I have been working with companies for twenty years in a bid to involve them more in the delivery and improved impacts of international aid.
What started primarily as a resource mobilization effort, for CARE International UK in 2006, soon evolved into something more integrated – global banks providing accounts for village savings groups; insurers offering rural communities $1 policies for health coverage; and even beer companies investing in research to understand the link between alcohol and domestic violence.
Throughout this time, I saw how the emergence of diversity, equity and inclusion (DEI) policies into the corporate world helped usher in new modes of leadership. CEOs began talking about putting “people and planet before profit.” HR departments prided themselves on equal opportunities, and invested in understanding workers’ rights and needs.
This shift toward a more inclusive, values-driven model of ‘Business 2.0’ was slow to take hold, but many of the world’s largest companies led the way. At least, they talked a good game. And, sometimes, talking is where progress begins.
DEI Under Threat
Today, however, we are navigating a world increasingly shaped by geopolitical instability, shifting aid flows, and rising nationalist rhetoric. DEI is under threat – not just from external political pressures, but from internal forces like budget cuts and boardroom fatigue. Yet, walking away from DEI now is not only a moral misstep, in my opinion it’s bad for business and bad for society.
The first quarter of 2025 has already seen drastic cuts to development aid. Alongside this, DEI commitments – once publicly celebrated – are being quietly shelved. Still, inequality persists. Marginalized groups, particularly women, ethnic minorities, LGBTQ+ individuals, and people with disabilities, continue to face systemic barriers. The need for equity in the workplace and beyond remains urgent.
Companies have long positioned themselves as leaders in social responsibility. I know this because I’ve spent countless hours in corporate boardrooms discussing the merits of my host’s latest DEI framework. I’ve attended conferences, facilitated panels, sat in workshops, written blogs, and led site visits from the northern provinces of Myanmar to the remote islands of the Philippines.
I’ve seen the important impacts of DEI on company culture, factory floors, and the communities indirectly touched by global supply chains.
The type of leadership that I’ve witnessed in this time, and that prioritizes values-driven business (one that sees the “win-win” for company and society in driving a stronger DEI agenda) is not a “nice-to-have.”
It is, more than ever, core to innovation, resilience, and long-term growth. Numerous studies have shown that diverse teams outperform homogenous ones. Inclusion drives creativity, better decision-making, and market expansion.
According to McKinsey: “Companies in the top quartile for ethnic and cultural diversity outperform those in the bottom quartile by 36% in profitability.” Organisations prioritizing DEI enjoy “up to 50% lower staff turnover”, says the Living Institute, which in turn reduces the high cost of recruitment and onboarding.
During my time with CARE International, I worked closely with companies who shared similar data and positive anecdotes about the way DEI commitments they had made were taking hold. Also while at CARE, I learnt more about micro and small businesses. Globally, these account for 90% of all enterprises and over 50% of global employment, according to the World Bank and the United Nations.
Imagine a world where these businesses adopt inclusive practices – the ripple effects through supply chains and local economies could be truly transformative.
Where to Start?
If you are a business seeking to strengthen your DEI commitments, why not start with the basics:
- Embed DEI in your core strategy – don’t relegate it to CSR.
- Publish annual DEI metrics and be transparent about both progress and challenges.
- Ensure inclusive hiring, equitable pay, and diverse leadership pipelines.
- Advocate publicly for inclusive policies, even when it’s uncomfortable.
In times of political pushback, I don’t believe ‘neutrality’ is a favourable option for the private sector. Companies that stay silent send a message that rights and equity are negotiable. Silence, in my experience, can be both reputationally and ethically compromising which, during uncertain times, is not ideal if your brand and reputation is under the microscope.
DEI is not a passing political trend.
It’s a human and economic imperative – one that businesses must continue to champion with courage, data, and intent.
definitelymaybe 