Building an inclusive workplace culture requires ongoing attention.
We continue to listen, adapt and invest in how our people experience work every day, so they can contribute, grow and feel part of something meaningful.
Belonging is built into our business strategy and reflected in our values. It shapes how we make decisions, work across teams, and support our people.
It reflects our commitment to respecting and including different voices, ideas, and perspectives in how we work every day.
Our people drive our success. We know that when employees are at their best, General Mills is at its best. We’re committed to supporting them through how we work, collaborate and grow, so they can succeed.
Belonging is built into our business strategy and reflected in our values. It shapes how we make decisions, work across teams and support our people.
It reflects our commitment to respecting and including different voices, ideas and perspectives in how we work every day.
Belonging shows up in everyday moments— how people work together, share ideas and support one another.
It’s comfortable offering a different perspective. Having room to grow and try new things. And knowing your workplace reflects respect for who you are.
Our goal is to create an environment where that is true for everyone.
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A culture of belonging doesn’t happen on its own. We build it intentionally through consistent actions and shared responsibility.
Employee networks have been part of our culture for more than 25 years. Open to all employees, they bring people together across roles, locations and backgrounds— creating space to connect, learn and support one another.
We also make room for open, sometimes difficult conversations through initiatives our platform, Courageous Conversations. These discussions help build understanding and strengthen how teams work together.
And belonging shows up in everyday interactions: how meetings are run, how feedback is shared and how people listen. We give employees the tools to make those interactions more inclusive and effective.
Belonging doesn't stop at our offices and plants. In our communities, we support organizations that expand access and opportunities where our employees live and work.
Across our brands, which are found in approximately 90% of U.S. households, we serve a wide range of people, needs and preferences, and that breadth shapes how we think about food and the role it plays in people's lives.
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We conduct regular listening surveys with our employees to gauge how our people experience belonging and where we need to improve. In 2025:
These numbers help us understand where we’re making progress and where we need to focus next.
