Diversity and inclusion - from tokenism to transformation - 6 June 2019


As a workplace fundamental that is regarded as both the right thing to do and good for business, it’s striking how patchy D&I progress is across UK PLC.  Whilst UK workplaces are recognised as having made progress on diversity - all too often this is more through a reactive, compliance based approach influenced by driving the talent pipeline. The danger is that this can look tokenistic. The benefits of true diversity – of background, thought and approach – and how it positively shapes innovation, brand and performance, can be lost as workplaces fail to create authentic inclusive cultures.  This, in turn, can foster work workplace cynicism.

As the first Zebra Project report – Future Fundamentals – showed, successful organisations in today’s political, economic and global business environment will be those who pay attention to the soft infrastructure of business including devoting time and energy to creating workplace cultures that allow everyone to give their best. This has to mean getting serious about weaving inclusivity into the fabric of our organisations, putting leadership in the spotlight. To be a truly diverse organisation, the inclusivity, diversity and equality agenda must be C-suite owned, focusing less on numbers and more on how culture, mission and purpose can decisively guide action.

Over three quarters (76%) of the respondents in Edelman's 2019 Trust Barometer survey say CEOs should take the lead on change rather than waiting for government to impose it. This Zebra discussion will explore the leadership and operational approaches that enable the inclusivity, diversity and equality agenda to take root in transformative ways, benefitting employers and employees alike:

  • Why does inclusivity, diversity and equality matter for businesses

  • What does a truly inclusive business look like?

  • What roles do government and UK PLC play in making progress on the inclusivity, diversity and equality agenda?

  • How do business leaders ensure inclusivity is transformative, not tokenistic? Who else has to lead and shape change?

  • How can organisations be inclusive by design and default? 

  • What are the fault lines that make that ambition difficult? Are we uncomfortable with the reality within our own organisations to talk about it deeply enough to make progress?

  • What are the inclusivity tests that can be applied to your business?

Key Contributors


Taylor Vinters
Tower 42, 33rd Floor
25 Old Broad Street
London, EC2N 1HQ



Thursday 6 June 2019, from 4pm to 6pm, followed by drinks and networking

Who should be involved?

Senior business leaders including those responsible for the strategic direction of their business - CEOs, COOs, CIOs, CTOs, GCs, Global HRDs, founders.

Get involved

Nick MannUpcoming