Author: stellashi

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See the Difference with Clarity. Make Change with Purpose. Close the Pay Gap

Inspirations and aspirations in delivering pay equity

In society today, advocating for pay equity is no longer simply a moral endeavour, it is a social imperative, a movement that recognizes that even after some 50 years of equal pay legislation the gender pay gap stubbornly refuses to go away.

There are, of course, key advocates who have dedicated years of work to promoting conversations about the need to do better, and the urgency to eradicate long-standing gender inequalities. Each success that they achieve builds momentum for change.

One of the most dedicated advocates is tennis champion Billie Jean King. Her activism led to equal pay for men and women in professional sports at the United States Open in 1973. Her impact is still being felt beyond the world of tennis. She has influenced and galvanized organizations, governments, and indeed whole nations, and as an ambassador for EDGE, she remains dedicated to the pursuit of pay equity.

But the speed at which the gender pay gap narrows is glacial, impacting the economic security of women, their families and communities. In response, governments have been finding ways to advance positive progress in this area with the use of legal instruments that effectively ‘force’ organizations to do more.

As more and more countries respond to the issues of gender and pay, the requirement for organizations to report on gender disparity grows.

The gender wage gap for full-time work at median earnings is 12.1% (2022). So, for every $1 a man earns, a woman earns 88 cents. This ranges from 31.2% in Korea and 17.0% in the United States to 1.4% in Costa Rica and 1.2% in Belgium.

Source: OECD

Gender pay gap and pay equity

Pay equity is the principle that employees should receive equal pay for work of equal value and equal pay legislation is aimed at eliminating employment discrimination and bias. While countries have long-held laws that prohibit discrimination in pay and benefits based on sex, these laws have not eliminated the long-standing injustice of the gender pay gap, which is also influenced by the types and seniority of employment roles that women occupy compared to men.

The gender pay gap gives a broader picture of representation that may be caused by complex and often interrelated issues – such as starting salaries, absences from the workplace due to motherhood and caring roles, lack of career progression, and inadequate mentorship. However, it is widely accepted that a lack of pay equity also contributes to the gender pay gap and diminishes the effects of any organizational efforts to narrow this gap.

Therefore, it is not surprising that national and local governments are increasing their efforts to implement legislative frameworks for organizations aimed at narrowing the gender pay gap.

For some countries, such as Australia, Spain and Thailand, there have been regulatory changes around parental leave, making provisions more generous, or ensuring they are gender-equal to encourage more fathers (and non-primary parents) to be involved in the early months of a child’s life and ease the ‘penalty’ of motherhood.

In other countries such as Brazil and Canada, pay transparency obligations have also been introduced – but with little consistency in approach; different mechanisms are being implemented across different countries, making comparisons (and progress) difficult to measure.

Public disclosure policies, which require employers to disclose salary or total compensation information to job candidates and current employers, making them more accountable and helping workers to make better-informed choices, are being used in certain countries; equal pay reporting requirements have been introduced in others. Again, it adds further complexity to an already complex issue.

EU Reporting requirements

The EU’s Corporate Sustainability Reporting Directive (CSRD), introduced in January 2023, aims to improve the transparency and comparability of sustainability reporting across Europe. It applies from 2025 to the financial year 2024 for large organizations (those employing 250 or more people). By 2029, the threshold will be further reduced to capture more organizations.

The CSRD also applies to certain non-EU organizations. Those listed on an EU-regulated market are included from 2025 for the financial year 2024.  From 2029, organizations with EU revenue exceeding €150 million, having a subsidiary office with over €40 million in revenue in the EU, or having a large or listed EU subsidiary, might also be included.

With its broadened scope, the CSRD will mandate almost 50,000 companies to share their ESG data, a significant increase from the previous Non-Financial Reporting Directive. Organizations should act promptly to prepare for the new reporting requirements and deadlines.

Reducing the burden of reporting

EDGE Certified organizations are required to undertake pay equity analysis as part of the certification process. The reports provide essential insights into compensation disparities, enabling them to identify and address any unexplained pay gaps. By taking steps to correct a pay gap the organization contributes to a more equitable workplace. It also reduces any potential legal risks associated with the gap, as well as fosters a culture of fairness and inclusivity for their employees.

The complexity of collecting and analyzing data required for pay equity analysis can be a constant challenge that requires long hours and often high costs. Organizations can significantly streamline their analysis and reporting requirements, however, with the help of a dedicated Pay Tool.

The new EDGE Empower® Pay Tool has been developed for EDGE Empower® users to help their organizations close their pay gap faster and reduce the burden of compliance. It has an intuitive design for effortless operation, and it can be customized for the organization. It means that variables like ‘Responsibility of the Role’ or ‘Type of Performed Function’ can be used to tailor the regression analysis and deliver more meaningful insight.

The browser-based Pay Tool works seamlessly across devices and can also be used offline. It offers speed of use with instant data loading and calculation to provide regression analysis in seconds. And, it has comprehensive data validity checks built in to ensure the accuracy of all inputs.

The EDGE Empower® Pay Tool has robust security and privacy to keep your data secure as it never leaves the user’s device. There are no third-party dependencies or APIs, and so therefore no risks of service disruptions.

Not only does the Pay Tool have a dedicated section for CSRD but it also simplifies compliance with a broad range of national and international laws, decrees and directives including the EU Pay Transparency Directive; Italy’s UNI/PdR 125:2022; the Spanish Royal Decree 901 and 902 / 2020; Swiss Legislation on Equal Pay; Brazil’s Pay Equity Law; US Equal Employment Opportunity Commission (EEOC); and Japan’s Act on Promotion of Women’s Participation and Advancement in the Workforce (APWPAW).

We’re here to support you on this important journey

Request your EDGE Empower® Pay Tool free trial here.

To find out more about the EDGE Empower® Pay Tool here.


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AXA IM Achieves EDGE Move and EDGEplus Certifications


AXA Investment Managers (AXA IM), a leading global asset manager and committed to responsible investing, announces the recertification at its EDGE Move level, recognizing its diversity, equity, and inclusion commitments in the workplace. In addition, this year, AXA IM has been awarded EDGEplus for introducing an intersectional approach to its evaluations by expanding its diversity analysis to include non-binary gender identities, age, and nationality.

Having first earned the EDGE Move Certification in 2022, AXA IM continues to demonstrate significant progress toward fostering a gender-equitable environment. This certification, the second of three levels, underscores AXA IM’s ongoing efforts and achievements in integrating ESG principles as both an employer and an investor.

EDGE is the leading global assessment and business certification for gender and intersectional equity. The rigorous certification process includes a thorough third-party review of gender representation, pay equity, the effectiveness of policies and practices, and the inclusiveness of the organization’s culture.

Key highlights

  1. Proportionate Retention of Talent: AXA IM has successfully retained talent proportionately in France, Germany, the UK, and the US, meeting EDGE standards in this crucial area of balanced gender representation.
  2. Equal Pay for Equivalent Work: AXA IM ensures equal pay for equivalent work in all assessed countries, supported by effective recruitment and promotion policies.
  3. Gender Composition of the Non-Executive Board and P&L Roles: AXA IM meets EDGE standards for the gender composition of its non-executive board and P&L roles in all assessed countries, demonstrating its commitment to inclusive leadership and balanced gender representation in key decision-making roles.
  4. Flexible Working Policies: AXA IM’s flexible working policies have been recognized across all assessed countries, contributing significantly to a positive organizational culture whilst accommodating diverse employees needs.
  5. Positive Organizational Culture and Employee Perceptions: AXA IM has been acknowledged for maintaining a positive organizational culture that meets EDGE standards. Employees have positively rated the hiring process and indicated they would recommend AXA IM to both men and women.


Intersectional Diversity Integration

In the recent assessment, AXA IM has broadened its diversity analysis by incorporating three additional indicators: non-binary gender identities, age, and nationality into its employee survey. This intersectional approach enriches the understanding of diverse experiences within the organization, paving the way for more inclusive and comprehensive DE&I strategies.


Continued Commitment

AXA IM will continue to collaborate with EDGE to measure its progress and identify areas for improvement, ensuring sustained advancement in equity, diversity, and inclusion within the organization.

Voices of leadership

Frédéric Clément, Global Head of Human Resources at AXA IM, said: “Achieving the EDGE Move Certification again in 2024 and receiving the EDGEplus Certification for intersectionality mark a significant achievement for us and acknowledge our continued work to cultivate a more gender-equitable workplace and to promote our diversity, equity, and inclusion efforts.

This recertification underscores our dedication to creating a workplace where all employees can thrive.  Although our progress is strong, we remain committed to continuous improvement, and we will work closely with EDGE to identify actions to further enhance both equitable career progression and our inclusive culture at AXA IM.”

Marco Morelli, Executive Chairman of AXA Investment Managers, also commented: “We always aim to act on our convictions, so I am very proud of this achievement.  Gender equality is a key area of focus for AXA IM and this recertification sends a strong message to our industry peers, prospective talent, and our employees that we are firmly committed to our ESG values. It also showcases our concrete actions towards fostering a more inclusive and diverse workplace.”

Aniela Unguresan, Founder of EDGE Certified Foundation, added: “AXA IM’s recertification for EDGE Move and EDGEplus is proof of its intentional and prioritized approach to creating a respectful and inclusive workplace for all. We applaud AXA IM’s unwavering commitment to DE&I as a pillar of sustainable business success. We recognize the strength of its current results and the improvements over the last two years in gender and intersectional equity. As a leading ESG investor, AXA IM consistently demonstrates how ESG principles are woven into its practices as both a responsible employer and investor, setting a benchmark for others in the industry.”


About AXA Investment Managers

AXA Investment Managers (AXA IM) is a leading global asset manager offering a diverse range of global investment opportunities in both alternative and traditional asset classes. Through our products we aim to diversify and grow portfolios while delivering long-term investment performance and value for clients.

AXA IM manages approximately €859 billion in assets*, and has €480 billion of ESG-integrated, sustainable or impact assets**. Our purpose is to act for human progress by investing for what matters. As a responsible asset manager, we are committed to integrating ESG principles across our business, from stock selection to our corporate actions and culture.

Part of the AXA Group, a worldwide leader in insurance and asset management, AXA IM employs over 2,800 employees and operates from 23 offices in 18 countries globally**.

*As at the end of March 2024, including non-consolidated entities.

** As at the end of December 2023.

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Stand Your Ground: Advancing DE&I Against Legal Intimidation


The benefits of diversity, equity, and inclusion (DE&I) in the workplace are undeniable. Countless studies from top business consulting firms and academic institutions show that companies committed to DE&I attract top talent, foster innovation, adapt to change more effectively, and are sustainably successful.

Despite the overwhelming evidence, DE&I initiatives in the U.S. face mounting legal challenges. A few lawsuits claim that these programs violate civil rights laws by imposing quotas and favoring diversity over merit. Critics argue that such practices could lead to hiring less qualified candidates.

EDGE Certified Foundation recently hosted a Q&A session with Chai Feldblum, a former U.S. Equal Employment Opportunity Commission (EEOC) Commissioner and Georgetown University law professor, to bring clarity to the attempt to muddle the legal waters in the U.S. As one of the key architects of the Americans with Disabilities Act of 1990, Chai provided valuable insights on how companies can implement effective DE&I initiatives while complying with evolving legal standards.

Chai’s central message is crystal clear: DE&I work is legal in the U.S. Indeed, she encourages business leaders to continue or start their DE&I initiatives, emphasizing that a well-structured strategy aligned with current laws mitigates legal risk. Title VII of the Civil Rights Act of 1964 prohibits employment discrimination based on race, color, religion, sex, and national origin, and the Age Discrimination in Employment Act of 1967 protects employees and job applicants who are 40 years of age or older from discrimination based on age in hiring, promotion, discharge, compensation, or terms, conditions, and privileges of employment embody aspects of the spirit of DE&I.

Here are some practical steps companies can take, based on our conversation with Chai:

  • Representation Goals: Instead of setting explicit numerical diversity targets, focus on inclusive recruiting practices to naturally increase diverse representation.
  • Equity and Inclusion: Ensure fair treatment by rigorously applying anti-discrimination laws and providing training on discrimination and harassment. Develop and abide by policies that foster a respectful workplace culture.
  • Data Collection and Analysis: Regularly assess your workforce to understand your diversity in the workplace. Chai underscored that no law prevents companies from knowing themselves; this can help ensure compliance with anti-discrimination laws and create a more inclusive environment.

Despite a legal environment that is being by clouded by DE&I detractors, Chai stressed that DE&I initiatives can and should continue to thrive within the boundaries of U.S. law. By being strategic, data-driven, and compliant, employers can cultivate a diverse, equitable, and inclusive workplace that benefits both their organizations and society.

For more insights on legal DE&I strategies and practical advice, watch here the EDGEtalks Webinar with Chai Feldblum, “Upholding DE&I Programs and Practices in the U.S.”


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ENGIE Romania Advances to EDGE Move Certification





ENGIE Romania, supplier of natural gas, electricity, technical services and green electricity producer, has advanced to the EDGE Move Certification in 2024. This shows its commitment to gender equality and a diverse, inclusive workplace.

A key part of this recognition is the company’s use of EDGE Empower®, the tech solution that helps organizations prepare for EDGE Certification®.

EDGE Move is the second of three certification levels. It shows how an organization is improving its Diversity, Equity, and Inclusion (DE&I) efforts.

Showcasing progress

  • ENGIE Romania used EDGE Empower® to demonstrate that both men and women occupy at least 30% of management positions. This includes junior, middle, and upper management levels. It also helped demonstrate the company’s actively managing pay equity without high-level risks related to gender pay.
  • The company has now strengthened its institutional framework of DE&I Policies and Practices ensuring fair career flows. This includes fair pay, a fair hiring process, and fair promotion practices. It also includes equal access to leadership training and mentoring, flexible work options, and an inclusive workplace culture.
  • The company has identified areas for improving employee experiences, including access to career-critical assignments, balancing career and family responsibilities, and inclusion in decision-making. By developing efforts in these areas, ENGIE commits to driving further progress and enhancing overall employee satisfaction.

ENGIE Romania is also addressing the gender imbalance at the operational and top management levels and enhancing women’s representation in core and P&L functions at higher management levels.

Voices of leadership

“Advancing to the EDGE Move Certification is proof of ENGIE Romania’s intentional and prioritized approach to creating a respectful and inclusive workplace. The EDGE Team applauds the company’s unwavering commitment to gender equality, which is essential for fostering sustainable business growth. We look forward to seeing its continued progress and impact in the years to come.” – Aniela Unguresan, Founder of EDGE Certified Foundation

“We are thrilled to have advanced to the EDGE Move Certification in 2024, a testimony to our ongoing commitment to gender equality and an inclusive workplace. This achievement reflects our collective efforts in promoting equitable opportunities and fair treatment for all our employees. We are confident that with sustained effort, we will achieve even greater milestones in the future.” – Nicolas Richard, CEO of ENGIE Romania

About ENGIE Romania

The ENGIE Romania group of companies operates in the following fields of activity: natural gas distribution and supply, renewable energy production and electricity supply, as well as green solutions and technical services for natural gas installations and heating plants. ENGIE Romania and its subsidiaries serve a portfolio of over 2.2 million customers, operate a distribution network of 23,255 km, have a production capacity from green energy sources of 202 MW, and have over 4,300 employees. The ENGIE Romania group has invested 6,760 million lei from 2005 to December 31, 2023.

About EDGE Certification®

EDGE Certification® is the leading global standard for Diversity, Equity, and Inclusion (DE&I), centred on a workplace gender and intersectional equity approach. EDGE Certification® is based on objective and measurable evidence of an organization’s current status of gender and intersectional equity in its workplace. Audited by an approved independent third-party certification body, it supports the integrity and credibility of data and information and gives an organization a powerful way to communicate its DE&I commitment and performance.

The EDGE Standards and the Certification System are built on four pillars that define success in gender and intersectional equity: Representation across the talent pipeline, pay equity, effectiveness of policies and practices, and inclusiveness of the culture. As an integral part of the assessment, statistics, policies and practices, and employee experience are evaluated against the EDGE Standards. Depending on the specific results of each organization, an approved action plan may need to be developed to close identified gaps in the organization.

EDGE Certification® meets organizations where they are in their DE&I journey. For the EDGE (gender-binary) assessment, three levels of certification are possible, EDGE Assess (recognizing commitment), EDGE Move (showcasing progress), and EDGE Lead (celebrating success). EDGEplus Certification (gender and intersectionality) is an add-on to EDGE (gender-binary) Certification, offering organizations the possibility to analyze data and information related to women and men as diversified groups, to deepen their understanding of, and to measure the intersectionality of gender and other aspects of diversity, such as non-binary gender identity and LGBTQ+, race/ethnicity, nationality, age, and working with a disability. EDGE Certification® is distinguished by its rigour and focus on impact, it remains valid for a period of two years. For more information and the complete list of EDGE Certified Organizations, visit here.


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Looking Beyond the Rainbow

Is it time to broaden the conversation during Pride month and beyond to allow for meaningful action which acknowledges that people can identify with many marginalized groups and not just one?

Pride month has become a universal invitation taken up by organizations across many parts of the world to use rainbows and other inclusive gestures in efforts to promote positive sentiment about their brand, and to suggest that they are inclusive employers.

Unfortunately, issuing rainbow lanyards to employees and littering social channels with celebratory posts require little – to no – substantive evidence that the business is in fact as inclusive as it makes out. The result, especially for those colleagues who are lesbian, gay, bisexual, transgender, questioning, queer, intersex, asexual, pansexual and their allies (LGBTQIA+), is that the corporate image which is being built by the marketing machine conflicts with their real-life experience of the brand.

There is still much work to be done to attract, engage and retain talent – and to build a deeper trust with employees so that they have the confidence to bring their authentic self to work every day. And there is an ever growing need to do so. The number of people in the LGBTQIA+ communities is growing and yet these people still face challenges in expressing their whole selves in the workplace.

In the US, for example, there are nearly 14 million adults in the LGBTQ+ (Lesbian, Gay, Bisexual, Transgender, Queer) community and it is growing rapidly.[1] This growth is attributed to the members of Generation Z (those born between 1997 and 2012) being more than six times more likely than Gen X to identify as LGBTQ+.[2] For those leaders with an eye on the future, the importance of making real progress will not be lost: Gen Z is projected to account for 30% of the civilian workforce by 2030.[3]

Many members of the LGBTQIA+ communities who can pass as straight and/or cisgender, allowing them to make the choice as to whether or not they share their identity to co-workers and employers, are exercising this choice. In fact, according to research presented by Deloitte, less than half of the 5,474 LGBT+ people surveyed from workplaces in various sectors across 13 countries, said that they feel comfortable being out with all of their colleagues. Another one-third said that they are only comfortable being out with select colleagues.[4]

The importance of bringing your whole self to work

While LGBTQ+ rights have advanced dramatically in the last 20 years, boosting diversity in the workplace, the focus has been on equitable policies and creating employee resource groups. But the significant proportion of workers who do not feel able to bring their full selves to work shows that despite years of work in this space, efforts are not always resulting in any real world change. Progress is also not happening quickly enough: organizational cultures are not keeping pace with the evolving makeup of the LGBTQIA+ workforce.

Employers need to take a broader view and do more to understand the complexity that lies within the LGBTQIA+ workforce to support and empower them.

Individuals are not just one characteristic – people can identify with many marginalized groups. It is critical, therefore, for DE&I strategies to acknowledge multiple personal attributes, including factors like race, age, religion, and immigration status if they are to create truly inclusive working environments.

Research undertaken for EY’s US 2024 LGBTQ+ Workplace Barometer – which surveyed 500 LGBTQ+ full-time workers in the US who hold corporate roles at mid- and large-size organizations – uncovered that racially and ethnically diverse (R&ED) workers within the LGBTQ+ community are 1.7 times more likely to have experienced harassment at a previous employer, compared to White LGBTQ+ employees. Similarly, R&ED LGBTQ+ employees are 2.3 times more likely than their White LGBTQ+ peers to experience ‘microaggressions’ in the workplace.[5]

Creating a more welcoming and inclusive environment that accounts for intersectionality is important for engaging with and supporting LGBTQIA+ colleagues, but also for attracting and retaining talent. This is evidenced in the Deloitte study which revealed that one-third of all respondents are actively looking to change employer to one that is more directly inclusive, but this is even higher for ethnic minority respondents, where more than half are currently looking for a new role.[6]

Pride month and other such celebrations of diversity are important, but not as important as creating a culture of inclusivity that is permanent, and engenders a safer and more empowering workplace. When we take into consideration the changing make-up of future talent, and future customers and stakeholders, it makes good business sense to take an intersectional approach that engages with all LGBTQIA+ colleagues to create genuine trust and value for long-term success.

We’re here to support you on this important journey

Book your EDGE Empower® introductory meeting here.


Download PDF

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Posted on by stellashi

Managing in a Time of Angst

Chief Executive Officers (CEOs) today are navigating an era of significant anxiety, facing pressure from various stakeholders to implement meaningful and sustainable diversity, equity, and inclusion (DEI) initiatives. Despite the strong business case for DEI, many companies have faltered by failing to integrate DEI into their core value creation processes, executing inauthentic programs, and neglecting DEI metrics.

Initially, many companies embarked on their DEI journeys in response to civil unrest and a demand for change. However, the lack of strategic integration meant these efforts often fell short. Effective DEI initiatives can lead to enhanced innovation, better decision-making, and improved business resilience. For companies to truly benefit from DEI, it must be a prioritized, intentional, and measured effort across all organizational levels.

CEOs can take several steps to demonstrate DEI as a strategic priority. Forming a diverse DEI committee to guide strategy and track progress, setting clear representation goals integrated into hiring and promotion practices, fostering open dialogue about pay equity, upholding strict policies against harassment and discrimination, and incorporating DEI metrics into performance reviews are all critical actions. These measures can help embed DEI into the organizational culture and ensure lasting impact.

CEOs committed to fostering diverse, inclusive, and equitable workplaces face significant challenges but also have the potential to lead their companies toward sustainable growth and resilience.

Gain deeper insights

Read EDGE’s Founder Aniela Unguresan’s Forbes article Managing in a Time of Angst.

Wherever you are in your DEI journey, whether at the very beginning or further along, EDGE Empower® helps accelerate your progress, and through EDGE Certification® visibly prove it – applying the same discipline and rigour that you would to other business-critical missions.

We’re here to support you on this important journey

Learn more by booking an introductory meeting today.

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Wake Up, Be Woke and Lead the Change: Overcoming DEI Opposition

The United States is experiencing a significant culture war, characterized by deep ideological divisions over various social, political, and cultural issues. Central to this conflict is the topic of diversity, equity, and inclusion (DEI), which has become a flashpoint, especially in the business world. The term “woke” symbolizes the cultural divide, and supporting DEI initiatives has become crucial for business leaders.

Aniela Unguresan, an economist and company leader, emphasizes the importance of DEI from both analytical and empathetic perspectives. She highlights that the benefits of DEI, such as boosting innovation, retaining talent, and improving the bottom line, are well-documented. However, resistance to DEI persists due to fear of change, lack of understanding, bias, fear of losing power, and lack of measurable impact.

To overcome DEI opposition, organizations should stick to objective facts, promote education and awareness, encourage open communication, and establish clear metrics and accountability. By addressing misconceptions and demonstrating the positive outcomes of DEI, businesses can create a more inclusive and equitable environment.

Despite the challenges posed by the culture war, business leaders have the opportunity to drive positive change. Millennials and Generation Z, who make up a significant portion of the workforce, strongly support DEI initiatives, making it imperative for leaders to embrace and lead these changes.

Gain deeper insights

Read EDGE’s Founder Aniela Unguresan’s Forbes article: Wake Up, Be Woke and Lead the Change: Overcoming DE&I Opposition.

Wherever you are in your DEI journey, whether at the very beginning or further along, EDGE Empower® helps accelerate your progress, and through EDGE Certification® visibly prove it – applying the same discipline and rigour that you would to other business-critical missions.

We’re here to support you on this important journey.

Learn more by booking an introductory meeting today.

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How Companies Can Adapt to Europe’s Evolving DEI Policies

In a rapidly evolving global society, diversity, equity, and inclusion (DEI) have become critical values shaping modern businesses. The European Union (EU) has positioned DEI as a pillar for social and economic progress through targeted regulations such as the Equality and Diversity Law and the Corporate Sustainability Reporting Directive. These laws aim to address historical inequalities and promote transparency in social performance.

For foreign businesses operating in Europe, adapting to these changes involves a comprehensive approach. Organizations must view DEI investments as long-term assets, align their organizational values with EU directives, and empower employees through education and engagement. This holistic approach ensures that DEI initiatives become an integral part of the corporate culture, fostering resilience and adaptability in a diverse global market.

Gain deeper insights

Read EDGE’s Founder Aniela Unguresan’s Forbes article How Companies Can Adapt To Europe’s Evolving DEI Policies.

Wherever you are in your DEI journey, whether at the very beginning or further along, EDGE Empower® helps accelerate your progress, and through EDGE Certification® visibly prove it – applying the same discipline and rigour that you would to other business-critical missions.

We’re here to support you on this important journey.

Learn more by booking an introductory meeting today.

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Walking the Talk in DE&I – a conversation with Stuart Maxwell

Aniela Unguresan

Founder, EDGE

Stuart Maxwell

VP, Leadership, Learning and Talent, Kerry

Stuart Maxwell has been a champion of Diversity, Equity and Inclusion (DE&I) from the outset, and a supporter of EDGE Certification® as an effective instrument to drive progress in this area.

Embedding DE&I in a company’s culture, performance management, leadership development and recruitment strategies, he says, can be a game changer: “It’s one of the big lessons I’ve learned over the years and would advocate for anyone embarking on a DE&I journey,” he explains. “If DE&I is kept separate from everything else, then no matter how loud the voice, you are not going to reach everybody you need to reach.”

Stuart believes in DE&I for the simple reason that “it is absolutely the right thing to do.” It is useful, however, that the desire ‘to do the right thing’ is also supported by hard evidence that it improves business performance: “It’s a clear differentiator for a business seeking to attract, engage and retain talent,” Stuart continues.

Matching DE&I expectations with reality

“Gen Y and Gen Z employees will often have multiple offers of jobs on the table and will decide which company to join based on what you are saying around sustainability and DE&I. And when they join a business, then the culture they experience once they’ve walked through the front door must match what they saw when looking through the shop window.”

A report published in 2023 by the management consultancy McKinsey & Company showed that the top quartile companies in terms of DE&I performance had a 39% greater likelihood of financial outperformance compared to their bottom-quartile peers: “It is quantifiable that companies with more diverse leadership teams are more successful,” Stuart says, “and they are also more innovative.

“Diverse companies are able to access the full talent pool, and that is increasingly important in a world where the market for talent is extremely competitive. It’s also important to run regular employee engagement surveys,” he continues.

“We knew that we were heading in the right direction when in an all-company engagement survey with an 80% response rate, 90% of employees responded that DE&I was having a positive impact on their employee experience. Reaching all employees is a key goal for DE&I practitioners.”

DE&I, Stuart says, is also becoming increasingly important to other stakeholders: “It’s a big issue now for Boards and investors, with much greater focus on representation and questions around how businesses are advancing their DE&I agenda.”

Validating progress with an independent benchmark

To validate progress in your DE&I journey, Stuart stresses the importance of an independent benchmark: “You shouldn’t be interested in paying to collect a little badge to put on your website,” he smiles. “You want to be able to benchmark yourselves against your peers with real, meaningful insight and an action plan for the future. That’s why I have always been an advocate of EDGE Certification®. EDGE sets the bar high and gives you clear feedback on what you will need to do to become best in class.”

Being part of the EDGE Certification® process supports organizations seeking to be included and improve their score ratings such as DJSI and Equileap. In both examples, EDGE Certification® contributes meaningfully to an organization’s overall score. As Diana van Maasdijk, Equileap’s co-founder says: ‘EDGE Certification® is a rigorous, independent assessment and a universally accepted methodology’.

But again, being included in such respected Indices is not the end of the journey: “It doesn’t mean you’re there but it’s nice recognition and it’s valued by your employees, the Board and your investors,” he adds.

Stuart is alive to the fact that DE&I is being politicized in some quarters, causing some organizations to reconsider their priorities.  He advises that firms should continue their journeys as it is even more important in such environments that all employees feel that they are supported in bringing their whole selves to work. It can also be a clear differentiator in the talent market. Again, he stresses that senior buy-in is essential: “The CEO sets the expectation, and the executives line up behind it,” he adds.

Understanding the real meaning of diversity

Stuart believes that breaking down internal barriers is a big step and removing invisible structures and mindsets that can get in the way of progress. It leads to the acceleration of female talent, not just through external recruitment, but also by promoting from within: “Of course, there are some people in an organization who will always say there is a glass ceiling, but I’d like to think that even where there are some ceilings left, you can make some fairly big cracks in them,” he jokes.

So what advice would Stuart give to his peers currently grappling with the DE&I conundrum? “As I mentioned earlier, don’t keep it as a separate initiative, it has to be part of your culture and lead your core behaviours, embedded in everything you do.”

He also says to trust the data: “Some of what you will do will be spreadsheet-based, and you need to analyze the data that is presented to you.

“If you have set an aspirational target for your organization to achieve gender parity in your senior leadership that doesn’t mean that every single business unit or division has to reach a gender-balanced representation. Some may be higher and some lower, and it has to be achieved in a way that is sustainable for your organization. You also need to explore what those roles are, and not just a Head of HR or General Counsel. It’s important to target P&L roles, for example, as a better benchmark for achieving ‘true’ diversity.

“The point is, understand your numbers and the story behind those numbers. A 30% representation in one part of the business or in certain roles could be better than 40% in another.”

Stuart also warns about ‘fixing’ quotas simply through recruitment, a point he touched upon earlier: “Insisting on a diverse candidate slate for new jobs is great, but who are you promoting and who are you retaining? That should be an important area of focus. Everyone who comes into your business wants to be judged on their skills and contribution and feel that their contribution is recognized. They also want to come to work and express their true selves. If they can do that, then business success follows.”

Listening is also important: “You do need to keep listening and communicating if something isn’t landing,” he continues. “Sometimes what you say may not be resonating with a particular audience, and so you need to challenge why that might be and make a judgement call.”

Stuart believes that people can nearly always do more than you think they can, and more than they think they can themselves. Part of his job has always been about getting the best out of everyone; it’s a personal mission: “I try and help pull away the barriers, break the ceilings, and instil confidence in people such that they can fulfil their full potential. It’s that mindset that permeates all of my decisions.

“Walk the talk, because if you’re advocating what people should be doing but not doing it yourself, then it invalidates the advice and guidance you are giving. You might be the best HR professional in the world, but if you’re not an inclusive leader yourself, you won’t achieve what you want to achieve. Look in the mirror.

“If you’ve got great people doing great things, you’ll be a successful company.”

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