FROM DIVERSITY TO INCLUSIVENESS
A significant consequence of political and social shifts in the US is the decentralisation of DEI efforts within global organisations. As US-based firms face increasing pressure to scale back their DEI initiatives, regional offices are taking a more localised approach.
In many cases, these international branches are expanding their DEI strategies to align with local cultural values, regulatory requirements and workforce expectations.
For instance, while racial diversity has been a dominant DEI focus in the US, many Asian companies prioritise factors such as socioeconomic mobility, linguistic inclusion and interfaith accommodation. This localisation could suggest that one of the weaknesses of past DEI initiatives was their tendency to apply Western-centric frameworks globally without adapting to local realities.
Consequently, while DEI efforts may be contracting in the US, they are evolving in Asia and other parts of the world, with a key shift being from diversity to inclusiveness.
Diversity highlights and celebrates differences – such as race, gender and culture – while inclusiveness goes a step further, fostering a sense of belonging for all. Inclusiveness ensures that everyone, regardless of their background, feels valued and integral to the community. Many companies in Asia already take such an approach.
For instance, Singapore is a highly diverse society with a mix of Chinese, Malay, Indian and Eurasian ethnic groups, along with a variety of religious communities – Buddhists, Christians, Muslims and Hindus, to name a few.
Companies here often emphasise multicultural inclusivity, language policies and religious accommodations. Most local and even US firms operating in Singapore ensure that prayer rooms are available for Muslim employees and that company policies respect the diverse cultural festivals of different ethnic groups.
This suggests that companies that take a more holistic, culturally attuned approach to DEI may be better positioned to sustain their commitments regardless of political pressure, because their efforts are seen as necessary to business rather than reactive branding exercises.
Even if the DEI focus is on gender, Asian countries take a different approach to US firms. Japan, for example, has one of the lowest female workforce participation rates among developed countries. Still, instead of adopting Western-style gender quotas, companies there focus on work-life balance and parental leave policies to encourage women to stay in the workforce.
Meanwhile, LGBTQ rights may be central DEI priorities in Europe and the US, but Asia’s more conservative approach necessitates that DEI strategies be adapted to align with local cultural and societal norms.
