Good morning, and welcome to the NIKE Incorporated 2021 Annual Meeting of Shareholders. I would now like to introduce NIKE's Executive Chairman, Mark Parker.
Good morning, everyone, and welcome to NIKE's 2021 Annual Meeting of Shareholders. I'm Mark Parker, Executive Chairman of NIKE, and I will chair today's meeting. I now call the meeting to order. This is NIKE's 41st Annual Shareholder Meeting. After successfully hosting the meeting virtually last year, We're continuing to use the same webcasting model again this year.
To begin, I'll first ask our Corporate Secretary, Ann Miller, to explain the mechanics of today's meeting. I will then introduce certain key participants who are attending this meeting virtually, including our Board of Directors. Once introductions are complete, we will move to the proposals to be voted on. There are 7 proposals to be voted on at this annual meeting, each of which is described in your proxy statement. The election of directors, an advisory vote to approve executive compensation, ratification of the appointment of PricewaterhouseCoopers as NIKE's independent auditors for the current fiscal year, a shareholder proposal regarding political contributions disclosure, a shareholder proposal regarding a human rights impact assessment, a shareholder proposal regarding supplemental pay equity disclosure, and a shareholder proposal regarding diversity and inclusion reporting.
After voting has ended on these matters, John Donahoe, our President and CEO and a member of our Board of Directors will review our performance during fiscal year 2021. Who will then have a Q and A period followed by a preliminary report on the voting results. Anne, Will you review the mechanics of the meeting?
Thank you, Mark. First, if you have not already voted your shares Or if you previously voted your shares and would like to change your vote, you may do so by clicking on the Vote Here button at the bottom right of the webcast screen. Voting will remain open until we conclude our presentation of the 7 matters to be voted on at this meeting. 2nd, in the top right corner of the slide deck on your screen, you will see a small arrow icon. If you click that arrow icon, it will expand the slides and improve your viewing experience during the meeting.
3rd, during the Q and A period, we will answer as many questions as possible. As noted in your proxy statement, Shareholders were permitted to submit questions to management prior to the annual meeting, and we have already received a number of questions. You may also submit a question during the meeting by typing your question in the box at the bottom left of the webcast screen. In order to answer as many shareholder questions as possible, if we receive multiple questions on the same or a similar topic, We will consolidate those questions and answer them together. Finally, we note that a webcast of this meeting will be available on our website
Thank you, Anne. We'd like to welcome our Board of Directors, who consists of the 12 directors you see pictured on your screen, and you will hear from John Donahoe and myself during the course of this meeting. Representing our outside auditor, we have Kelly Keller from PricewaterhouseCoopers in attendance today. PwC has been NIKE's outside independent accounting forum for many years. And finally, Tony Caradeo is in attendance from Broadridge Financial Services and has been appointed the Inspector of Elections for this meeting.
All right. Let's move on to the proposals. I've been advised by the Corporate Secretary that the notices of this meeting were duly and properly given being mailed in accordance with the bylaws on August 17, 2021, and that a quorum of both Class A and Class B common stock Since a quorum is present, I declare this annual meeting of the shareholders of NIKE, Inc. Duly convened. We will dispense with a reading of the minutes of the last annual meeting and proceed to the matters to be voted on.
And I'd like to ask you to present proposals and the Board of Directors' recommendations to the shareholders at this time.
Thank you, Mark. The first matter we will vote on Is the election of directors. The Board nominees for election by the Class A shares are Kathy Benko, Beth Comstock, John Connors, Tim Cook, John Donahoe, Tashunda Duckett, Travis Knight, Mark Parker and John Rogers, Jr. The Board's nominees for election by the Class B shares are Alan Graff Jr, Peter Henry and Michelle Peluso. The Board recommends a vote for each of these nominees.
Thank you, Anne. In accordance with the company's bylaws and corporate governance guidelines, the Board has reviewed and
The second matter to be voted on is an advisory vote on executive compensation. The Board recommends a vote for approval of the advisory vote on executive compensation. The 3rd matter to be voted on is shareholder ratification of the appointment of PricewaterhouseCoopers as the company's independent registered public accounting firm for fiscal 2022. The Board recommends a vote for ratification of the appointment of PricewaterhouseCoopers. The next four matters to be voted on are shareholder proposals, each to be presented by a shareholder representative.
The 4th matter to be voted on is a shareholder proposal regarding political contributions disclosure. The Board recommends a vote against this proposal for the reasons set out in our proxy statement. We will now play a prerecorded statement from Bruce Herbert to present the proposal. Operator, please play the statement from Mr. Herbert at this time.
Good morning. My name is Bruce Herbert and I stand on behalf of Newgrounds Social Investment in Seattle to move proposal number 4, which asks for appropriate disclosure of how NIKE spends shareholder dollars for political purposes. Following the heinous January 6th Insurrection at the U. S. Capital, Nike was among dozens of companies that paused PAC spending to the 147 lawmakers that voted to subvert the electoral college results.
In a very dark moment for our country, Nike chose to stand with its peers on a vital issue, and this proposal asks them to do so again. Just months after the insurrection, a conference board publication entitled Under a Microscope: A New Era of Scrutiny for Corporate Political Activity warned companies, In this era of intense political polarization and with the immediacy and ubiquity of social media, Companies are subject to ever greater scrutiny for their political activities. Then he continued. This risk is especially high when the company's core values and positions. Though NIKE's proxy statement claims to have followed a comprehensive policy for oversight and disclosure, Its policies are decidedly not comprehensive and are not at all transparent regarding payments made to third parties.
Recently, 62.4 percent of FedEx shareholders voted for expanded political disclosure. This of a new policy to be implemented in 2022, yet details have not been forthcoming. With detail lacking, Nike shareholders must send a message that half measures were not enough even before January 6 and certainly are not enough now. We asked Nike to be fully transparent about its political engagement and to again stand with its peers Boeing, Microsoft and Starbucks, Companies that regularly score between 50% to 80% higher than NIKE on the prestigious CPA Zicklin Index compiled by the Center For Political Accountability in conjunction with The Wharton School's Zicklin Center For Business Ethics Research. Therefore, to bring NIKE in line with its peers, to protect our investments and for the good of country, please join me in casting a vote for proposal number 4.
Thank you. Thank you.
We have
now covered this proposal. The 5th matter to be voted on is a shareholder proposal regarding a human rights impact assessment. The Board recommends a vote against this proposal for the reasons set out in our proxy statement. We will now play a prerecorded statement from Johar Ilholm to present the proposal. Operator, Please play the statement from Ms.
Ilholm at this time.
Hello. My name is Johel and I urge you to support Proposal 5 requesting NIKE produce a human rights impact assessment filed by Dominique Impact Investments and 4 co filers. I am Uyghur, and my father, Ilham Totti, is an economist who has been imprisoned in China for 7 years, serving a life sentence for advocating respect for the religious and cultural beliefs of our people and for equal opportunity. It has been years since I have heard news of my father, and I worry about his current condition. When he was first arrested, He was shackled, beaten and denied food twice, each time for 10 days.
I began as an advocate, speaking only for my father, but when I learned that hundreds of thousands of families were experiencing similar For worse treatment, that was when I knew I couldn't remain silent. What brings me here today to speak at the NIKE Shareholder Meeting? Nike sources cotton garments from China and 84% of the cotton produced in China comes from the Uyghur region. While Nike has committed not to use textiles or spun yarn from the Uyghur region, we remain concerned that Nike has not committed to stop using any from the Wuhua region and its products. The most content from the Wuhua region is spun and woven elsewhere in China.
Last year, according to the Washington Post, Nike was linked to a factory in China that used Uyghur forced labor. Due to the surveillance and repression that UHorse in China are facing today, it is almost impossible for any brand to verify that any supply chain for cutting goods coming from China is free of forced labor. While recognizing NIKE has a code of conduct in place, who has not conducted a publicly available human rights impact assessment and has not committed to the call to action on human rights abuses in the Oiwa region, a pledge to exit the Ooma region at every level of the supply chains, which is seen as best practice. If NIKE conducts the requested Human Rights Impact Assessment, it would help the company identify workers who have been subjected to forced labor, protect their safety, to tell their stories and where possible help them achieve remedy. We understand the sensitivity of maintaining operations in the Chinese market, but at the same time shareholders and consumers want to know that NIKE's products were not made at Cost of workers being subjected to forced labor.
NIKE has been a leader in supply chain transparency, But we are urging the company today to do more to protect the human rights of all workers in its entire cotton supply chain and to provide additional transparency for consumers and investors. Thank you.
Thank you. We have now covered this proposal. The 6th matter to be voted on is a shareholder proposal regarding supplemental pay equity disclosure. The Board recommends a vote against this proposal for the reasons set out in our proxy statement. We will now play a prerecorded statement from Natasha Lamb to present the proposal.
Operator, Please play the statement from Ms. Lam at this time.
Good morning. My name is Natasha Lam, Managing Partner at Arjuna Capital. And I move proposal number 6 asking for a report on racial and gender pay gap as a means to address structural pain equity. As investors, we've worked with many companies, including NIKE, pressing them to be more transparent on pay equity and many, including NIKE, Are now comfortable publishing statistically adjusted numbers assessing whether minorities and non minorities And women and men are paid similarly for the same jobs. But that data does not address the structural racism and sexism that relegates people of color and women into low paying job categories and stands in the way of more diverse innovative organizations.
Black workers in the U. S. Earned $0.64 on the dollar versus white workers for full time work. Women in the U. S.
Earn $0.83 on the dollar versus men. These median statistics are troubling and the data is raw. The data is straight up what they're paid for full time work versus their white majority in male peers. It's not statistically massage to make it look like there's pay equity by breaking employees into their respective job buckets. The gender pay gap is literally defined as the median pay of women working full time compared to the median pay of men.
This assessment is considered the valid way of measuring by the U. S. Census Bureau, the Department of Labor, the Organization For Economic Cooperation and Development and the International Labor Organization. Not to mention the United Kingdom and Ireland, which now mandate disclosures of median pay gap. NIKE reports a 4% base gender pay gap and a 25% bonus pay gap for its U.
K. Operations. But notably our company has not published media and information beyond the U. K. The companies that are comfortable publishing unadjusted data, DARPA, Citigroup, Adobe, Pfizer, Mastercard and others are showing leadership.
They're not hiding behind massage because they know that by being transparent, they are creating a new standard of best practice for accountability and performance. I'm frustrated to say that NIKE is not one of those companies. And I'm surprised that given where we are as a country, the pay device that has been exacerbated by the pandemic and the protest to uphold Black lives that the company is fighting this simple and reasonable request. Thank you for your time as we firmly believe our company is best served by a transparent, fulsome and honest Accounting of Pay Equity.
Thank you. We have now covered this proposal. The 7th and final matter to be voted on is a shareholder proposal regarding diversity and inclusion reporting. The Board recommends a vote against this proposal for the reasons set out in our proxy statement. We will now play a prerecorded statement from Jalen Spann to present the proposal.
Operator, please play the statement from Ms. Spann at this time.
Hello. My name is Jalen Spann, and I'm a research and development associate at the consultancy Whistle Stop Capital. And I'm speaking on behalf of the nonprofit advocacy organization, As You Sow. We formally move proposal number 7, which asks NIKE to report on the effectiveness of its diversity, equity and inclusion efforts. Transparency and accountability in NIKE's diversity initiatives isn't something that is just good for its marketing.
It's something that supports a well run company. Reports from McKinsey, Credit Suisse and Stanford's Graduate School of Business have all linked diversity and inclusion to corporate outperformance. Benefits of diverse teams include access to top talent, a better understanding of consumer preferences, A stronger mix of leadership skills and improved risk management, among others. Nike has been harmed by diversity management missteps. In 2018, a series of allegations of gender discrimination led to a number of NIKE's executives leaving the company.
Allegations included that women were marginalized in meetings, excluded from crucial decisions and feared repercussions from speaking up. The company also infamously broke with Allison Felix, the most decorated American track and field Olympian, when it sought to reduce her compensation while she was pregnant. A company with advertising campaigns focused on pregnant women must also provide a workplace that pregnant and all women are able to thrive in. John Donahoe, NIKE's CEO has said, our brand would not be what it is Today without the powerful contributions of black athletes and black culture, and he's absolutely right. Given this, NIKE should also share at what rate its black employees are retained and promoted relative to total workforce That the company has been unwilling to do so, particularly given concerns raised by employees in the past Is worrying.
I encourage NIKE to step forward and share honestly the effectiveness of its diversity programs, demonstrating even in the face of imperfection that it is truly committed to a diverse and inclusive workforce.
Thank you.
Thank you. We have now covered each of the proposals.
Thank you, Anne. I now declare the polls closed. I'll now turn the meeting over to John Donahoe, our President and CEO, to review our fiscal year 2021 performance.
Thank you, Mark, and good morning and nice to be with all of you today. As you know, earlier this year, I completed my 1st full year as NIKE's CEO. And when I look back on the year, I can't help but feel proud of our team. We remain focused on what makes NIKE special. The competitive advantages we have that help us keep in the lead.
Our underlying strengths can be felt throughout The entire company from our commitment to innovation to the deep and meaningful connections we create with consumers all around the world. We serve athletes like no other brand. Thanks to our extraordinary team across the Nike, Jordan and Converse brands. We continue to face unprecedented macro challenges and yet through it all, our team has delivered for our consumers and communities. Our roughly 75,000 teammates have demonstrated creativity, teamwork and resilience, and they are the reason why NIKE continues to I extend my genuine thanks to all of them.
And just like last year when the pandemic began, Our focus has been to put our people first. We prioritize the health and safety of our teammates and our consumers, closing stores when needed and continuing to roll out enhanced benefits to support our teammates during these challenging times. And in addition, we've continued to fight against systemic racism. As part of its 10 year $100,000,000 commitment to the black community. The Jordan brand and Michael Jordan announced in March the opening of their first round of community grants, supporting grassroots organizations that focus on social and economic justice, Education and Awareness.
As we continue to lead with our values, we remain focused on driving action and impact. Of course, our investment in community also comes to life through sport. Take Naomi Osaka's Play Academy, which was launched earlier this year with the goal of helping elevate young girls' lives through play and sport. Today with locations around the world, PLAY Academy collaborates with local organizations to encourage a new definition of movement for the next generation of girls. Naomi and NIKE share a belief that play is for everyone and that everyone deserves an opportunity to play no matter what.
As we continue to expand the definition of sport, executions like Play Academy bring our mission and vision to life in ways that can have profound impact on athletes of all kinds. Fiscal 2021 also saw the release of our latest impact report and announcement of our new 2025 purpose targets. These targets outline clear goals, Action Plans and Accountability. Our 2025 targets will keep us focused on a host of key priorities from sustainability to representation to investing in communities around the globe. This important work Creates long term value for NIKE, while also raising the bar for our entire industry.
Our leadership role is one we take seriously as we never settle for the status quo, always Pushing for what's possible as we stay on the offense. Over the course of this past year, we again delivered the strong results Our shareholders have come to expect from NIKE. Our extraordinary financial performance included double digit growth and NIKE's highest EBIT margin in recent history. The power of NIKE is our consistency and the strength of our global portfolio, as all 4 of our geographies delivered growth. And so, Despite volatility all around us in fiscal 2021, NIKE grew our leadership position.
We extended the separation between us and the rest of the pack. As I've said before, and I'll say again, these are times when strong brands can get stronger and that's what NIKE did this past year. And this was also a year where we brought to life our new consumer direct acceleration strategy. As part of CDA, we successfully realigned our organization and began investing in our highest growth areas. Part of that investment is our consumer construct of men's, women's and kids and Jordan, which aligns us against the biggest opportunities we see ahead of us.
We're putting resources behind our end to end digital transformation across the value chain as we unlock more growth and efficiency for the business. And as always, our primary focus is continuing our commitment to sport innovation. Our relentless product pipeline is increasingly fueled by sharp consumer insight as we blend the art and science of product creation. And it is the case every Olympics and Paralympics, you've got a powerful sense of our edge and innovation this summer in Tokyo. We continue to set the pace with leading performance innovation like our breakthrough next percent footwear platform.
Footwear that offers such a measurable benefit that even some competitor athletes took to wearing it. And our advantage in innovation extends to product for all athletes, the athlete's asterisk. Feedback from our female consumer drove the Pegasus 38, which kept the best cushioning innovations from this popular franchise, While improving and tailoring comfort and fit. And we remain focused on always bringing fresh points of view to our most loved iconic footwear, the Air Force 1, the Air Jordan 1 and our deep lineup of Air Max. Our deliberate strategy to add new styles and colors continues the expansion of these popular platforms.
This innovative mindset can also be seen as we expand the global community of athletes. Our NIKE M maternity collection and the new NIKE Yoga collection were both big hits with consumers in fiscal 2021 as we grow sport through inclusivity. And these collections set the standard for the industry as they were specifically engineered to deliver the exact fit, movement and comfort demanded by consumers. This year also saw NIKE continue our leadership in inclusive design as seen with the NIKE GO FLYEASE, our first truly hands free shoe and the Glide Flyease, which was worn by the world's greatest athletes on the metal stand in Tokyo. We also drove our sustainability innovation agenda with our new crater foam, new iterations of our Space Hippie platform and new products like Cosmic Unity, our first performance shoe under our Move to 0 initiative.
The consumer response we're seeing to these products offers continued proof of the global appetite for sustainable product, and we're excited by the future in this space. Our belief in innovation also extends to our digital advantage. We continue to elevate our membership proposition, which comes to life across our 1 NIKE marketplace. This year, NIKE hosted our 1st ever Globally Coordinated Member Days, which reached over 60,000,000 members across 25 countries offering them first access to product, rewards for activity and exclusives across stores and digital. And this year, we've also added live streaming to the SNKRS app and kept on innovating, launching sneakers live, our first product drive product drop via live streaming.
So today, we're the clear leaders in digital in our industry. Our owned digital revenue is now over 20% of our business, a mark we've hit 3 years ahead of plan. And looking ahead, we see even greater competitive acceleration. In fact, by fiscal 2025, we expect our business to be 40% owned digital. This shift is having a profound transformation on our operating model.
And thanks to our playbook, we are creating greater value for both consumers and shareholders. And so on our Q4 earnings call in June, we outlined new fiscal 'twenty five Financial Goals. This new financial model is clear proof of the confidence we have in NIKE's future. And as I look ahead to fiscal 2022, I'm excited. We are clearly seeing our strategy work.
The team at NIKE is energized by our incredible potential, and I hope you're energized as well. Fueled by our competitive advantages, we will continue to drive our vision to create the future of sport. Thank you.
Thank you, John. We've now reached the Q and A portion of the meeting. Many questions were submitted in advance of the meeting and we have also monitored any questions submitting during the meeting. Several key themes have emerged with shareholders expressing interest in hearing more about our business strategy, product innovation, the marketplace, supply chain management and social justice issues to name a few. As Anne previously noted, We have consolidated similar questions based on these key themes, so that we will have time to address as many topics as possible.
Joining me to answer these questions are John Donahoe as well as Matt Friend, our Chief Financial Officer and Heidi O'Neill, President, Consumer and Marketplace. I will read the questions and then ask this team to answer them. So let's begin with the first question, which is about the consumer direct acceleration strategy. The question asks, You're about a year into your new consumer direct acceleration strategy. How is that going?
John, why don't you start with this question? Thanks, Mark.
As I said in my remarks, NIKE's strategy is working, and we're very Encouraged and excited by the progress we've seen thus far. The consumer direct acceleration is transforming NIKE with direct impacts that we can already see on our ability to serve consumers end to end with a premium and seamless experience and on our business. Heidi, you've been leading so much of implementing our CDA and our geographies across the world. Maybe you can share a little bit more about how it's coming to life.
Sure. Happy to. Thanks, John. With the CBA, we successfully realigned our organization to Further invest against our highest growth areas. We are now even more focused on accelerating our direct model and the technology to scale and maximize this opportunity.
Part of that up investment is also our simpler consumer construct of men's, women's and kids and that aligns us against the biggest opportunities we see ahead of us. Just to give you a few examples, our investment in serving women is paying off. In fiscal 2021, NIKE Women's was an $8,500,000,000 business and drove outsized growth of 22% versus our prior year. We're also dedicating more resources against the kids business within innovation and insights and we're finding kids specific innovation models outperforming adult takedowns in the marketplace. And we're putting resources behind our end to end digital transformation across the value chain as we unlock more growth and efficiency for the business.
Above all, our strategy positions us to lead and drive continued Market separation, while always connecting consumers to their passion for sport. Matt, is there anything you'd like to add?
Well, I'd just add that the consumer direct acceleration is having a profound effect also on our operating model. Our relentless focus on serving Tumors is resulting in healthy profitable growth and the shift to a more direct model has resulted in NIKE's highest EBIT margin in recent history. The investments we've made against our end to end digital transformation are making us more agile and we're building the capabilities that are required for NIKE to operate a digitally led omnichannel direct to consumer business at scale. As you saw in fiscal 2021, our NIKE Direct business is approaching 40% of total NIKE brand revenue with digital representing 21% of total NIKE brand revenue, a milestone we've reached 3 years ahead of our prior plan. Looking ahead, we see even greater competitive acceleration.
By fiscal 2025, as John, you mentioned earlier, we expect our business to be 60% direct to consumer with 40% of our business to be NIKE owned digital.
Great. Thanks, Heidi and Matt for sharing those details. The second question is about innovation.
A year
and a half ago into the pandemic, how is your innovation pipeline looking? Are you going to be able to Still deliver innovative performance products to your consumers. John, your thoughts? John, do you have your thoughts on the question on the innovation pipeline?
Sorry, Mark, I was on mute. So Mark, as you know, everything at NIKE starts with innovation, Right. It's our commitment to sport innovation fuels everything that we do. And I just can't emphasize enough how Deeply woven innovation is into NIKE's culture and into everything we do. It's part of the magic Secret sauce of NIKE, that ability to combine the science of data and consumer insight with the magic of the art of design, storytelling and the creative process.
And so today, we're more confident than ever in our innovation pipeline. And our new organization structure is helping us really sharpen and deepen our focus into the areas that matter most to consumers and allow us the biggest opportunity to innovate and grow our business. I mentioned in my remarks the consumer insights function now, which is allowing us to go deeper in our understanding about Consumers in key areas like women's. I mentioned the Pegasus 38, and it was just a great example of how we were taking a long term core running franchise for NIKE, the Pegasus, and take all the benefits of it and yet with sharp insight around women, Make sure we adapt and innovate in a model that provides greater fit and comfort for women consumers. And the results are proving out in the marketplace.
So we've got a number of great products coming looking forward, And we're focused on performance products, as you mentioned in your question. Absolutely, that's always the foundation and hallmark of our innovation, but also, as I mentioned in my remarks, inclusive design through our Flytease program and Sustainability, which matters to consumers and will increasingly matter to consumers and to our global community of athletes. And The truth is, Mark, the NIKE, because of the breadth and depth of our resources, our scale and our close relationships with athletes, We have competitive advantages that the other companies have and we are absolutely So that we can continue that long track record of innovation and emerge from this period even stronger than we did coming in.
Okay. Thanks, John. And I'll just add, the pace of innovation has not slowed down at all. It's really exciting to see what's coming. This next question is for me and it looks like a bit of a fun one.
Read simply, Mark, as Chairman of Nike, what shoes are you wearing today and why did you pick them out this morning? Okay. Well, I'm wearing my latest go to running shoes, she called the invincible. And for me, it's all about comfort. This is one of the best running shoes we've got and the ride is incredible.
I didn't mean to make this a new Nike commercial, but it's a fantastic shoe. Thanks for that question. The next question relates to digital and the 1 Nike marketplace. Question is how is NIKE's digital ecosystem performing and what role will brick and mortar stores play in your future offense? Heidi, why don't you take this question?
Sure. Thanks, Mark. I love this question. So thanks for it. And I'll start by reiterating what we've mentioned before, our strategy is definitely working.
We're being very intentional in our plans to shape the marketplace of the future and how we intend to lead it. The reality is our consumers are telling us what they expect from us. They want a premium and seamless brand experience wherever they shop. This leads with digital, online to offline services and honestly an emphatic call for physical experiences as we continue to invest in store concepts and serve consumers across the marketplace. So as we accelerate the digital led marketplace of the future, our commitment is to serve our consumers more personally and at scale.
We will do this through our own channels as well as with select key partners that share our vision of offering expanded choice and access to sport and to NIKE. Across the entire One Nike marketplace, we connect with consumers through NIKE membership. You are seeing us elevate our membership proposition and our app ecosystem and our stores experience. This seamless experience is winning with consumers and enabling us to create a premium journey and incremental business value for that multi channel shopper. Our agility and our sense seen to serve consumer shifts in the marketplace will enable us to fully capitalize on incremental market opportunities and our digitally enabled physical stores will continue to play a critical role to better serve and create deep relationships with our consumers.
We see this opportunity across our store concepts, including the NIKE Live mono brand fleet. These stores are designed to unlock key growth areas such as women's and apparel and Jordan and to grow sports and our marketplace. And we're imagining the value shopping experience through NIKE UNITE as well as we shift to more urban locations, increasing convenience and local relevance. Our O2O services such as buy online, pickup in store as well as in store shopping features like our NIKE app at retail, experts on demand, store chat, we've got store text, alongside accelerated replenishment in stores and more expanded pickup options drive our industry leading consumer experiences. These differentiated and innovative retail concepts will continue to separate us from the competition and will drive higher long term growth and market share in the future as we stay laser focused on listening to and serving our consumers every day.
Thanks, Heidi. Staying on the topic of marketplaces, our next question relates to China and it reads, With so many dynamic issues to manage, how is NIKE expecting to return to double digit growth in China? John and Matt, why don't you 2 take this one together? Great, Mark. Matt, why don't I start out
and then you can provide a little bit more color. Look, We have always taken a long term view in China, and we will continue to take a long term view in China. We've been in China for 40 years, And we're going to continue to invest to create strong consumer connections to our brand. And our formula of what we always have done is one that will continue, Right, just guided by some fundamentals that have been there for the past 40 years and that starts with what we were just talking about, great compelling product innovation. And we leverage both our global platforms for great product innovation as well as innovations tailored to the Chinese consumer, right?
Our Express line allows us to build Tailored focused products to serve that consumer in ways that inspire them. 2nd, we have strong consumer connection, Our brand connects with consumers through our shared passion for sport and through our both digital and over 7,000 of retail, mono brand retail doors throughout China. 3rd, we've got a great local team led by Angela Dong, our terrific leader in China, and He's got a really strong local team who have just been spectacular and navigating through the pandemic and navigating through all the dynamic environment that we're operating in. As a last, like Nike does everywhere, we're deeply committed to the community And we promote sport and healthy lifestyles. In China, we try to be a leader in sustainability.
And so we'll continue to invest in community and be responsible citizens. So those fundamentals are ones that we will continue to pursue and continue to invest in. They served us well over time and we believe they will serve us well going forward. So Matt, do you want to maybe put a little bit more color on that and some of the recent results?
Sure, John. Well, as we've said the last couple of quarters, we're optimistic that we can continue to drive long term growth in China. Our experienced local Chinese management team continues to navigate through marketplace dynamics and they delivered Q1 revenue and EBIT growth in line with our recovery expectations. In July, we engaged with consumers through the launch of our Joy of Sports local marketing campaign. And this campaign generated over 1,000,000,000 local views, demonstrating strong brand connection with the Chinese consumer.
And we saw demand in our sneakers app grow more than 130% for the quarter. As John said, we're taking a long term view in China, so we can continue to invest in the local consumer experience and Consumer Connections, including the inspiration of the next generation of athletes. We're increasingly using consumer insights To design locally relevant product for Chinese consumers with speed and agility, most recently the NIKE SB Dunk. And we're localizing our tech stack to improve the consumer digital experience within the China digital ecosystem. So So these are just a few reasons why we're optimistic over the long term that we can drive growth in China.
Okay, thanks. Our next question relates to NIKE's supply chain and it reads, we've heard a lot in the news recently about supply chain issues, Factory closures and product delays. Can you share how NIKE has been impacted? Matt, I think this is a good one for you.
Okay, Mark. Well, first, let me say I'm proud at how our team has successfully navigated through various complexities across the world over the last year and a half. It's been remarkable what our team has been able to accomplish. And as I said last quarter, we're not immune to the global supply chain headwinds that are impacting our industry today, including factory closures and elevated transit times to move inventory around the world. Consumer demand for NIKE Jordan Converse is incredibly high and our Q1 financial results would have been even stronger with more available inventory supply.
So as we look to manage our supply chain over the coming quarters, our teams are doing exactly what they have been doing over the past year and a half. We're leveraging our scale and the strength of our partner relationships in order to improve the flow of product, and we keep focused on serving the consumer as we execute our consumer direct acceleration strategy. We're better positioned than ever to manage the current environment and we're confident that we will emerge even stronger as a brand and a business, like John mentioned earlier. We've also been investing to build capabilities that are transforming our operating model and Heidi mentioned a number of them in the marketplace question earlier, Like online to offline services for consumers, we're leveraging the express lane and we're building a digital first supply chain to meet the strong and growing digital demand that we see. And all of these things are helping us to operate with more agility than we've ever operated before.
So we're optimistic that inventory supply availability will improve as we approach fiscal year 'twenty three and our vision for NIKE's long term future remains unchanged. Okay. Thanks, Matt.
The next question is about social impact and it reads, historically Nike has been very vocal on social issues. How does Nike think about this? Heidi, why don't you take this one?
Of course, Mark. I'll take that. First of all, NIKE's mission is to bring inspiration and innovation to every athlete in the world. We believe in the power of sport and the potential for how can create positive change in the world, and that's where we start. Specifically, our focus is in 3 key areas: People, Planet and Play.
Our people work is focused on diversity, equity and inclusion, responsible sourcing and building community. To protect the planet, we don't just wait for solutions, we create them. In order to protect the future of sport, our plan at work is focused on pushing what's possible In areas of carbon, waste, water, chemistry and more. NIKE also invests in play and sport for all kids. We do this because an active next generation means a healthier and more equitable future.
Through Made to Play, that's our global commitment to getting kids moving. We are working with local partners to increase girls' participation in sport and to train more coaches, particularly in marginalized communities. Regarding social issues in particular, we hold ourselves to a high standard given the heritage of our company and our brand. We have a responsibility to help create lasting change, grounded in sports and the voice of our athletes to support underrepresented groups who are loyal consumers of our brand. We are taking focused action to drive change both internally with our employees and externally with consumers.
And while we have made some progress over the last couple of years, we know we have a long way to go.
Thanks, Heidi. It looks like we have time for one more question and that's staying on the topic of purpose. And the question still reads, we hear a lot about diversity and inclusion, gender equality and racial justice in the news and around the world. Can you share a little bit more about your efforts in this space, both within your own workforce as well as other communities and stakeholders? John, why don't you take this one?
Yes. Thanks, Mark. This is a very important question. And You know that at Nike, we are guided by our strong values, right? We are a brand of hope and inspiration, and we deeply believe in Power of sport to bring out the best in people.
And we believe in the potential of people to bring out the best in the world. And so as society continues to reckon with some of our most pressing challenges and injustices, We're committed to standing up for one of NIKE's core values, equality. Now regarding racial justice, Our brand, this was referenced earlier in one of the remarks. Our brand would not be what it is today without the powerful contributions of Black athletes and black culture. And that's one of the reasons we're taking meaningful action to support organizations focused on Advancing Racial Equity and Racial Equality across the U.
S. I mentioned that in our remarks. And Mark, we have been, as you well know, and will continue to be a real leader externally in standing up for racial and social justice. But importantly, we're also focused on becoming a leader internally by building a diverse and inclusive team and culture, one in which all voices are welcomed and heard. And this culture of belonging reflects the diversity of our athletes, of our communities that we serve, of our consumers, and very importantly, of our team.
Now we once again this year have published our diversity data as we do every year in our impact report and it shows that our efforts to improve representation Have been made some progress, right? So women now represent 49.5%, almost half of our global team and representation of racial and ethnic minorities in the U. S, which is where we can measure it and where we can get the data. They now represent 29% of our VP leadership team in the U. S.
And so this is progress. We're to be crystal clear, We still have much work to be done, but we're focused on it. And we're excited about building future leaders. In fact, We just completed a great summer intern class, which was the most diverse yet. 55% of our 310 interns were women and 49% were racial and ethnic minorities.
And So by focusing on bringing up the next generation of talent and leadership and investing in both growing the representation And growing our culture of inclusion and diversity. That's how we're going to win. We deeply believe that. I deeply believe that. And our entire leadership team deeply believes it.
So we've made progress. We have a saying at NIKE. There is no finish line. This topic absolutely is one where we get up each and every day focused on how can we get better And be veterans only with that that we're going to be able to achieve our 2025 purpose targets, which we set out that outline Our goals and the accountability that we take us moving forward. So, this is a really important challenge and opportunity for us.
I'm proud of the progress, but we're going to stay with it, both externally and internally.
Thank you, John, and thank you, Matt and Heidi. And thank you, everyone, for your thoughtful questions. At this time, I'd like to hear the voting results. Anne?
Thanks, Mark. I've received the preliminary tabulation from Broadridge. And based on that tabulation, I am pleased to report the following. The 12 nominees have been duly elected as Directors of this company for the ensuing year. The compensation of the named executive has been approved.
PricewaterhouseCoopers' selection as the independent registered public accounting firm for the current fiscal year has been ratified. The shareholder proposal regarding political contributions disclosure was not approved. The shareholder proposal regarding a human rights impact assessment was not approved. The shareholder proposal regarding supplemental Pay Equity Disclosure was not approved and the shareholder proposal regarding diversity and inclusion reporting was not approved.
Thank you, Anne, and thank you all. Since there are no further matters to discuss, I will adjourn the meeting with best wishes to everyone to stay safe and as we create and define our future, we will close with one more look at NIKE's belief in the continual pursuit of progress.