
federal Pathways internship program,
22
of whom 10.5 percent (two) were
Hispanics, above the NCLF rate of 10.0 percent. In addition, the agency
contracted for 19interns
23
through its National Diversity Internship
Program in scal year2016, the sixth year it has sponsored the program.
The OCC worked with four groups that employed students: the Hispanic
Association of Colleges and Universities; INROADS; Proxtronics
Dosimetry; and The Washington Center.
22
The gender and minority breakdown of the Pathways internship program was as follows: 42.1 percent (eight) females and 42.1 percent minorities (eight), of whom 31.6percent were Asian (six)
and 10.5 percent were Hispanics(two); both were hired at rates exceeding their NCLF rates.
23
These contracted interns were not OCC employees and not reected in the workforce count; therefore, no demographic data are available.
During scal year2016, the OCC
recruited from the following Hispanic-
serving institutions as part of its entry-
level bank examiner program: California
State University at Long Beach;
California State University at Fullerton;
Colorado State University; Florida
International University; the University
of New Mexico; the University of
Texas at El Paso; and the University of
Texas–Pan American. The OCC also
sought additional sources for entry-level
bank examiner recruitment through
the Association of Latin Professionals
in Finance and Accounting (ALPFA)
and through the National Association
of Colleges and Employers (NACE)
Link OneStop, a national recruiting
network with over 150 schools including
minority-serving institutions. In addition, the OCC obtained data from
NACE on the demographic makeup of its member institutions’ accounting
and nance graduating classes, to help determine which schools the OCC
will recruit from to build qualied and diverse applicant pools.
In its effort to recruit minorities and females, the OCC also participated
in a variety of conferences and career fairs, including events sponsored by
ALPFA, Beta Alpha Psi (BAP), Prospanica (formerly the National Society
of Hispanic MBSs), the Association of Certied Anti-Money Laundering
Specialists (ACAMS), the American Bankers Association/Bank Secrecy Act
ABA/BSA), the Consumer Bankers Association (CBA), the Fiduciary
and Investment Risk Management Association (FIRMA), and the National
Hispanic Bar Association.
Office of the Comptroller of the Currency 21
Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress
As part of its entry-level bank examiner program, the OCC also recruited
at minority-serving institutions: ve institutions serving Asian Americans
and Native American Pacic Islanders (California State University,
Fullerton; California State University, Long Beach; St. John’s University;
University of Illinois, Chicago; and University of Southern California);
three institutions serving American Indian and Alaska Natives (Arizona
State University; University of Montana, Missoula; and University
of Washington); and one institution in the historically black college
and university category (Howard University). The OCC also received
applications from individuals at other minority-serving institutions
that were not part of the OCC’s entry-level bank examiner program
(unsolicited applications). These applicants helped to create more diverse
applicant pools.
Members of the OCC’s Hispanic staff (8.6 percent) participated in
several formal and informal career development programs and training
courses that provided learning and continuous growth opportunities
in scal year 2016. Hispanic employees (8.3 percent) participated in
agency-sponsored leadership training courses designed for managers,
supervisors, and employees. Hispanic executive employees (1.6 percent)
also participated in the agency’s executive coaching program, which is
designed to address both immediate tactical issues and strategic long-term
issues or opportunities, and to coach leaders to align vision, actions, and
performance.
Each year, the OCC sponsors a career forum for precommissioned bank
examiners at the end of their third year of employment. The forum
provides information about bank examiner career opportunities and
explains the Uniform Commission Examination (UCE) preparatory
process. Of the 59 bank examiners who successfully passed the UCE,
6.8percent (four) were Hispanic, slightly above their participation rate in
the bank examiner workforce (6.5percent).
The OCC continued to encourage its bank examiners to complete the
cross-credential examination implemented in scal year 2012. The process
provides an avenue for National Bank Examiners (NBE) to earn the
certication of a Federal Thrift Regulator (FTR) to lead the examinations
of federal savings associations and, likewise, for FTRs to earn the
certication necessary to serve as examiners-in-charge of national bank
examinations. In scal year 2016, 54bank examiners passed the cross-
credential examination, of whom 5.6percent (three) were Hispanic, lower
than their participation rate in the bank examiner workforce (6.5 percent).
In scal year 2016, the OCC continued to benet from the many
contributions of its Hispanic employee network group (ENG), the Hispanic
Organization for Leadership and Advancement (HOLA). HOLA supports
the agency in its recruitment, career advancement, and retention strategies
for developing a fully engaged Hispanic workforce. In scal year 2016,
HOLA, in partnership with other ENGs, hosted three national leadership
teleconferences that provided briengs on the OCC’s leadership initiative,
as part of the groups’ career advancement and retention programs. In scal
year 2016, HOLA established a Human Capital Committee and enlisted its
members to participate in the OCC’s efforts to recruit, retain, and advance
a diverse workforce. The committee will present a formal action plan to
senior management in scal year 2017. HOLA ofcers have met with the
Chief Executive Ofcer and Senior Vice President of the ALPFA to discuss
expanding recruitment strategies. HOLA members served as recruiters/
screeners and interview panelists during the entry-level bank examiner
and attorney recruitment campaigns and participated in the recruitment
and screening process for experienced/industry hires. HOLA members also
represented the agency at career forums and fairs and networking events.
To support retention, HOLA launched the Discipline Champions Cadre to
encourage networking, mentoring, and collaboration among its members.
In addition, HOLA published its rst newsletter to facilitate the exchange
of career information and advice among its members.
Hispanic employees gain value from the agency’s formal and informal
mentoring programs, career and leadership development programs (for
examiners and non-examiners), career development opportunities, and
related resources, including training curriculum and courses.
In scal year 2017, the OCC will continue to focus efforts toward
increasing the participation rate of Hispanics, with special emphasis on
retention activities. The low participation rate of Hispanics generally in
the OCC and in two of its mission-critical occupational groups (bank
examiners and economists), combined with a historically high separation
Office of Minority and Women Inclusion22
2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention
rate, compel sustained emphasis on increasing the broader participation of
Hispanics and developing more effective retention strategies. Also, the OCC
will continue to build on its growing recruitment successes and collaborate
with agency management and HOLA to address retention issues.
Increasing the Participation of Female Bank Examiners
In scal year 2016, the workforce participation rate of female bank
examiners decreased slightly to 38.7percent from 39.0 percent in
scal year 2015, below the OCLF rate of 45.3 percent. The hiring rate
(34.4 percent) of female bank examiners was below their OCLF rate
(45.3percent) and the scal year 2015 hiring rate of 38.1 percent. In scal
year 2016, the hiring rate for Asian females was above their OCLF rate
(see table 8).
The OCC conducted an applicant ow data analysis of the entry-level
bank examiner recruitment process for the Midsize and Community Bank
Supervision (MCBS) and Large Bank Supervision (LBS) recruitment
campaigns in 2016. The analysis of the campaigns showed that the
applicant pool rate for females, on average, was 34.1 percent and they were
hired into entry-level bank examiner positions at rates below the OCLF
rate (33.9percent versus 45.3percent). The applicant pool and hiring rate
for the campaigns in 2016 were consistent with the 2013 through 2015
recruitment campaign cycles. The OCC determined that decision points
during the hiring process do not pose barriers to the hiring of female bank
examiners. The agency plans to conduct regular monitoring and analyses
of applicant ow data.
In scal year 2016, female bank examiners separated at a rate
(37.3 percent) below their workforce participation rate (38.7 percent), but
above their hiring rate (34.4 percent) and their rate of separation in scal
year 2015 (34.0 percent). Resignations and transfers accounted for 47.4
percent of separating female bank examiners in scal year 2016, and
retirements accounted for 48.7 percent. Of the resignations and transfers,
70.3percent were new hires (five or fewer years of employment) and 29.7
percent were mid-career employees (not new hires and not eligible for
retirement).
In scal year 2016, the retirement eligibility pool (currently eligible and
expected to obtain eligibility within ve years) for female bank examiners
was 29.7 percent, which was the lowest retirement eligibility rate since
scal year 2011, compared with an average of 31.0 percent over the past
ve years. Because of the historical growth in the retirement eligibility
pool, retention of female bank examiners continues to be a challenge.
Female bank examiners were promoted at a greater rate (42.3 percent) than
their rate of participation in the workforce (38.7 percent) in scal year
2016.
In scal year 2016, the OCC continued to use the Treasury Department
Employee Exit Survey tool to gain information from separating employees
about their work experiences. Job stress, travel requirements, and
workload continued to be reasons most often cited by separating female
bank examiners in exit survey responses. Two factors rated high in scal
year 2015 showed improvement in scal year 2016—ofce morale and
relationship with supervisors (recognition of efforts, contributions, and
achievements).
The OCC offers exible work arrangements, including ex days, gliding
work schedules to enable varying arrival and departure times, credit hours,
and telework arrangements. A majority of employees take advantage of
these schedules: 85.0 percent ex, 64.0 percent vary their work schedules,
and 80.0 percent telework, with 34.0percent of employees’ teleworking
either on a recurring or episodic basis at least once a month for the
majority of the year. In addition, the OCC revised its Alternative Work
Schedule Program to allow employees at every band level to request a
5/4/9 work schedule. The program was previously not available to senior
managers. This change was a direct outcome of the action plan to expand
opportunities for females and minorities in senior-level positions (SLP).
Office of the Comptroller of the Currency 23
Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress
Table 8: Female Bank Examiner Profile by EEO Groups, Five-Year Trend
Participation rates of EEO groups are in percentages.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Female
Hires
42.4
2000
OCLF
36.0
a
45.3
2010
OCLF
35.1
a
32.4
a
38.1
a
34.4
a
Separations 31.9 35.1 40.5
b
34.0 37.3
OCC wrk. part. 38.8
a
39.2
a
38.5
a
39.0
a
38.7
a
Asian
female
Hires
2.8
2000
OCLF
2.4
a
4.0
2010
OCLF
3.2
a
0.0
a
2.5
a
4.7
Separations 2.9
b
0.5
b
3.5
b
3.1
b
2.4
OCC wrk. part. 2.6
a
2.9
a
2.7
a
2.6
a
2.8
a
Black
female
Hires
6.9
2000
OCLF
6.8
a
8.7
2010
OCLF
7.8
a
9.6 7.1
a
6.7
a
Separations 5.9 5.8 5.2 7.2
b
5.7
OCC wrk. part. 6.0
a
6.3
a
6.6
a
6.7
a
6.8
a
Hispanic
female
Hires
1.6
2000
OCLF
2.4
3.7
2010
OCLF
2.1
a
2.2
a
4.6 3.2
a
Separations 2.0 2.7
b
3.0
b
1.0 2.9
b
OCC wrk. part. 2.5 2.5
a
2.4
a
2.7
a
2.7
a
Native
American
female
Hires
0.2
2000
OCLF
0.0
a
0.3
2010
OCLF
0.0
a
0.0
a
0.5 0.0
a
Separations 0.0 0.5 0.4 0.0 0.5
b
OCC wrk. part. 0.4 0.5 0.4 0.5 0.4
White
female
Hires
30.3
2000
OCLF
23.2
a
28.3
2010
OCLF
21.6
a
20.6
a
23.3
a
19.8
a
Separations 21.1 25.0 28.0
b
22.2 25.8
OCC wrk. part. 26.9
a
26.7
a
26.2
a
26.3
a
25.8
a
Source: MD-715 workforce data table as of September 30, 2016.
a
Female bank examiner workforce participation and hiring rates below the 2000 and 2010 bank examiner OCLF rates.
b
Female bank examiner separation rates above their workforce participation rates.
Note: The 2010 NCLF and OCLF were used as comparators starting with the FY 2013 workforce participation and hire rates, while the 2000 NCLF and OCLF were used as
comparators for FY 2012.
Office of Minority and Women Inclusion24
2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention
In scal year 2016, the OCC hired 174 entry-level bank examiners,
of whom 33.9 percent (59) were females, a lower percentage than in
scal year 2015 (38.9 percent). The OCC researched, posted its entry-
level announcements, developed relationships, held presentations and
information sessions, participated in campus career fairs, and contacted
the alumni associations at the following women’s colleges: Bryn Mawr
College, College of Saint Benedict, Mills College, Spelman College, and the
University of Saint Joseph. The OCC also performed similar activities at
colleges and universities with a large female student body
(60.0 percent or greater), including the following: Boston University,
Howard University, Lourdes University, Madonna University, Maryville
University, Misericordia University, Muhlenberg College, North Carolina
A&T State University, Radford University, Saint Mary’s College of
California, the State University of New York (SUNY) at Geneseo, SUNY
at Oneonta, University of Saint Mary, Utica College, and Winthrop
University. In addition, the OCC hired nancial interns in its district
ofces and expanded the program to include LBS. In scal year 2016, LBS
hired two nancial interns and the districts hired 17 nancial interns, of
whom 52.6 percent were females.
Vacancy announcements for entry-level bank examiner positions were also
posted on NACELink OneStop, which includes over 150 schools (including
women’s colleges), and with the Women’s Alliance and American Women’s
Society of Certied Public Accountants. The OCC also participated in the
following meetings, conferences, and career fairs to develop relationships
and gain access to a diverse student applicant pool: BAP national and
regional meetings, Women’s MBA Conference, National Association of Black
Accountants Student National Conference and career fair, and Prospanica
Annual Conference, which expanded its focus to include undergraduates.
The OCC’s national recruitment ofce and district recruitment specialists,
human resources (HR) consultants, and other HR professionals from
across the agency meet semiannually to discuss the entry-level bank
examiner recruitment process and practices. This review includes
recruitment strategies, campaign hiring results, and ways to evaluate and
improve the recruitment process (e.g., outreach and sourcing, targeted
schools and organizations, testing, interviewing process and participants,
hiring results, tracking and analysis, and training for interviewers,
interviewing panelists, and HR specialists). The outcome of these
meetings often results in process improvement changes. In addition,
senior management and all key stakeholders were briefed periodically and
after each hiring campaign on program changes and results, including an
analysis of the applicant pool and hires. Some of the efforts and program
changes made in scal year 2016 included the following:
n Began preparations for a formal evaluation of the OCC’s current
assessment process for NB-III assistant bank examiner positions. The
purpose of this review is to verify the critical competencies evaluated
during the assessment process, and ensure that their job-relatedness is
documented.Multiple focus groups were held with entry-level bank
examiners to capture their opinions on the assessment process.
n Continued to use A Guide for the Recruiter” that provides
information on testing, Performance Assessment Network centers,
and advice on how to handle difcult people at career events, etc.
n Updated the overall recruitment strategic plan to expand the outreach
strategies for the experienced examiner hires and hard-to-ll non-
supervision positions; and expanded the recruiter training to include
specialized recruitment skills needed for LBS. In addition, each district
continued to update its recruitment strategies based on successful
historical results, diversity of hires, shared best practices, and needs
assessment.
n Analyzed diversity of hiring results from schools not a part of the
entry-level bank examiner recruitment program to determine if they
should be added to the active recruitment list.
n Maintained the OCC’s career web page to improve the marketing
strategy and attract diverse employee participation, and created a new
web page to feature the LBS entry-level bank examiner recruitment
program.
n Continued to promote the understanding and support of the agency’s
diversity goals in the training module for recruiters and interviewers.
Conducted ve training sessions in scal year 2016.
n Sponsored focus group sessions semiannually with entry-level bank
examiners to capture their on-boarding and rst years of experience
Office of the Comptroller of the Currency 25
Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress
on the job. In scal year 2016, seven sessions were conducted, and ve
are planned for scal year 2017.
Process improvement efforts will continue at the national and district/eld
levels in scal year 2017.
In addition to the entry-level recruitment efforts, the OCC continued its
efforts to expand sourcing pools for experienced female bank examiners.
All of the agency’s district and Headquarters recruitment specialists
participate in the following specialty conferences: ACAMS Conference,
ABA/BSA Conference, CBA Conference, and the FIRMA Conference.
The recruitment specialists sponsored a booth and distributed recruitment
materials on experienced specialty examiner jobs. They also sent out
marketing e-mails with vacancy announcements to potential job candidates
following the conference to solicit their application for employment.
In addition, the OCC placed a full-page ad in the Fall 2016 issue of
Professional Woman’s Magazine.
The OMWI works collaboratively with management ofcials in the agency’s
Human Capital (HC) and bank supervision departments to identify barriers
that may impede the realization of parity for female bank examiners across
all EEO groups. OCC management briengs highlighted departmental
workforce trends and areas requiring special attention, including targeted
recruitment, retention strategies, and succession planning.
In scal year 2016, 59 bank examiners successfully passed the UCE, of
whom 40.7percent (24) were females, down from 46.0percent in scal
year 2015, but greater than their examiner workforce participation rate
of 38.7 percent.
24
The OCC also provides separate career forums that are
designed for examiners who have been commissioned for a three- to ve-
year period as well as a forum for experienced hires. These forums provide
participants with information about OCC career and assignment
24
Of employees who successfully passed the UCE, 10.2 percent (six) were Blacks, 8.5percent (ve) were Asians, 6.8 percent (four) were Hispanics, and 1.7 percent (one) identied as Small ERI
groups. All minority groups, except Hispanics and Small ERI groups, passed the UCE in scal year 2016 at rates lower than in scal year 2015.
25
Of employees who successfully passed the cross-credential examination, 20.4 percent (11) were Blacks, 5.6percent (three) were Hispanics, 1.9 percent (one) was Asian, and 1.9 percent (one)
was from Small ERI groups. All of these groups, except Hispanics and Asians, passed the cross-credential test in scal year 2016 at rates below their pass rates in scal year 2015.
26
Of employees who were selected for the EXCEL I classes, 36.8 percent (seven) were Blacks, and 5.3 percent (one) was Asian.
27
Of employees who were selected for the EXCEL II classes, 24.1 percent (13) were Blacks, 5.6 percent (three) were Hispanics, and 3.7 percent (two) were Asians.
opportunities. Additionally, participants gain exposure to various bank
supervision departments and other career choices at Headquarters. These
offerings demonstrate the OCC’s commitment to engage examiners in
enhancing their career development and improve retention.
In scal year 2016, 54 bank examiners (NBEs and FTRs) successfully
passed the cross-credential examination, of whom 44.4 percent (24) were
females, greater than their examiner workforce participation rate of
38.7 percent.
25
The OCC implemented the EXCEL I Program in its LBS department in
scal year 2012. EXCELI provides bank examiners the opportunity to
develop expertise in one of eight specialty areas. Interested examiners
apply for permanent bank examiner positions in LBS and become part of
a developmental team in one of the specialty areas for a 12- to 24-month
period. On successful completion of the program, candidates remain in LBS
to work in their specialty area as members of a large bank team.In scal
year 2016, 19 bank examiners were selected for two EXCEL I classes, of
whom 57.9 percent (11) were females.
26
In scal year 2016, LBS launched the EXCEL II Program, expanding
professional development opportunities for bank examiners in pay
band NB-IV in the eight specialty areas of the EXCEL I Program. The
bank examiners in EXCEL II will complete a 12-month program to gain
initial exposure and understanding of the specialty skill. On successful
completion of the training period, EXCEL II bank examiners will continue
to develop their skills by working on specialty skills teams. In scal year
2016, 54 bank examiners were selected for EXCEL II classes, of whom 33.3
percent (18) were females.
27
The LeaderTRACK program is designed to build and maintain a pipeline
of qualied employees to meet future bank supervision leadership needs.
In scal year 2016, there were no additions to the LeaderTRACK program.
Office of Minority and Women Inclusion26
2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention
Five new employees (one female and two minorities) were added to the
program in early scal year 2017.
Another way in which the OCC is addressing its retention of female bank
examiners is through career development. Female bank examiners gain
value from the agency’s formal and informal mentoring programs, career
and leadership development programs (examiner and non-examiner),
career development opportunities, and related resources, include training
curriculum and courses. Also, MCBS and LBS established a SharePoint
site to advertise and solicit expressions of interest in functional examiner-
in-charge assignments in Midsize Bank Supervision, and rotational
assignments in LBS and International Banking Supervision. These internal
developmental assignments are for examiners interested in gaining
experience in these lines of business, specialty skill areas, and leadership.
Opportunities are announced to all employees on the agency’s intranet
site. The ENGs also communicate these opportunities to their members.
In an effort to improve retention in the agency, the OCC also sponsored a
Voluntary Transfer List Program, which gives examiners the opportunity
to be considered for a local reassignment or to a different geographic
location within the OCC. The OCC also established formal examiner
rotational requirements and issued a related Policies and Procedures
Manual. The examiner rotational requirements provide staff with a richer
and more diverse set of experiences, promote rotational cross-training
opportunities, enhance professional and leadership development, support
agency succession planning, and strengthen supervisory processes and
examiner expertise.
The OCC has long beneted from the value provided by The Women’s
Network (TWN). In scal year 2016, TWN continued its efforts to support
the retention of female bank examiners through its mentoring circles.
Mentoring circle topics included “Career Exploration I,” “Work/Life
Balance, “Uniform Commission Examination Preparation, “Leadership
I, and “Leadership II.TWN also co-sponsored teleconferences on
leadership in support of the continuing joint ENG theme, “leadership at all
28
Employees in supervisor roles and positions require the exercise of supervisory or managerial responsibilities as set forth in Ofce of Personnel Management directives, OCC classication
guidance, and other related directives.
29
Employees in pay band NB-VIII and NB-IX positions are equivalent to Senior Executive Service positions in the General Schedule.
levels,” and in support of the agency’s leadership initiative. TWN issued
newsletters that focused on issues of leadership in women’s professional
and personal lives, and held networking events to provide information on
methods and activities for workplace networking among employees.
In scal year 2017, the OCC will continue to focus efforts toward
increasing the participation rate of female bank examiners, with special
emphasis on recruitment and retention activities. The OMWI will continue
to collaborate with bank supervision leadership and TWN to address
recruitment and retention challenges for female bank examiners.
Increasing the Participation of Females and Minorities in Supervisor
Roles and Senior-Level Positions
In scal year 2016, the OCC continued to experience low participation of
females and minorities in supervisor positions
28
and SLP
29
compared with
their workforce participation rates. Females participated at 45.2 percent
of the OCC workforce and held 37.7percent of supervisor positions and
29.3 percent of SLP. Minorities made up 34.2percent of the workforce and
held 23.9 percent of supervisor positions and 17.2percent of SLP. Minority
participation increased in scal year 2016 in both supervisor positions
and SLP by 0.2 and 2.9 percentage points, respectively. Participation rates
of females increased in SLP by 2.5 percentage points and decreased in
supervisor positions by 0.6 percentage points (see tables9 and 10).
Black female and Asian male participation rates increased in SLP, although
they remained below their workforce participation rate. Black males
remained above parity in SLP, although their participation rates decreased.
In supervisor roles, Asian males remained above parity in scal year 2016.
In addition, Asians and Black male participation rates increased in supervisor
positions in scal year 2016. For additional details on participation rates
from scal year 2012 to 2016 of females and minorities in supervisor
positions, SLP, and feeder grades, please refer to appendixes M and N.
Office of the Comptroller of the Currency 27
Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress
Table 9: Participation in Supervisor Positions by EEO Groups, FY 2015 to FY 2016
Participation rates of EEO groups are in percentages.
FY 2015 FY 2016
OCC workforce
participation
OCC supervisor
participation
OCC workforce
participation
OCC supervisor
participation
Supervisor participation
percentage point change
from FY 2015 to FY 2016
Male 54.9 61.7 54.8 62.3 +0.6
Female 45.1 38.3
a
45.2 37.7
a
-0.6
Minority male 14.9 12.3
a
15.6 12.8
a
+0.5
Minority female 18.2 11.4
a
18.6 11.1
a
-0.3
Minority 33.1 23.7
a
34.2 23.9
a
+0.2
Asian 7.8 6.4
a
8.4 7.4
a
+1.0
Black 17.2 10.6
a
17.6 10.8
a
+0.2
Hispanic 6.8 6.1
a
6.9 5.2
a
-0.9
Small ERI groups 1.3 0.6
a
1.3 0.5
a
-0.1
White 66.9 76.2 65.8 76.1 -0.1
White male 40.0 49.4 39.2 49.5 +0.1
White female 26.9 26.8
a
26.6 26.6 -0.2
Total 3,819 358 3,958 406
Source: OCC HR Data Mart as of October 1, 2016.
a
EEO groups participated at rates below their workforce participation rates.
Office of Minority and Women Inclusion28
2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention
Table 10: OCC Participation in SLP by EEO Groups, FY 2015 to FY 2016
Participation rates of EEO groups are in percentages.
FY 2015 FY 2016
OCC workforce
participation
NB VIII-IX
(equiv. SLP)
OCC workforce
participation
NB VIII-IX
(equiv. SLP)
SLP participation
percentage point change
from FY 2015 to FY 2016
Male 54.9 73.2 54.8 70.7 -2.5
Female 45.1 26.8
a
45.2 29.3
a
+2.5
Minority male 14.9 10.7
a
15.6 12.1
a
+1.4
Minority female 18.2 3.6
a
18.6 5.2
a
+1.6
Minority 33.1 14.3
a
34.2 17.3
a
+3.0
Asian 7.8 1.8
a
8.4 3.5
a
+1.7
Black 17.2 10.7
a
17.6 12.1
a
+1.4
Hispanic 6.8 1.8
a
6.9 1.7
a
-0.1
Small ERI Groups 1.3 0.0
a
1.3 0.0
a
-
White 66.9 85.7 65.8 82.7 -3.0
White male 40.0 62.5 39.2 58.6 -3.9
White female 26.9 23.2
a
26.6 24.1
a
+0.9
Total 3,819 56 3,958 58
Source: MD-715 workforce data table as of September 30, 2016.
a
EEO groups participated at rates below the workforce participation rates.
Office of the Comptroller of the Currency 29
Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress
Females (42.3 percent) and minorities (3.8 percent) in the SLP feeder grade
(GS-15 equivalent) participated in several formal career development
programs and training courses that provided learning and continuous
growth opportunities in scal year 2016. Participation rates of females
and minorities declined from scal year 2015 by 9.2 percentage points and
8.3percentage points, respectively.
Supported by the Comptroller and the Executive Committee (EC), in
scal year 2015 the OMWI established an interdisciplinary working
group of employees to perform a barrier analysis to improve diversity
and promote inclusion in SLP and their pipeline positions. The Diversity
and Development Working Group analyzed data, conducted root cause
analyses, reviewed agency policies and practices, researched best practices,
identied potential solutions, and developed an implementation framework
to support the increase of females and minorities in SLP. The working
group identied three main causes for the disparity in the participation
of females and minorities in SLP and their pipelines: leadership skill
barriers, cultural barriers, and career aspirations. The leadership skill
barrier includes issues of ofce morale, encouragement, and the role of
leaders. The cultural barrier involves clear recognition of the value of
diversity in the organization. The career aspirations barrier includes travel
requirements, job stress, geographic relocations and family obligations, and
work/life balance. In scal year 2016, ndings and recommendations of the
working group were presented and approved by senior management, and
implementation of an action plan began. Execution of the action plan will
continue in scal year 2017.
The efforts of the working group also addressed the recommendation
by the Treasury Department Ofce of Inspector General (OIG) and the
EEOC for the OCC to continue its efforts to increase the participation
of minorities and women in supervisor positions and SLP. This
recommendation was part of the OIG’s nal report from its scal year
2014 review of the OCC’s personnel practices and other efforts to increase
agency diversity, create a workplace free of systemic discrimination,
and provide equal opportunity for minorities and women to obtain SLP.
The recommendation was also part of the EEOC’s nal report issued in
November 2015 based on a status review of the OCC’s EEO program.
The OCC continued efforts to implement the goals and objectives of
the leadership initiative, designed to create a systematic and sustainable
process for succession planning that enhances continuity, development, and
diversity of leadership at all levels of the organization.
The Leadership Developmental Advisory Board (LDAB) provides
leadership, guidance, and governance for leadership development. The
Executive Director of OMWI serves as a member of the LDAB. In scal
year 2016, the OCC Leadership Institute was established as an enterprise-
wide approach to the systematic development of leaders at all levels
through a competency-based curriculum and developmental assignments.
The core components of the institute incorporated many of the agency’s
career development initiatives that were already under way.
Also, in scal year 2017 the agency will develop a competitive Executive
Development Program that focuses on key executive competencies.
New leadership courses were piloted and launched in scal year 2016
for managers, supervisors, and employees; these courses include Career
Development Conversations, Career Power, Coaching for Results,
Leadership Foundations, Leading and Engaging, and Leveraging Diversity
and Creating an Inclusive Work Environment. The OCC also continued to
administer a robust Executive Coaching Program, sponsor the Leadership
Development Speakers’ Bureau, hold informational manager forums, and
publish a quarterly management newsletter, Compass, to educate and
inform managers of leadership development opportunities.
The OCC combined its Organizational Development and Leadership
Development functions into one new department—Leadership, Executive,
and Organizational Development (LE&OD), led by a Deputy Comptroller.
The new organization combines the strengths of both groups while
expanding executive development and resources.This change emphasizes
the importance of leadership, organizational development, and change
management at the agency. LE&OD will serve as the key advisor to
the Comptroller and senior leadership on the design, development,
and implementation of leadership and career development programs,
organizational development, and succession management strategies,
including enterprise workforce planning.
Office of Minority and Women Inclusion30
2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention
The ENGs collectively continued “leadership at all levels” as their theme in
2016, to encourage understanding and commitment to the OCC leadership
journey. They hosted three national leadership teleconferences related to the
OCC’s leadership initiative. The focus was to help employees understand
why the OCC needs leaders at every level of the agency and how employees
can take advantage of opportunities to identify and develop leaders.
The OCC revisited and promoted its agency-wide Mentoring Resource
Toolkit web page, which provides a one-stop shop for information and
guidance on becoming a mentee or mentor, or establishing a mentoring
program in the agency. The OCC also created a “Quick Guide for
Mentoring” that provides guidance on establishing an informal mentoring
program from design to evaluation, and a “Quick Guide for Mentoring
Relationships” to provide basic information to potential mentors and
mentees. Both guides include web links to OCC resources that support
mentoring and leadership development. The OCC’s ENGs are an additional
resource for mentoring in the agency, given their active involvement in the
development and maintenance of meaningful mentoring programs.
In scal year 2017, the OCC will continue to execute the goals and
objectives of its leadership vision and initiatives, aimed at ensuring
continuity, development, and diversity of leadership at all levels of
the organization. Also, the OCC will create a leadership and career
development policy, formalize and promote the Executive Development
Program and Career Development Center, and fully integrate the
Leadership Institute with core components of executive, leadership, and
career development, mentoring, and coaching.
Also, the OCC will continue to execute the action plan framework
and partner with key stakeholders throughout the agency on the
implementation process as well as track and monitor the agency’s progress.
WORKFORCE ENVIRONMENT
Agency Commitment
The Comptroller supervises all EEO/Diversity and Inclusion matters
through the Executive Director for OMWI. The alignment of OMWI
as a direct report to the Comptroller demonstrates commitment from
agency leadership and provides direct access to the Comptroller, achieved
by regularly scheduled meetings between the OMWI Executive Director
and the Comptroller. EEO and diversity agenda items are reviewed with
the Human Capital Subcommittee of the EC. In addition, individual
business unit meetings and reviews serve to foster executive support and
commitment for the EEO/Diversity and Inclusion Program.
The OMWI Executive Director continues to collaborate with the senior
leadership team in the Ofce of Management (OM), when EEO and
diversity concerns are discussed as part of the agency’s operations
management and human capital plans and initiatives. Such collaboration
allows for a more robust exchange of ideas on matters with overarching
agency implications. The OMWI and HC ofces have a strong partnership
to support and address the agency’s human capital needs and challenges.
Diversity briengs are held with senior leadership teams to discuss their
departmental workforce trends and areas of special attention, including
targeted recruitment, retention strategies, and succession planning. One-
on-one EEO/diversity and inclusion discussions are held with senior
managers when needed or requested. These reviews have facilitated
the integration of the principles of the OCC’s EEO/diversity and
inclusion plans and reports into business unit plans. Moreover, the EEO/
diversity and inclusion plans and reports are reviewed annually with the
Comptroller after input from key agency stakeholders and EC members.
The OCC also benets from the input of its six ENGs that advance special
emphasis programs: the Network of Asian Pacic Americans (NAPA); the
Coalition of African American Regulatory Employees (CARE); PRIDE
(the Gay, Lesbian, Transgender, and Bisexual Employees network group);
HOLA; TWN; and Generational Crossroads (Crossroads). In addition,
concerted efforts are under way to establish a veterans-related ENG. The
ENGs serve as a collective voice in communicating workplace concerns and
providing input to management around diversity and inclusion programs
and activities within the OCC. The groups also hold an annual leadership
forum with the Comptroller, their EC sponsors, and other EC members to
align individual group objectives with agency strategic priorities pertaining
to recruitment, career development, and retention. ENG ofcers also
Office of the Comptroller of the Currency 31
Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress
engage in quarterly calls to discuss progress of key activities and share best
practices across groups. For additional information about the OCC’s ENGs,
please refer to appendix O.
The OCC has allocated sufcient resources to train all employees on the
EEO/Diversity and Inclusion Program. Some of the agency’s efforts in
scal year 2016 included providing EEO, alternative dispute resolution
(ADR), and diversity and inclusion training during new hire orientations,
new manager orientations, and training sessions for team leaders and
assistants. Cumulatively, the sessions provided training on an array
of issues: managing and participating in a diverse work environment;
discrimination, including workplace harassment; generational diversity;
ADR; and conict resolution tools, including “Crucial Conversations” and
Diversity Dialogue sessions. The OCC conducted 30 Diversity Dialogues
with more than 500 employees and 30 supervisors/managers in different
ofces in Headquarters, the districts, and eld locations.
In scal year 2016, the OCC piloted a leadership course, “Leveraging
Diversity and Creating an Inclusive Work Environment,” specically
tailored for managers and rating ofcials to explore the impact of
unconscious bias and leveraging diversity and inclusion in hiring,
promotions, performance management, and succession management. The
pilot course was very successful, receiving high favorability evaluations.
The course will be offered in scal year 2017.
All new managers and supervisors are required to complete a four-
and-a-half-day Manager Orientation, which includes a review of their
responsibilities in creating and managing a diverse workforce, upholding
the principles of EEO and ADR, and responding to requests for reasonable
accommodations. All new hires are required to complete No FEAR Act
training within 60 days of beginning their employment. All employees
were required to complete No FEAR Act training in scal year 2016
(training is required every two years).
Office of Minority and Women Inclusion32
2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention
Career Development
Table 11: OCC Career Development Training, Three-Year Trend
Participation rates of EEO groups are in percentages.
Total Male Female Asian Black Hispanic
Small ERI
groups White
FY 2014 1,625 58.5 41.5 7.3 13.7 3.1 6.9 69.0
FY 2015 1,440 58.4 41.6 6.9 14.9 8.6 1.3 68.3
FY 2016 1,506 59.6 40.4 7.2 14.9 8.6 1.0 68.3
Average
OCC workforce
participation rate
54.6 45.4 7.5 16.9 6.6 1.5 67.5
Source: OCC TLMS Data Mart as of September 30, 2016.
Table 12: OCC Diversity and EEO Training, Three-Year Trend
Participation rates of EEO groups are in percentages.
Total Male Female Asian Black Hispanic
Small ERI
groups White
FY 2014 413 43.8 56.2 6.5 15.0 8.0 1.2 66.8
FY 2015 1,155 53.9 46.1 6.8 16.4 6.8 1.0 69.0
FY 2016 1,364 52.6 47.4 6.5 16.7 7.8 0.9 68.2
Average
OCC workforce
participation rate
54.6 45.4 7.5 16.9 6.6 1.5 67.5
Source: OCC TLMS Data Mart as of September 30, 2016.
Note: Participation of Diversity Dialogues not included in the diversity and EEO training.
The OCC offers more than 70 career development training courses for
employees to acquire the competencies, skills, and knowledge for their
continual learning and career development. In scal year 2016, 1,506
employees participated in these courses. The training participation rates
were: females, 40.4 percent; Blacks, 14.9 percent; Hispanics, 8.6 percent;
Asians, 7.2percent; and persons of Small ERI groups, 1.0 percent. All
groups, except Hispanics, participated in the training courses at rates
below their workforce participation rates, but near or above each group’s
training participation rate in scal year 2015 (see table 11). In addition to
skills training, 1,364 employees received diversity and EEO training, not
including the biannual No FEAR Act Training
in scal year 2016 (see table 12).
Additionally, the OCC offered 13 leadership
courses to prepare employees across the
agency for formal leadership or to enhance
their current leadership capabilities. In scal
year 2016, 971employees participated in these
courses. The training participation rates were:
females, 49.4percent; Blacks, 13.7 percent;
Hispanics, 8.3 percent; Asians, 7.7 percent; and
persons of Small ERI groups, 1.3 percent.
In scal year 2016, the OCC’s managers
and supervisors participated in four agency-
sponsored Manager Forums (877 attendees/
occurrences) through audio/video/phone
conferences on various topics of interest.
In addition, over 1,500 employees viewed
Leadership Channel Videos through the HC
training and development organization.
The OCC continued to use its Opportunities
Board SharePoint site, which has been the
intranet vehicle to announce and market
career developmental opportunities. The
agency also has a more comprehensive
Employment and Opportunities intranet web page to advertise,
solicit, and provide information on various employment and career
development opportunities throughout the agency, including rotational
and detail assignments, internships, volunteer employment, career ladder
advancement, and voluntary transfers. Opportunities featured on the
web page include various occupational series, grade levels, locations,
and assignment dates. The site has links to the systems and portals for
Office of the Comptroller of the Currency 33
Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention | 2016 Annual Report to Congress
submitting and tracking expressions of interest and obtaining vacancy
and opportunity announcements and related information, such as the
MCBS and LBS Assignments SharePoint site. The web page also includes
reference material, such as hiring and recruitment policies and procedures,
employment policies, and the on- and off-boarding process.
Employee Engagement
OCC leadership is committed to the employee engagement process, which
is one of several initiatives the Comptroller implemented across the agency
to enhance its effectiveness and ensure that the OCC continues to be a
great place to work. In scal year 2016, OCC employees participated in the
engagement survey for a third time and the results show why the OCC is
such a strong and highly engaged organization, with core strengths that
continue to grow. The overall results showed that employees were satised
with their jobs and immediate managers and highly focused on external
stakeholders. The OCC’s work environment is healthier than previous
survey results, with increased levels of respect and professionalism, and
employees are becoming more comfortable expressing their opinions.
Employees also reported more optimism about training and career
development opportunities and expressed more satisfaction with team
collaboration and work/life balance.
The survey results indicate that the agency has two areas that require
continued attention: (1)processes for handling sensitive issues and
(2) leadership communications. Two task forces were established in
December 2015 to address these areas; their ndings and recommendations
were presented and adopted by senior leadership. Execution of the
recommendations began in scal year 2016 and will continue in scal
year 2017. One of the key recommendations was to establish an Internal
Ombudsman function, which will be launched in scal year 2017. In
addition, action plans were developed at the work group level for each
business unit and for the agency as a whole to build on momentum.
The OCC is committed to developing a sustainable and robust employee
feedback program to measure engagement and continuously improve the
workplace.
The OCC continued efforts to strengthen its culture and ensure a
professional environment that is supportive of the needs of its employees.
Over the last year, OCC staff worked to enhance agency morale and
its sense of shared purpose through improved communication within
the agency. To assist in this effort, a Decision Making and Execution
Framework was established to ensure that those with the right skills and
experiences are included in the decision-making process for key agency
issues and that they actively share information and knowledge as they
collaborate to address an issue. In addition, the Comptroller and senior
executives provided strategic priority status updates periodically to all
employees by e-mail.
In 2016, OCC employees participated in the Federal Employee Viewpoint
Survey (FEVS), designed to measure employees’ views on topics pertaining
to diversity, family-friendly culture, leadership, pay, teamwork, and
training and development. The 2016 FEVS invited all permanent OCC
employees as of October 31, 2015, to participate. More than 2,000 OCC
employees completed the survey, representing a 61.4 percent response rate.
OCC employees responded more favorably in all major categories than the
rest of the federal government and in all but one category than employees
of the Treasury Department. OCC employees responded most favorably
to questions in the categories for work/life (81.7 percent), supervisors
(79.2 percent), and work experience (73.7 percent). The OCC’s employee
engagement index and global satisfaction index scores (both 68.0 percent)
exceeded the scores of the Treasury Department (67.0 and 60.0percent,
respectively) and the federal government (65.0 and 61.0 percent,
respectively). The FEVS results were also analyzed using a formulated
diversity and inclusion index created by the Ofce of Personnel
Management that looks at questions that address fairness, open-
mindedness, cooperativeness, supportiveness, and empowerment.
Although the OCC’s average diversity and inclusion index rating declined
8.0 percentage points to 62.0 percent, and to a “Fair” overall ranking,
the agency’s index rating remains higher than that of the Treasury
Department (60.0percent) and the federal government overall
(58.0 percent).
Office of Minority and Women Inclusion34
2016 Annual Report to Congress | Workforce Diversity and Inclusion in Employment: Recruitment, Hiring, Career Development, and Retention
The Partnership for Public Service uses the data from the FEVS to create
“The Best Places to Work in the Federal Government” rankings. Based on
the 2016 FEVS data, the OCC ranked 95 of 305 agency subcomponents.
Of the categories making up the overall rankings, the OCC ranked 86 in
support for diversity and 35 in training and development.
Program Accountability
All OCC managers, supervisors, and EEO/Diversity and Inclusion Program
ofcials are stakeholders in the effective implementation of the agency’s
EEO Program. EEO/diversity and inclusion program ofcials advise and
assist managers and supervisors with their EEO/diversity and inclusion
program-related responsibilities. The HC and OMWI ofces collaborate
to ensure that personnel actions conform to the EEOC management
directives. In scal year 2016, all OCC supervisors and managers were
required to complete training on Prohibited Personnel Practices and
Whistleblower Protection Laws.
OMWI staff works with senior managers to identify barriers that may
impede the realization of the agency’s EEO, diversity and inclusion goals.
The OCC conducts periodic reviews of the agency’s merit promotion
program policy and procedures, employee recognition and awards program,
and employee development and training programs to address deciencies
or concerns. In scal year 2016, the following policies and procedures were
reviewed and updated, as appropriate: Employee Administrative Grievance
System, Alternative Work Schedule Program, Telework Program,
Employee Training Policy, Examination Technician Program, Examiner
Rotational Requirements, and the UCE.
Additionally, the Compensation Program and the Incentive Awards policies
and procedures remain under review and are expected to be nalized in
scal year 2017. HC stafng and hiring procedures and directives are also
under review as part of the agency’s effort to continuously improve its
hiring process, to include a review of the Merit Promotion Plan, which
will be released in scal year 2017. One of the most signicant policy
changes is to the hiring process for experienced bank examiners and the
establishment of internal procedures, which will be effective in scal year
2017.
Plans for the periodic review of policies and procedures include the
development of new guidance and directives based on internal quality
control review ndings. An Excepted Service policy is also being
developed and will be issued in scal year 2017. The OCC’s OM will
launch an initiative in scal year 2017 to review and update all policies
and procedures issued by OM ofces—HC, Information Technology
Services, Financial Management, Workplace Services, and Ofce of
Security. Some of the policies scheduled for review are Position Evaluation
Plan, Alternative Location Arrangements, Part-Time Employment, and
Reduction-in-Force.
The OCC is undertaking a comprehensive review and redesign of its
performance management system, including the performance appraisal
process.The OCC started this project in response to employee and
manager concerns about the system, such as (1) fairness and consistency
in ratings, (2) clarity and overlap in the performance evaluation elements,
(3)the quality of performance feedback, and (4) the process for addressing
poor performance.The project team has completed a best practices review
and an evaluation of the current system.A job analysis to develop new,
validated performance appraisal criteria is under way. Recommendations
for new performance management and appraisal processes are expected in
spring 2017.Generally, all stafng policies, including the merit promotion
policy, are reviewed at least annually to ensure compliance with applicable
laws, regulations, and other guidance.
Office of the Comptroller of the Currency 35
2016 Annual Report to Congress
Regulated Entities
The OCC regulates and supervises 1,429 institutions. Of these institutions,
997 are national banks, 384 are federal savings associations, and 48 are
federal branches of foreign banks. These national banks and federal
saving associations have combined assets of $11.4 trillion (representing
68.0percent of total U.S. commercial banking assets), and the federal
branches of foreign banks have combined assets of $306 billion.
30
Section 342 of Dodd-Frank requires the federal nancial agencies,
including the OCC, CFPB, FDIC, Board, NCUA, and SEC (collectively,
the agencies), to develop standards for assessing the diversity policies and
practices of the entities they regulate. In satisfaction of this requirement,
the agencies published in the Federal Register the “Final Interagency
Policy Statement Establishing Joint Standards for Assessing the Diversity
Policies and Practices of Entities Regulated by the Agencies” (joint
standards) on June 10, 2015.
The nal joint standards recognize and reect consideration of the
varying circumstances of the regulated entities, with regard to governance
structure, total assets, workforce size, geographic location, and community
characteristics. The standards provide a framework for regulated entities to
assess and to create or strengthen their diversity and inclusion policies and
practices in these key areas:
30
As of September 30, 2016.
n Organizational commitment to diversity and inclusion
n Workforce prole and employment practices
n Procurement and business practices (supplier diversity)
n Practices to promote transparency of organizational diversity and
inclusion
n Entities’ self-assessment process
On July 13, 2016, the Ofce of Management and Budget approved the
collection of voluntary self-assessment information from regulated
entities. OCC-regulated entities are encouraged to submit their diversity
self-assessments to the OCC and to make this information public through
their websites or other communication methods. The OCC designated a
web page with instructions for submitting diversity self-assessments and
additional information about the diversity self-assessments. The OCC will
collect the voluntary 2016 diversity self-assessments and any supporting
documents in the second quarter of scal year 2017.
The OCC OMWI Executive Director may use bank diversity information
to monitor progress and trends in the nancial services industry’s diversity
and inclusion practices related to employment and contracting activities.
Office of Minority and Women Inclusion36
2016 Annual Report to Congress
Financial Literacy
The OCC is one of the 21 federal agencies represented on the U.S.
Financial Literacy and Education Commission (FLEC). The focus of the
FLEC in scal year 2016 was on the nancial literacy issues of youth,
or “starting early, building on the experience and resources of FLEC
members to help young people learn the nancial basics before they join
the workforce and begin their careers. One of the major outcomes of
the FLEC was its support for community youth workforce development
programs that offer nancial capability training to participants.
Throughout scal year 2016, OCC staff participated in a number of
nancial literacy and education outreach events where the OCC’s nancial
literacy and consumer materials were distributed. These events included
the following: the Society for Financial Education and Professional
Development’s Financial Literacy Conference; Operation Hope’s Global
Forum; the Department of Defense Pentagon’s Financial Readiness
Fair; Financial Literacy Day on Capitol Hill; and the exhibit hall at the
Congressional Black Caucus Foundation Annual Legislative Conference.
The OCC also issued news releases supporting Earned Income Tax
Awareness Day, America Saves Week, and Financial Literacy Day on
Capitol Hill.
OCC staff participated in a number of nancial literacy meetings and
conferences, including the National Adult Protective Services Association
Summit on Elder Financial Exploitation; Age-Friendly Banking Innovation
Labs; Military Saves Quarterly meetings; Earned Income Tax Credit
events on Capitol Hill and in New York City; Alliance Against Fraud
meetings; American Savings Education Council; National Savings Forum;
Department of Defense Financial Readiness Roundtable meetings; World
Elder Abuse Awareness day; the Credit Builders Alliance Symposium; and
the Corporation for Enterprise Development Assets Learning Conference.
The OCC has educated its staff on a number of nancial literacy fronts.
For example, the OCC provided information about the importance of
savings and encouraged staff participation in nancial literacy volunteer
activities. During America Saves Week, the OCC published messages on
the benets of saving. Also, the OCC provided information on nancial
elder abuse that may be useful to OCC employees as they carry out the
OCC’s mission or respond to inquiries from nancial institutions. Further,
the OCC maintains a list of nancial literacy volunteer opportunities that
interested OCC staff may consider.
In scal year 2016, the OCC produced six issues of the bi-monthly
Financial Literacy Update enewsletter, which reports on events, initiatives,
and related resources of the OCC and other government agencies and
organizations. The Financial Literacy Update was sent to about 30,000
subscribers. The OCC also maintained a nancial literacy web resource
directory on the occ.gov website that provides information on nancial
literacy resources, issues, and events that are important to bankers,
organizations, and consumers of all ages. Additionally, the OCC has reports
that cover nancial literacy-related topics, such as the “School-Based Bank
Savings ProgramsCommunity Development Insights report.
Office of the Comptroller of the Currency 37
2016 Annual Report to Congress
Appendixes
APPENDIX A: OCC METHOD AND DATA SOURCES FOR
PAYMENTS AND AWARDS
Payments
The OCC uses the Core Financial System to track all agency expenditures,
including contractor payments. The OCC pays contractors within 15 days
of receipt of an invoice. Because contractors may submit invoices to the
OCC after the close of the scal year in which the contract actions were
reported to the FPDS-NG, the OCC’s total payments to contractors during
a given scal year may differ from the total awards.
Awards
The OCC follows the Federal Acquisition Regulation (FAR) for the
procurement of goods and services (48 CFR 1). The FAR denes a contract
action as “any oral or written action that results in the purchase, rent, or
31
48 CFR 2.101. A change in the micro-purchase threshold from $3,000 to $3,500 was effective October1, 2015.
32
The term “socioeconomic category” identies certain business ownership characteristics (e.g., WOB, small disadvantaged business, educational institution, and MOB). For more information,
see the FPDS-NG Government User’s Manual, version 1.4, p.135 (June 2013).
lease of supplies or equipment, services, or construction using appropriated
dollars over the micro-purchase threshold, or modications to these
actions regardless of dollar value. Contract action does not include
grants, cooperative agreements, other transactions, real property leases,
requisitions from federal stock, training authorizations, or other non-FAR-
based transactions” (48 CFR 4.601).
The FPDS-NG website is the central repository of information about
federal contracting and contains detailed information on contract awards
of more than $3,500.
31
The FAR requires federal contracting ofces to
submit complete and accurate data on contract actions to the FPDS-NG
(48 CFR 4.604(3)).
At the end of each scal year, the OMWI queries the FPDS-NG for
(1) OCC awards or “action obligations, which are the net amount of
funds obligated or de-obligated for all contract actions entered into the
FPDS-NG, from October 1 through September 30; and (2) the business
owner’s socioeconomic category
32
for each award.
Office of Minority and Women Inclusion38
2016 Annual Report to Congress | Appendixes
APPENDIX B: OCC PAYMENTS, FIVE-YEAR TREND
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
$ % $ % $ % $ % $ %
Total Payments 177,612,648.22 100.0 197,187,940.53 100.0 153,486,288.26 100.0 146,769,309.08 100.0 154,406,367.63 100.0
Minority-owned
or women-owned
business totals
a
64,514,109.23 36.3 64,549,744.14 32.7 59,733,467.34 38.9 58,017,878.99 39.5 60,595,166.63 39.2
Minority-owned 54,284,494.11 30.6 59,188,722.18 30.0 49,635,926.67 32.3 45,612,357.18 31.1 44,556,544.67 28.9
Women-owned 18,228,888.52 10.3 10,181,198.05 5.2 12,634,096.88 8.2 15,565,799.45 10.6 18,969,244.92 12.3
b
Both minority-owned
and women-owned
7,999,273.40 4.5 4,820,176.09 2.4 2,536,556.21 1.7 3,160,277.64 2.2 2,930,622.96 1.9
Asian American
c
39,821,311.90 22.4 47,067,227.29 23.9 39,603,713.07 25.8 33,709,019.28 23.0 31,340,346.04 20.3
Black American 7,393,189.13 4.2 8,003,354.74 4.1 5,961,528.99 3.9 6,878,398.42 4.7 5,465,888.45 3.5
Hispanic American 3,689,151.21 2.1 1,637,681.64 0.8 1,106,302.44 0.7 897,773.72 0.6 1,861,755.23 1.2
b
Native American
d
3,093,698.76 1.7 2,577,750.96 1.3 2,837,232.73 1.8 4,037,577.66 2.8 6,408,654.39 4.2
b
Other minority
e
534,422.33 0.3 117,832.58 0.1 187,539.47 0.1 238,512.14 0.2 234,766.53 0.2
Source: Core Financial System and FPDS-NG for FY 2012 to FY 2016.
a
Payments to businesses that were both minority- and women-owned were counted once in the MWOB total dollars and percentages.
b
Indicates this demographic group had an increase in payment total percentage for FY 2016 versus the previous scal year.
c
“Asian American” means Asian-Pacic Americans (persons with origins from Burma, Thailand, Malaysia, Indonesia, Singapore, Brunei, Japan, China, Taiwan, Laos, Cambodia (Kampuchea), Vietnam, Korea, the
Philippines, Republic of Palau, Republic of the Marshall Islands, Federated States of Micronesia, the Commonwealth of the Northern Mariana Islands, Guam, Samoa, Macao, Hong Kong, Fiji, Tonga, Kiribati, Tuvalu, or
Nauru) and Subcontinent Asian Americans (persons with origins from India, Pakistan, Bangladesh, Sri Lanka, Bhutan, the Maldives Islands, or Nepal). (See 48 CFR 52.219-1.)
d
“Native American” means American Indians, Eskimos, Aleuts, or Native Hawaiians. (See 48 CFR 52.219-1.)
e
“Other minority” means those businesses designating “minority-owned” but not designating Asian American, Black American, Hispanic American, or Native American. (See 48 CFR 52.219-1.)
Office of the Comptroller of the Currency 39
Appendixes | 2016 Annual Report to Congress
APPENDIX C: OCC AWARDS, FIVE-YEAR TREND
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
$
% $ % $ % $ % $ %
Total Awards 117,655,195.49 100.00 154,317,026.74 100.00 151,483,399.54 100.00 141,451,849.27 100.00 140,389,148.70 100.0
Minority-owned or women-
owned business totals
a
40,362,428.31 34.3 58,242,589.58 37.7 60,570,022.31 40.0 54,590,293.40 38.6 39,666,008.71 28.3
Minority-owned 36,791,545.08 31.3 53,055,556.11 34.4 53,832,964.01 35.5 45,718,306.33 32.3 32,441,544.93 23.1
Women-owned 14,724,839.95 12.5 10,866,583.19 7.0 13,960,757.76 9.2 16,336,523.16 11.55 14,433,517.08 10.3
Both minority-owned and
women-owned
11,153,956.72 9.5 5,679,549.72 3.7 7,223,699.46 4.8 7,464,536.09 5.3 7,209,053.30 5.1
Asian American
b
20,066,375.17 17.1 42,159,868.59 27.3 39,282,118.11 25.9 28,721,147.82 20.3 14,734,954.72 10.5
Black American 2,820,834.17 2.4 8,521,991.78 5.5 6,198,682.57 4.1 6,224,777.00 4.4 5,852,331.25 4.2
Hispanic American 2,720,986.44 2.3 1,472,460.76 1.0 909,539.18 0.6 1,339,889.92 1.0 2,476,290.78 1.8
Native American
c
817,985.83 0.7 231,084.26 0.1 2,849,651.77 1.9 4,996,625.10 3.5 5,862,367.36 4.2
Other minority
d
10,626,875.09 9.0 758,071.33 0.5 4,694,815.74 3.1 4,688,692.41 3.3 4,215,580.31 3.0
Source: FPDS-NG for FY 2012 to FY 2016.
Note: “Awards” are action obligations—the net amount of funds obligated or de-obligated for all awards and modications entered into the FPDS-NG system during the scal year (October 1 through September 30).
a
Awards to businesses that were both minority- and women-owned were counted once in the MWOB total dollars and percentages.
b
“Asian American” means Asian-Pacic Americans (persons with origins from Burma, Thailand, Malaysia, Indonesia, Singapore, Brunei, Japan, China, Taiwan, Laos, Cambodia (Kampuchea), Vietnam, Korea, the
Philippines, Republic of Palau, Republic of the Marshall Islands, Federated States of Micronesia, the Commonwealth of the Northern Mariana Islands, Guam, Samoa, Macao, Hong Kong, Fiji, Tonga, Kiribati, Tuvalu, or
Nauru) and Subcontinent Asian Americans (persons with origins from India, Pakistan, Bangladesh, Sri Lanka, Bhutan, the Maldives Islands, or Nepal). (See 48 CFR 52.219-1.)
c
“Native American” means American Indians, Eskimos, Aleuts, or Native Hawaiians. (See 48 CFR 52.219-1.)
d
“Other minority” means those businesses designating “minority-owned” but not designating Asian American, Black American, Hispanic American, or Native American. (See 48 CFR 52.219-1.)
Office of Minority and Women Inclusion40
2016 Annual Report to Congress | Appendixes
APPENDIX D: OCC AWARDS BY TOP SEVEN NAICS CODES, FIVE-YEAR TREND
Source: FPDS-NG for FY 2012 to FY 2016.
FY 2016: $154 Million in Total Awards, 84% in Top Seven NAICS
FY 2015: $141 Million in Total Awards, 79% in Top Seven NAICS
Office of the Comptroller of the Currency 41
Appendixes | 2016 Annual Report to Congress
FY 2014: $151 Million in Total Awards, 77% in Top Seven NAICS
FY 2013: $154 Million in Total Awards, 73% in Top Seven NAICS
Office of Minority and Women Inclusion42
2016 Annual Report to Congress | Appendixes
FY 2012: $118 Million in Total Awards, 80% in Top Seven NAICS
Office of the Comptroller of the Currency 43
Appendixes | 2016 Annual Report to Congress
APPENDIX E: TECHNICAL ASSISTANCE TO MWOBS,
FY 2016
OMWI representatives provided technical assistance to MWOBs at the
following external events:
n National Minority Supplier Diversity Conference,
San Diego, Calif.
October 18–21, 2015: OMWI exhibited at event with over 6,000
attendees.
n National Small Business Contracting Summit, Washington, D.C.
November 5, 2015: OMWI conducted matchmaking sessions with 10
MWOB representatives.
n National 8(a) Conference, Orlando, Fla.
February 8–10, 2016: OMWI conducted matchmaking sessions with
eight MWOB representatives.
n Small Business Federal Contract Summit, Washington, D.C.
March 17, 2016: OMWI conducted matchmaking sessions with 16
MWOB representatives.
n Women’s Business Enterprise National Council Summit and
Salute, Phoenix, Ariz.
March 22–24, 2016: OMWI participated in roundtable discussions at
event with over 1,500 attendees and conducted matchmaking sessions
with ve WOB representatives.
n 26th Annual Government Procurement Conference, Washington, D.C.
April 6, 2016: OMWI exhibited at event with over 2,000 attendees and
conducted matchmaking sessions with eight MWOB representatives.
n HUBZone Conference, Chicago, Ill.
April 20–21, 2016: OMWI conducted matchmaking sessions with
seven MWOB representatives.
n Florida Small Business Development
Center Conference, Tampa, Fla.
May 5, 2016: OMWI exhibited at event with over 320 attendees,
presented technical training on doing business with the OCC and
federal government, and conducted matchmaking sessions with eight
MWOB representatives.
n CelebrAsian Conference, Atlanta, Ga.
June 1–3, 2016: OMWI exhibited at event with over 800 attendees.
n WBENC National Conference and Business Fair, Orlando, Fla.
June 21–23, 2016: OMWI exhibited at event with nearly 4,000
attendees and conducted matchmaking sessions with eight WOB
representatives.
n NCMA World Congress, Orlando, Fla.
July 26–28, 2016: OMWI conducted matchmaking sessions with seven
MWOB representatives.
n Elite Service-Disabled Veteran-Owned Business Conference,
San Antonio, Texas
August 24–25, 2016: OMWI exhibited and presented during
panel discussing supplier diversity to 250 attendees and conducted
matchmaking session with eight MWOB representatives.
n Congressional Black Caucus Foundation Annual Legislative
Conference, Washington, D.C.
September 15–17, 2016: OMWI exhibited at event with over 9,000
attendees.
Office of Minority and Women Inclusion44
2016 Annual Report to Congress | Appendixes
OMWI representatives also provided technical assistance to small
disadvantaged businesses
33
and small WOBs at the following vendor
outreach sessions (VOS) hosted by the Treasury Ofce of Small and
Disadvantaged Business Utilization in Washington, D.C.:
n Treasury VOS
November 17, 2015. Matchmaking sessions with 17 representatives
(ve MOBs, four MWOBs, and two WOBs).
n Treasury VOS
January 6, 2016. Matchmaking sessions with 14 representatives
(10 MOBs, four MWOBs, and three WOBs).
33
A small disadvantaged business is a small business that is at least 51 percent owned by one or more individuals who are both socially and economically disadvantaged. The term “socially
disadvantaged” may include members of the following designated groups: Asian Americans, Black Americans, Hispanic Americans, Native Americans, and members of other groups designated by
the Small Business Administration. (See 12 CFR 124.103.)
n Treasury VOS
March 2, 2016 (focus on WOBs). Matchmaking sessions with
12 representatives (four MWOBs and eight WOBs).
n Treasury VOS
June 3, 2016. Matchmaking sessions with 10 representatives
(ve MOBs, three MWOBs, and one WOB).
n Treasury VOS
July 13, 2016. Matchmaking sessions with 11 representatives
(ve MOBs, three MWOBs, and one WOB).
n Treasury VOS
August 10, 2016. Matchmaking sessions with 13 representatives
(ve MOBs, three MWOBs, and two WOBs).
Office of the Comptroller of the Currency 45
Appendixes | 2016 Annual Report to Congress
APPENDIX F: AWARDS BY DEMOGRAPHIC GROUP IN THE OCC’S TOP SEVEN NAICS CODES, FY2016
NAICS Codes and Descriptions
541519 518210 541512 531210 524114 541611 541612
Other computer
related services
Data processing,
hosting, and
related services
Computer systems
design services
Ofces of real
estate agents and
brokers
Direct health
and medical
insurance carriers
Administrative
management
and general
management
consulting
services
Human resources
consulting
services
Number of businesses
with OCC awards in
NAICS
78 14 8 1 2 41 10
Percentage of total OCC
awards
41.4 14.1 10.5 10.0 4.1 2.7 1.5
Category
$ Awards
% Awarded
$ Awards
% Awarded
$ Awards
% Awarded
$ Awards
% Awarded
$ Awards
% Awarded
$ Awards
% Awarded
$ Awards
% Awarded
Total OCC awards in
NAICS
58,100,733.44 41.4 19,730,354.74 14.1 14,723,713.86 10.5 14,050,000.00 10.0 5,779,595.77 4.1 3,737,273.54 2.7 2,063,849.39 1.5
Minority- or women-owned
31,043,109.66 53.4 0.00 0.0 3,581,813.17 24.3 0.00 0.0 0.00 0.0 1,805,639.66 48.3 1,699,172.56 82.3
Minority-owned
25,523,930.64 43.9 0.00 0.0 3,581,813.17 24.3 0.00 0.0 0.00 0.0 1,415,681.68 37.9 1,443,537.71 69.9
Women-owned
10,043,423.61 17.3 0.00 0.0 0.00 0.0 0.00 0.0 0.00 0.0 393,397.98 10.5 1,699,172.56 82.3
Asian American-owned
15,412,035.83 26.5 0.00 0.0 411,851.20 2.8 0.00 0.0 0.00 0.0 25,250.00 0.7 0.00 0.0
Black American-owned
471,953.48 0.8 0.00 0.0 2,844,861.97 19.3 0.00 0.0 0.00 0.0 107,703.86 2.9 1,443,537.71 69.9
Hispanic American-owned
1,040,488.24 1.8 0.00 0.0 325,100.00 2.2 0.00 0.0 0.00 0.0 648,966.08 17.4 0.00 0.0
Native American-owned
4,890,494.20 8.4 0.00 0.0 0.00 0.0 0.00 0.0 0.00 0.0 633,761.74 17.0 0.00 0.0
Other minority-owned
4,162,945.11 7.2 0.00 0.0 0.00 0.0 0.00 0.0 0.00 0.0 0.00 0.0 0.00 0.0
Source: FPDS-NG for FY 2016 and SAM Entity Management Extracts for September 2016.
Office of Minority and Women Inclusion46
2016 Annual Report to Congress | Appendixes
APPENDIX G: CHANGES FROM 2000 TO 2010 IN CIVILIAN LABOR FORCE
Male Female
Asian
male
Asian
female
Black
male
Black
female
Hispanic
male
Hispanic
female
Native
Amer.
male
Native
Amer.
female
Native
Haw.
male
Native
Haw.
female
2+
races
male
2+
races
female
White
male
White
female
2000 NCLF 53.2% 46.8% 1.9% 1.7% 4.8% 5.7% 6.2% 4.5% 0.3% 0.3% 0.1% 0.1% 0.8% 0.8% 39.0% 33.7%
2010 NCLF 51.9% 48.1% 2.0% 1.9% 5.5% 6.5% 5.2% 4.8% 0.5% 0.5% 0.1% 0.1% 0.3% 0.3% 38.3% 34.0%
Percentage point
change
–1.3 +1.3 +0.1 +0.2 +0.7 +0.8 –1.0 +0.3 +0.2 +0.2 –0.5 –0.5 –0.7 +0.3
2000 examiner
OCLF
57.6% 42.4% 1.9% 2.8% 4.5% 6.9% 2.2% 1.6% 0.3% 0.2% 0.0% 0.0% 0.3% 0.1% 48.3% 30.3%
2010 examiner
OCLF
54.7% 45.3% 3.7% 4.0% 3.6% 8.7% 3.1% 3.7% 0.1% 0.3% 0.0% 0.0% 0.2% 0.3% 44.1% 28.3%
Percentage point
change
–2.9 +2.9 +1.8 +1.2 –0.9% +1.8 +0.9 +2.1 –0.2 +0.1 –0.1 +0.2 –4.2 –2.0
2000 attorney
OCLF
71.3% 28.7% 1.2% 1.0% 2.0% 1.9% 2.3% 1.2% 0.1% 0.1% 0.0% 0.0% 0.3% 0.2% 65.2% 23.9%
2010 attorney
OCLF
66.7% 33.3% 1.8% 1.8% 2.1% 2.6% 2.5% 1.8% 0.3% 0.2% 0.0% 0.0% 0.2% 0.2% 59.7% 26.7%
Percentage point
change
–4.6 +4.6 +0.6 +0.8 +0.1 +0.7 +0.2 +0.6 +0.2 +0.1 –0.1 –5.5 +2.8
2000 economist
OCLF
69.4% 30.6% 5.4% 3.7% 3.2% 2.4% 3.1% 2.0% 0.4% 0.1% 0.0% 0.0% 0.6% 0.4% 56.3% 21.6%
2010 economist
OCLF
67.1% 32.9% 4.5% 3.1% 2.8% 2.7% 3.3% 1.8% 0.5% 0.1% 0.0% 0.1% 0.2% 0.0% 55.8% 25.2%
Percentage point
change
–2.3 +2.3 –0.9 –0.6 –0.4 +0.3 +0.2 –0.2 +0.1 +0.1 –0.4 –0.4 –0.5 +3.6
Source: MD-715.
Note: Major changes from the 2000 NCLF include the following: most female groups increased, while few male groups decreased; Hispanics overall declined by 0.7 percentage points, but increased in the bank examiner (3.0
percentage points) and attorney (0.8 percentage points) OCLF categories; and female bank examiners increased by 2.9 percentage points.
Office of the Comptroller of the Currency 47
Appendixes | 2016 Annual Report to Congress
APPENDIX H: OCC WORKFORCE PROFILE, FIVE-YEAR TREND
Participation rates of EEO groups are in percentages.
Male Female Minority Asian Black Hispanic
Native
American
Native
Hawaiian 2+ races White
FY 2012 54.1 45.9
a
30.5 6.2 16.0 6.3
a
0.8 0.2 1.1
a
69.5
a
2000 NCLF 53.2 46.8 27.3 3.6 10.5 10.7 0.6 0.2 1.6 72.7
FY 2013 54.4 45.6
a
32.1 7.4 16.7 6.6
a
1.0 0.1
a
0.3
a
67.9
a
FY 2014 54.9 45.1
a
32.4 7.7 16.8 6.6
a
0.9
a
0.1
a
0.3
a
67.6
a
FY 2015 54.9 45.1
a
33.1 7.8 17.2 6.8
a
0.9
a
0.2 0.3
a
66.9
a
FY 2016 54.8 45.2
a
34.2 8.4 17.6 6.9
a
0.9
a
0.2 0.3
a
65.8
a
2010 NCLF 51.9 48.1 27.7 3.9 12.0 10.0 1.0 0.2 0.6 72.3
Percentage point change
from FY 2012 to FY 2016
+0.7 -0.7 +3.7 +2.2 +1.6 +0.6 +0.1 - -0.8 -3.7
Source: MD-715 workforce data table as of September 30, 2016.
a
EEO groups participating at rates below the 2010 and 2000 NCLF rates.
Note: The 2010 NCLF was used as a comparator starting with the FY 2013 workforce participation rates, while the 2000 NCLF was used as a comparator for FY 2012.
Office of Minority and Women Inclusion48
2016 Annual Report to Congress | Appendixes
APPENDIX I: OCC WORKFORCE PROFILE AS OF SEPTEMBER 30, 2016
Participation rates of EEO groups are in percentages.
Total Male Female
Asian
male
Asian
female
Black
male
Black
female
Hispanic
male
Hispanic
female
Nat.
Amer.
male
Nat.
Amer.
female
Nat.
Haw.
male
Nat.
Haw.
female
2+
races
male
2+
races
female
White
male
White
female
OCC workforce 3,958 54.8 45.2
a
4.7 3.7 6.7 10.9 3.6
a
3.2
a
0.4
a
0.5 0.1 0.1 0.1
a
0.2
a
39.2 26.6
a
2010 NCLF 51.9 48.1 2.0 1.9 5.5 6.5 5.2 4.8 0.5 0.5 0.1 0.1 0.3 0.3 38.3 34.0
Bank examiner 2,616 61.3 38.7
a
3.6
a
2.8
a
6.0 6.8
a
3.8 2.7
a
0.5 0.4 0.1 0.1 0.1
a
0.1
a
47.2 25.8
a
2010 bank
examiner OCLF
54.7 45.3 3.7 4.0 3.6 8.7 3.1 3.7 0.1 0.3 0.0 0.0 0.2 0.3 44.1 28.3
Attorney 177 52.0
a
48.0 2.8 4.0 2.3 3.4 5.1 2.8 0.6 0.0
a
0.0 0.0 0.0
a
0.0
a
41.2
a
37.9
2010 attorney
OCLF
66.7 33.3 1.8 1.8 2.1 2.6 2.5 1.8 0.3 0.2 0.0 0.0 0.2 0.2 59.7 26.7
Economist 92 66.3
a
33.7 18.5 15.2 3.3 0.0
a
3.3 1.1
a
0.0
a
0.0
a
0.0 0.0
a
0.0
a
0.0 41.3
a
17.4
a
2010 economist
OCLF
67.1 32.9 4.5 3.1 2.8 2.7 3.3 1.8 0.5 0.1 0.0 0.1 0.2 0.0 55.8 25.2
All other series 1,073 38.5
a
61.5 6.5 4.9 9.3 23.1 3.0
a
4.8 0.2
a
0.7 0.2 0.3 0.1
a
0.5 19.2
a
27.4
a
2010 NCLF 51.9 48.1 2.0 1.9 5.5 6.5 5.2 4.8 0.5 0.5 0.1 0.1 0.3 0.3 38.3 34.0
Source: MD-715 workforce data table as of September 30, 2016.
a
EEO groups participating at rates below the 2010 NCLF and OCLF rates.
Office of the Comptroller of the Currency 49
Appendixes | 2016 Annual Report to Congress
APPENDIX J: OCC FY 2016 EEO-1 REPORT (OCCUPATIONAL CATEGORIES PROFILE) DISTRIBUTION BY ERI AND
GENDER: PERMANENT EMPLOYEES
Participation rates of EEO groups are in percentages.
Non-Hispanic
Occupational
categories
Total employees Hispanic White Black Asian Native Hawaiian Native American 2+ races
All Male Female Male Female Male Female Male Female Male Female Male Female Male Female Male Female
1a. Ofcials and
managers executive/
senior level (grade 15
and above)
# 322 201 121 7 8 168 87 12 19 14 6 0 1 0 0 0 0
% 100.0 62.4 37.6 2.2 2.5 52.2 27.0 3.7 5.9 4.4 1.9 0.0 0.3 0.0 0.0 0.0 0.0
1b. Mid-level
(grades 13-14)
# 233 113 120 7 10 84 87 12 16 10 5 0 0 0 1 0 1
% 100.0 48.5 51.5 3.0 4.3 36.1 37.3 5.2 6.9 4.3 2.2 0.0 0.0 0.0 0.4 0.0 0.4
1d. Other
# 2,497 1,493 1,004 98 67 1,109 626 165 214 104 80 1 1 14 13 2 3
% 100.0 59.8 40.2 3.9 2.7 44.4 25.1 6.6 8.6 4.2 3.2 0.1 0.1 0.6 0.5 0.1 0.1
1. Ofcials and
managers total
# 3,052 1,807 1,245 112 85 1,361 800 189 249 128 91 1 2 14 14 2 4
% 100.0 59.2 40.8 3.7 2.8 44.6 26.2 6.2 8.2 4.2 3.0 0.1 0.1 0.5 0.5 0.1 0.1
Category CLF 100.0 56.1 43.9 3.7 3.4 45.7 32.7 3.7 5.1 2.2 1.9 0.1 0.1 0.4 0.4 0.2 0.2
2. Professionals
# 596 324 272 27 17 179 148 57 59 56 45 2 0 2 2 1 1
% 100.0 54.4 45.6 4.5 2.9 30.0 24.8 9.6 9.9 9.4 7.6 0.3 0.0 0.3 0.3 0.2 0.2
Category CLF 100.0 45.3 54.7 2.7 3.4 36.0 41.4 3.1 5.5 3.1 3.4 0.0 0.0 0.3 0.5 0.2 0.2
3. Technicians
# 6 4 2 0 0 1 1 3 1 0 0 0 0 0 0 0 0
% 100.0 66.7 33.3 0.0 0.0 16.7 16.7 50.0 16.7 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Category CLF 100.0 36.8 63.2 3.4 4.7 26.9 45.3 3.6 9.2 2.3 2.9 0.1 0.1 0.4 0.6 0.2 0.4
5. Administrative
support workers
# 303 34 269 5 26 9 103 16 124 3 9 0 2 1 2 0 3
% 100.0 11.2 88.8 1.7 8.6 3.0 34.0 5.3 40.9 1.0 3.0 0 0.7 0.3 0.7 0.0 1.0
Category CLF
100.0 24.7 75.3 3.1 7.7 16.5 55.7 3.7 8.6 1.0 2.1 0.0 0.1 0.2 0.8 0.1 0.4
8. Laborers and
helpers
# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0
% 100.0 100.0 0.0 0.0 0.0 100.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Category CLF
100.0 82.0 18.0 12.0 2.1 53.9 12.9 13.0 2.2 1.4 0.3 0.2 0.0 1.2 0.3 0.5 0.1
Total workforce
# 3,958 2,170 1,788 144 128 1,551 1,052 265 433 187 145 3 4 17 18 3 8
% 100.0 54.8 45.2 3.6 3.2 39.2 26.6 6.7 10.9 4.7 3.7 0.1 0.1 0.4 0.5 0.1 0.2
Source: MD-715 workforce data table as of September 30, 2016.
Office of Minority and Women Inclusion50
2016 Annual Report to Congress | Appendixes
APPENDIX K: HISPANIC FEMALE PROFILE BY OCCUPATION POSITIONS, FIVE-YEAR TREND
Participation rates of Hispanic females are in percentages.
FY 2012 FY 2013
FY 2014 FY 2015
FY 2016
Bank
examiner
female
Hires
1.6
2000
OCLF
2.4
3.7
2010
OCLF
2.1
a
2.2
a
4.6 3.2
a
Separations 2.0 2.7
b
3.0
b
1.0 2.9
b
OCC wrk. part. 2.5 2.5
a
2.4
a
2.7
a
2.7
a
Attorney
female
Hires
1.2
2000
OCLF
0.0
a
1.8
2010
OCLF
0.0
a
0.0
a
0.0
a
0.0
a
Separations 0.0 0.0 0.0 0.0 0.0
OCC wrk. part. 2.4 2.8 2.7 2.9 2.8
Economist
female
Hires
2.0
2000
OCLF
0.0
a
1.8
2010
OCLF
0.0
a
0.0
a
0.0
a
0.0
a
Separations 0.0 0.0 0.0 0.0 0.0
OCC wrk. part. 1.5
a
1.5
a
1.4
a
1.3
a
1.1
a
All other
series
female
Hires
4.5
2000
NCLF
8.3
4.8
2010
NCLF
8.1 1.4
a
0.0
a
3.7
a
Separations 2.1 6.5
b
1.4 3.3 2.9
OCC wrk. part. 4.8 5.1 4.9 4.8 4.8
Source: MD-715 workforce data table as of September 30, 2016.
a
Hispanic female workforce participation and hiring rates below the relative 2000 and 2010 OCLF or NCLF rates.
b
Hispanic female separation rate above their workforce participation rate.
Note: The 2010 NCLF and OCLF were used as comparators starting with the FY 2013 workforce participation and hire rates, while the 2000 NCLF and OCLF were used as comparators for FY 2012.
Office of the Comptroller of the Currency 51
Appendixes | 2016 Annual Report to Congress
APPENDIX L: HISPANIC MALE PROFILE BY OCCUPATION POSITIONS, FIVE-YEAR TREND
Participation rates of Hispanic males are in percentages.
FY 2012 FY 2013 FY 2014
FY 2015 FY 2016
Bank
examiner
male
Hires
2.2
2000
OCLF
3.2
3.1
2010
OCLF
5.7 5.2 5.6 5.5
Separations 2.4 2.1 6.0
b
5.2
b
5.7
b
OCC wrk. part. 3.5 3.8 3.8 3.8 3.8
Attorney
male
Hires
2.3
2000
OCLF
14.3
2.5
2010
OCLF
0.0
a
20.0 0.0
a
25.0
Separations 0.0 0.0 11.1
b
7.1
b
0.0
OCC wrk. part. 4.7 4.5 4.9 4.6 5.1
Economist
male
Hires
3.1
2000
OCLF
0.0
a
3.3
2010
OCLF
20.0 14.3 0.0
a
7.7
Separations 0.0 20.0
b
16.7
b
0.0 0.0
OCC wrk. part. 3.0
a
2.9
a
2.8
a
2.7
a
3.3
All other
series male
Hires
6.2
2000
NCLF
6.3
5.2
2010
NCLF
2.4
a
4.1
a
4.2
a
5.6
Separations 0.0 0.0 0.0 4.3
b
2.9
OCC wrk. part. 2.2
a
2.3
a
2.8
a
2.7
a
3.0
a
Source: MD-715 workforce data table as of September 30, 2016.
a
Hispanic male workforce participation and hiring rates below the relative 2000 and 2010 OCLF or NCLF rates.
b
Hispanic male separation rate above their workforce participation rate.
Note: The 2010 NCLF and OCLF were used as comparators starting with the FY 2013 workforce participation and hire rates, while the 2000 NCLF and OCLF were used as comparators for FY 2012.
Office of Minority and Women Inclusion52
2016 Annual Report to Congress | Appendixes
APPENDIX M: OCC PARTICIPATION IN SUPERVISOR POSITIONS BY EEO GROUPS, FIVE-YEAR TREND
Participation rates of EEO groups are in percentages.
FY 2012 FY 2013 FY 2014
FY 2015 FY 2016
OCC workforce
participation
OCC supervisor
participation
OCC workforce
participation
OCC supervisor
participation
OCC workforce
participation
OCC supervisor
participation
OCC workforce
participation
OCC supervisor
participation
OCC workforce
participation
OCC supervisor
participation
Supervisor
participation
percentage point
change FY 2015
to FY 2016
Male 54.1 63.9 54.4 62.6 54.9 60.9 54.9 61.7 54.8 62.3 +0.6
Female 45.9 36.1
a
45.6 37.4
a
45.1 39.1
a
45.1 38.3
a
45.2 37.7
a
-0.6
Minority male 12.8 10.8
a
13.9 11.9
a
14.3 12.3
a
14.9 12.3
a
15.6 12.8
a
+0.5
Minority female 17.7 10.2
a
18.2 12.0
a
18.1 12.3
a
18.2 11.4
a
18.6 11.1
a
-0.3
Minority 30.5 21.0
a
32.1 23.9
a
32.4 24.6
a
33.1 23.7
a
34.2 23.9
a
+0.2
Asian male 3.2 2.6
a
3.9 4.1 4.2 4.9 4.4 4.7 4.7 5.2 +0.5
Asian female 3.0 1.6
a
3.5 1.9
a
3.5 2.2
a
3.4 1.7
a
3.7 2.2
a
+0.5
Black male 5.4 5.8 5.9 5.1
a
5.9 4.6
a
6.4 4.7
a
6.7 4.9
a
+0.2
Black female 10.7 4.8
a
10.8 5.4
a
10.8 5.9
a
10.8 5.9
a
10.9 5.9
a
-
Hispanic male 3.2 1.9
a
3.4 2.9
a
3.5 2.8
a
3.5 2.8
a
3.6 2.7
a
-0.1
Hispanic female 3.1 3.5 3.2 4.1 3.1 3.7 3.3 3.3 3.2 2.5
a
-0.8
Small ERI groups
male
0.9 0.0 0.7 0.0 0.9 0.0
a
0.7 0.0
a
0.6 0.0
a
-
Small ERI groups
female
1.0 0.3
a
0.7 0.6
a
0.8 0.6
a
0.7 0.6
a
0.7 0.5
a
-0.1
White 69.6 79.0 67.9 76.5 67.6 75.4 66.9 76.2 65.8 76.1 -0.1
White male 41.4 53.2 40.5 51.3 40.6 48.6 40.0 49.4 39.2 49.5 +0.1
White female 28.2 25.8
a
27.4 25.2
a
27.0 26.8
a
26.9 26.8
a
26.6 26.6 -0.2
Total 3,678 310 3,919 313 3,837 325 3,819 358
3,958 406
Source: OCC HR Data Mart as of October 1, 2016.
a
EEO groups participating at rates below their workforce participation rates.
Office of the Comptroller of the Currency 53
Appendixes | 2016 Annual Report to Congress
APPENDIX N: OCC WORKFORCE PROFILE OF NB-VI TO NB-VII FEEDER GRADES AND SLP, FIVE-YEAR TREND
Participation rates of EEO groups are in percentages.
Avg. OCC
wrk. part. %
NB VI
(equiv. GS-14)
NB VII
(equiv. GS-15)
NB VIII-IX
(equiv. SLP)
SLP
percentage
point change
FY 2015 to
FY 2016
FY
2012
FY
2013
FY
2014
FY
2015
FY
2016
FY
2012
FY
2013
FY
2014
FY
2015
FY
2016
FY
2012
FY
2013
FY
2014
FY
2015
FY
2016
Male 54.6 62.1 61.5 60.7 60.5 59.4 63.7 61.6 61.7 61.1 60.5 70.8 67.4 67.3 73.2 70.7 -2.5
Female 45.4 37.9
a
38.5
a
39.3
a
39.5
a
40.6
a
36.3
a
38.4
a
38.3
a
38.9
a
39.6
a
29.2
a
32.6
a
32.7
a
26.8
a
29.3
a
+2.5
Minority male 14.3 10.6
a
11.5
a
12.4
a
13.1
a
13.8
a
8.7
a
8.4
a
9.4
a
9.9
a
10.3
a
10.4
a
10.2
a
11.5
a
10.7
a
12.1
a
+1.4
Minority female 18.2 11.5
a
11.8
a
12.2
a
12.4
a
12.9
a
7.7
a
9.0
a
9.1
a
8.9
a
10.6
a
4.2
a
4.1
a
3.8
a
3.6
a
5.2
a
+1.6
Minority 32.5 22.2
a
23.3
a
24.6
a
25.5
a
26.7
a
16.4
a
17.4
a
18.5
a
18.8
a
20.9
a
14.6
a
14.2
a
15.3
a
14.3
a
17.3
a
+3.0
Asian male 4.1 3.2
a
3.8
a
4.0
a
4.1 4.5 3.5
a
3.5
a
4.6 4.9 5.5 0.0
a
0.0
a
1.9
a
1.8
a
3.5
a
+1.7
Asian female 3.4 3.5 4.1 4.4 4.3 4.7 1.3
a
1.6
a
1.6
a
1.6
a
2.6
a
0.0
a
0.0
a
0.0
a
0.0
a
0.0
a
-
Black male 6.1 4.3
a
4.3
a
4.7
a
5.0
a
5.2
a
3.9
a
2.9
a
2.9
a
3.0
a
2.6
a
8.3 8.2 7.7 7.1 6.9 -0.2
Black female 10.8 5.4
a
5.2
a
4.9
a
5.1
a
5.3
a
3.5
a
3.9
a
4.2
a
4.3
a
5.1
a
4.2
a
4.1
a
3.9
a
3.6
a
5.2
a
+1.6
Hispanic male 3.5 2.4
a
2.8
a
3.1
a
3.4
a
3.5 1.0
a
1.6
a
1.6
a
1.6
a
1.9
a
2.1
a
2.0
a
1.9
a
1.8
a
1.7
a
-0.1
Hispanic female 3.2 2.0
a
2.2
a
2.2
a
2.4
a
2.2
a
2.9
a
3.2
2.9
a
2.6
a
2.6
a
0.0
a
0.0
a
0.0
a
0.0
a
0.0
a
-
Small ERI groups
male
0.7 0.7 1.0 1.0 0.6
a
0.7 0.3
a
0.3
a
0.0
a
0.3
a
0.3
a
0.0
a
0.0
a
0.0
a
0.0
a
0.0
a
-
Small ERI groups
female
0.8 0.7
a
0.6
a
0.5
a
0.6
a
0.7
a
0.0
a
0.3
a
0.0
a
0.3
a
0.3
a
0.0
a
0.0
a
0.0
a
0.0
a
0.0
a
-
White 67.5 77.8 76.7 75.4 74.5 73.3 83.6 82.5 81.5 81.2 79.1 85.4 85.7 84.7 85.7 82.7 -3.0
White male 40.3 51.4 50.0 48.3 47.4 45.6 55.0 53.2 52.3 51.2 50.2 60.4 57.1 55.8 62.5 58.6 -3.9
White female 27.2 26.4
a
26.7
a
27.1
a
27.1
a
27.7 28.6 29.3 29.2 30.0 28.9 25.0
a
28.6 28.9 23.2
a
24.1
a
+0.9
Total 1,155 1,199 1,194 1,190 1,235 311 310 308 303 311 48 49 52 56 58
Source: MD-715 workforce data table as of September 30, 2016.
a
EEO groups participating at rates below their workforce participation rates.
Office of Minority and Women Inclusion54
2016 Annual Report to Congress | Appendixes
APPENDIX O: EMPLOYEE NETWORK GROUPS
The OCC supports the formation and operation of ENGs to
n allow employees to come together to discuss workplace issues of
concern and recommend potential solutions.
n provide input to leadership on matters related to diversity in the
workplace.
n promote discussion of views relating to the interests of the group that
will contribute to enhanced employee engagement, effectiveness, and
agency operations.
n provide leadership opportunities to the ofcers and members.
The OCC recognizes ENGs as a means of building a more productive
and respectful work environment for employees. ENGs are groups of
employees who form to address workplace issues that are common to
members of that group. The ENGs are governed by a policy that addresses
formation and purpose, roles and responsibilities, funding, and permissible
and impermissible activities. Each ENG is required to have a mission
statement, bylaws, and purposeful activities and programs. Each ENG
has an EC sponsor who provides guidance, advocacy, and support for the
group’s activities and programs. The OMWI assists in the formation of
new ENGs and provides guidance and support for the groups’ activities and
programs to ensure alignment with agency initiatives and objectives for a
diverse, inclusive workforce.
The OCC greatly benets from the input of its six ENGs: HOLA; TWN;
NAPA; CARE; PRIDE; and Crossroads. Concerted efforts are under way to
establish a veterans-related ENG.
The ENGs provide their perspectives on diversity at the OCC and
develop programs and activities to assist in the OCC’s recruitment, career
development, and retention efforts. All of the ENGs are active and integral
components of the OCC’s diversity and inclusion initiatives. In scal year
2016, the membership in ENGs was approximately 1,832, or 46.3 percent
of OCC employees.
Office of the Comptroller of the Currency 55
Appendixes | 2016 Annual Report to Congress
APPENDIX P: ABBREVIATIONS
ACAMS Association of Certied Anti-Money Laundering
Specialists
ABA/BSA American Bankers Association/Bank Secrecy Act
ADR Alternative dispute resolution
ALPFA Association of Latin Professionals in Finance and
Accounting
BAP Beta Alpha Psi
CARE Coalition of African-American Regulatory Employees
CFPB Consumer Financial Protection Bureau
CBA Consumer Bankers Association
CPSD Certied Professional in Supplier Diversity
Crossroads Generational Crossroads
CSDP Certied Supplier Diversity Professional
Dodd–Frank Dodd–Frank Wall Street Reform and Consumer
Protection Act of 2010
EC Executive Committee
EEO Equal employment opportunity
EEO-1 EEOC’s Standard Form 100
EEOC Equal Employment Opportunity Commission
ENG Employee network group
ERI Ethnicity and race indicator
FAR Federal Acquisition Regulation
FDIC Federal Deposit Insurance Corporation
FEVS Federal Employee Viewpoint Survey
FHFA Federal Housing Finance Agency
FIRMA Fiduciary and Investment Risk Management
Association
FLEC Financial Literacy and Education Commission
FPDS–NG Federal Procurement Data System–Next Generation
FTR Federal Thrift Regulator
HC Human Capital
HR Human Resources
HOLA Hispanic Organization for Leadership and
Advancement
LE&OD Leadership, Executive, and Organizational
Development
LBS Large Bank Supervision
MCBS Midsize and Community Bank Supervision
Office of Minority and Women Inclusion56
2016 Annual Report to Congress | Appendixes
MOB Minority-owned business
MWOB Minority-owned or women-owned business
NACE National Association of Colleges and Employers
NAICS North American Industry Classication System
NAPA Network of Asian Pacic Americans
NBE National Bank Examiner
NCLF National civilian labor force
NCUA National Credit Union Administration
OCC Ofce of the Comptroller of the Currency
OCLF Occupational civilian labor force
OIG Ofce of Inspector General
OM Ofce of Management
OMWI Ofce of Minority and Women Inclusion
PRIDE Gay, lesbian, transgender, and bisexual employees’
network group
RCLF Relevant civilian labor force
SAM System for Award Management
SEC Securities and Exchange Commission
SLP Senior-level position
SUNY State University of New York
TWN The Women’s Network
UCE Uniform Commission Examination
WBENC Women’s Business Enterprise National Council
WOB Women-owned business
VOS Vendor outreach session