Good morning, welcome to the Nike, Inc. 2021 annual meeting of shareholders. I would now like to introduce Nike's Executive Chairman, Mark Parker.
Good morning, everyone. 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 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 seven 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. We will have a Q&A period followed by a preliminary report on the voting results. Ann, 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 seven matters to be voted on at this meeting. Second, 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.
Third, during the Q&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. 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 approximately 24 hours after the meeting ends. We therefore ask that you refrain from recording this meeting.
Thank you, Ann. 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 firm for many years. Finally, Tony Carideo 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 17th, 2021, and that a quorum of both Class A and Class B common stock are present today.
Since a quorum is present, I declare this annual meeting of the shareholders of Nike, Inc., duly convened. We will dispense with the reading of the minutes of the last annual meeting and proceed to the matters to be voted on. Ann, I'd like to ask you to present the 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's nominees for election by the Class A shares are Cathleen Benko, Beth Comstock, John Connors, Tim Cook, John Donahoe, Thasunda Duckett, Travis Knight, Mark Parker, and John Rogers, Jr. The board's nominees for election by the Class B shares are Alan Graf, Jr., Peter Henry, and Michelle Peluso. The board recommends a vote for each of these nominees.
Thank you, Ann. In accordance with the company's bylaws and corporate governance guidelines, the board has reviewed and considered all other nominations received by the company. I declare the nominations closed.
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 third 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 fourth 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 pre-recorded 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. I stand on behalf of Newground 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. Capitol, 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. 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, quote, "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 it continued, "This risk is especially high when companies donate to 501(c)(4) groups, since it is not always clear where that money is going, and it may very well end up in a cause that clashes with the company's core values and positions." End quote.
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% of FedEx shareholders voted for expanded political disclosure.
This is a harbinger of increased shareholder dissatisfaction with corporate obstinance regarding full and transparent reporting. Nike has made mention 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 6th, and certainly are not enough now.
We ask 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%-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 the country, please join me in casting a vote for proposal number 4. Thank you.
Thank you. We have now covered this proposal. The fifth 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 pre-recorded statement from Jewher Ilham to present the proposal. Operator, please play the statement from Ms. Ilham at this time.
Hello, my name is Jewher Ilham, and I urge you to support proposal 5, requesting Nike produce a human rights impact assessment filed by Domini Impact Investments and four co-filers. I am Uyghur, and my father, Ilham Tohti, is an economist who has been imprisoned in China for seven 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 out only for my father. But when I learned that hundreds of thousands of families were experiencing similar or 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 cotton from the Uyghur region in its products. When most cotton from the Uyghur 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 Uyghurs in China are facing today, it is almost impossible for any brand to verify that any supply chain for cotton goods coming from China is free of forced labor.
While recognizing Nike has a code of conduct in place, it 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 Uyghur region. A pledge to exit the Uyghur 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 remedies. At the same time, shareholders and consumers want to know that Nike's products were not made at the cost of workers being subjected to forced labor.
Nike has been a leader in supply chain transparency. 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 sixth 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 pre-recorded statement from Natasha Lamb to present the proposal. Operator, please play the statement from Ms. Lamb at this time.
Good morning. My name is Natasha Lamb, Managing Partner at Arjuna Capital. I move proposal number 6, asking for a report on racial and gender pay gap as a means to address structural pay inequity. As investors, we've worked with many companies, including Nike, pressing them to be more transparent on pay equity. 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. That data does not address the structural racism and sexism that relegate people of color and women into low-paying job categories and stand in the way of more diverse, innovative organizations. Black workers in the U.S. earn $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 and male peers. It's not statistically massaged 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 pay inequity by the U.S. Census Bureau, the Department of Labor, the Organisation for Economic Co-operation and Development, and the International Labour Organization, not to mention the U.K. and Ireland, which now mandate disclosures of median pay gaps. Nike reports a 4% base gender pay gap and a 25% bonus pay gap for its U.K. operations. Notably, our company has not published median information beyond the U.K.
The companies that are comfortable publishing unadjusted data, Starbucks, Citigroup, Adobe, Pfizer, Mastercard, and others, are showing leadership. They're not hiding behind massaged data 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 divides that have been exacerbated by the pandemic and the protests 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 seventh 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 pre-recorded statement from Jaylen Spann to present the proposal. Operator, please play the statement from Ms. Spann at this time.
Hello, my name is Jaylen Spann, and I'm a Research and Development Associate at the consultancy Whistlestop 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 Allyson 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." He's absolutely right. Given this, Nike should also share at what rate its Black employees are retained and promoted relative to the 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. Good morning, and nice to be with all of you today. As you know, earlier this year, I completed my first full year as Nike's CEO. 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, yet through it all, our team has delivered for our consumers and communities.
Our roughly 75,000 teammates have demonstrated creativity, teamwork, and resilience. They are the reason why Nike continues to lead. I extend my genuine thanks to all of them. 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. In addition, we've continued to fight against systemic racism.
As part of its 10-year, $100 million 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 a 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 four of our geographies delivered growth. Despite volatility all around us in fiscal 2021, Nike grew our leadership position.
We extended the separation between the rest of the pack and us . 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. 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. 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. As is the case every Olympics and Paralympics, you got a powerful sense of our edge in innovation this summer in Tokyo. We continue to set the pace with leading performance innovation, like our breakthrough NEXT% footwear platform. Footwear that offers such a measurable benefit that even some competitor athletes took to wearing it. Our advantage in innovation extends to products for all athletes, the athletes asterisk.
Feedback from our female consumers drove the Pegasus 38, which kept the best cushioning innovations from this popular franchise, while improving and tailoring comfort and fit. 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. 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 Nike Glide FlyEase, which was worn by the world's greatest athletes on the medal 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 Zero initiative. The consumer response we're seeing to these products offers continued proof of the global appetite for sustainable products, 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 One Nike Marketplace.
This year, Nike hosted our first- ever globally coordinated member days, which reached over 60 million members across 25 countries, offering them first access to product, rewards for activity, and exclusives across stores and digital. This year, we've also added live streaming to the SNKRS app and kept on innovating, launching SNKRS Live, our first product drop via live streaming.
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 three years ahead of plan. 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. Thanks to our playbook, we are creating greater value for both consumers and shareholders. On our fourth quarter earnings call in June, we outlined new fiscal 2025 financial goals. This new financial model is clear proof of the confidence we have in Nike's future. 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&A portion of the meeting. Many questions were submitted in advance of the meeting, and we have also monitored any questions submitted 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 Ann 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. 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. 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 in 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 CDA, 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 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 $8.5 billion 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.
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 consumers is resulting in healthy, profitable growth. 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 omni-channel, 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 three 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?
Oops, sorry, Mark. I was on mute. Mark, as you know, everything at Nike starts with innovation, right? Our commitment to sport innovation fuels everything that we do. 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. Today, we're more confident than ever in our innovation pipeline. Our new organization structure is helping us really sharpen and deepen our focus into the areas that matter most to consumers and allows 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 Nike Women's. I mentioned the Nike Air Zoom Pegasus 38. 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, yet with sharp insight around women, make sure we adapt and innovate in a model that provides greater fit and comfort for women consumers. The results are proving out in the marketplace. 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.
As I mentioned in my remarks, inclusive design through our FlyEase program and sustainability, which matters to consumers, and will increasingly matter to consumers and to our global community of athletes. The truth is, Mark, that Nike, because of the breadth and depth of our resources, our scale, and our close relationships with athletes, we have competitive advantages that few other companies have, and we are absolutely, during this pandemic, doubling down on our investment in these things 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. I'll just add that 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. It looks like a bit of a fun one. Reads 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, a shoe called the Invincible. For me, it's all about comfort. This is one of the best running shoes we've got. The ride is incredible. I didn't mean to make this a little Nike commercial. It's a fantastic shoe. Thanks for that question. The next question relates to digital and the One 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, thanks for it. 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, honestly, an emphatic call for physical experiences as we continue to invest in store concepts and serve consumers across the marketplace. 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 in our app ecosystem and our store 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 sensing 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, to grow sports and our marketplace. 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. 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 two 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. We will continue to take a long-term view in China. We've been in China for 40 years. We're going to continue to invest to create strong consumer connections to our brand. Our formula, what we have always done, is one that will continue, right? Just guided by some fundamentals that have been there for the past 40 years.
That starts with what we were just talking about, great, compelling product innovation. We leverage both our global platforms for great product innovation as well as innovations tailored to the Chinese consumer, right? Our Express Lane allows us to build tailored, focused products to serve that consumer in ways that inspire them. Second, we have a strong consumer connection, right?
Our brand connects with consumers through our shared passion for sport and through our both digital and over 7,000 mono- brand retail doors throughout China. Third, we've got a great local team led by Angela Dong, our terrific leader in China, and she's got a really strong local team who have just been spectacular in navigating through the pandemic and navigating through all the dynamic environment that we're operating in. The 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. 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.
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, 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, this campaign generated over 1 billion local views, demonstrating a strong brand connection with the Chinese consumer. We saw demand in our SNKRS 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 products for Chinese consumers with speed and agility, most recently, the Nike SB Dunk. We're localizing our tech stack to improve the consumer digital experience within the China digital ecosystem. 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. 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, and Converse is incredibly high, and our first quarter financial results would've been even stronger with more available inventory supply. 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. 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. 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. Heidi mentioned a number of them in the marketplace question earlier, like online- to- offline services for consumers. We're leveraging the Express Lane. We're building a digital- first supply chain to meet the strong and growing digital demand that we see. All of these things are helping us to operate with more agility than we've ever operated before.
We're optimistic that inventory supply availability will improve as we approach fiscal year 2023, and our vision for Nike's long-term future remains unchanged.
Okay, thanks, Matt. The next question is about social impact. It reads: Historically, Nike's been very vocal around 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 sport can create positive change in the world. That's where we start. Specifically, our focus is in three 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 planet 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. 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. 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. You know that at Nike, we are guided by our strong values, right? We are a brand of hope and inspiration. We deeply believe in the power of sport to bring out the best in people. We believe in the potential of people to bring out the best in the world. 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. 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. 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. 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. 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? Women now represent 49.5%, almost half of our global team.
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. This is progress. To be crystal clear, we still have much work to be done, but we're focused on it. 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. 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.
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 better. It's only with that we're going to be able to achieve our 2025 purpose targets, which we set out to outline our goals and the accountability that we take us moving forward. 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. Thank you, everyone, for your thoughtful questions. At this time, I'd like to hear the voting results. Ann?
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 officers 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, Ann, 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 healthy. As we create and define our future, we will close with one more look at Nike's belief in the continual pursuit of progress.