Technological expansion isn’t the only way that Ngoc Nguyen, executive director of diversity, equity and inclusion, measures growth at OCC.
Representation of women and women of color has grown significantly over the last five years.
“That progress did not happen by default,” Nguyen said. “It reflects a sustained, collective effort: hiring via a thorough process, purposeful development and a consistent performance process that ensures advancement is applied equitably across the organization.”
It’s not surprising that this intentional focus on DEI has made an impact on employee wellbeing and belonging, with roughly 42 percent of OCC employees taking part in an employee network group.
“Colleagues across the company describe feeling seen and supported,” Nguyen said. “That is how we know the investment is working.”
Built In spoke with Nguyen about how OCC is building an inclusive and diverse workplace.
OCC provides stability to the listed options marketplace by guaranteeing options trades.
What measurable progress on diversity have you made at the director level and up — and which program drove it?
At OCC, “Our Collective Commitment” reflects the experience every colleague can expect, and diversity, equity and inclusion is at the heart of that commitment. It is the foundation of our #WeAreOCC value and it shapes how we operate at every level of the organization.
Over the past five years, as OCC has grown significantly, including strong expansion in our technology function, we have sustained and strengthened representation at the officer tier and above. Women representation has grown and held strong through a period of significant organizational expansion and women of color hold officer roles at rates that reflect a leadership team that is broadly representative. That progress did not happen by default. It reflects a sustained, collective effort: hiring via a thorough process, purposeful development and a consistent performance process that ensures advancement is applied equitably across the organization.
What drives results like these is the consistency of the approach across all three areas working together. At OCC, diversity, equity and inclusion is not a standalone initiative. It is built into our culture, values and processes at the organization.
Describe a practice that increased fairness — and what metric improved?
OCC has conducted regular pay equity reviews since 2019, examining compensation across gender, race and ethnicity while controlling for relevant factors like job level, performance and tenure. Where the process identifies opportunities to address gaps, we act. That means off-cycle adjustments when needed and internal peer review built into every new hire offer, so equity is not reserved for an annual moment but addressed as an ongoing discipline. Over time, that consistent approach has contributed to narrowing pay disparities across the organization. Equity in compensation is an ongoing commitment at OCC and the discipline of returning to it regularly is what makes it meaningful.
How does OCC assure pay equity?
“OCC has conducted regular pay equity reviews since 2019, examining compensation across gender, race and ethnicity while controlling for relevant factors like job level, performance and tenure.”
— Ngoc Nguyen, Executive Director, Diversity, Equity & Inclusion
What ritual consistently builds belonging — and how do you know it’s working?
Our employee network groups are among the most visible expressions of OCC's commitment to belonging. In 2024, we invested in building a new identity system for our ENGs, developed collaboratively with group leaders and our communications team, giving colleagues more ways to signal pride in their participation and show allyship with others. The response has been telling. Forty-two percent of OCC colleagues are members of at least one employee network group. And across the organization, colleagues have shared how meaningful visible symbols of support are, particularly in the current environment. Seeing those signals at desks, worn by leaders, present in shared spaces and at events, has consistently surfaced in personal stories as a reflection of what OCC stands for. Belonging is difficult to capture in a single number. But when nearly half of your organization has chosen to show up in that way and colleagues across the company describe feeling seen and supported, that is how we know the investment is working.
