Dr. Lisa Toppin, Global Head of Diversity, Equity and Inclusion Illumina Inc.
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It’s 2023, and I know many diversity, equity and inclusion officers are thinking about the seven short years between now and 2030, when they have set clear targets for progress. And rightfully so. The great thing about a new year is the inclination to bring in new ideas.
One idea that has been slowly percolating under the surface is the clear and necessary deep partnership between corporate social responsibility (CSR) and diversity, equity and inclusion (DEI). These two functions have been flirting with each other on the surface for many years—having employee resource groups (ERGs) lead volunteer events, etc. It has been a mutually beneficial relationship. Now it's time, as the kids say, to take it to the next level.
There are several ways in which this work should be integrated. CSR and DEI should partner on ensuring we are aggressively including diverse suppliers, considering our sustainability efforts from a DEI lens and focusing on human rights as a key part of the supply chain—all of which can make a significant difference and move us closer to our collective 2030 goals in inclusion.
Supplier Diversity
Supplier diversity has been a concern in certain circles for some time, but it has lacked fanfare or broad investment. The idea, in short, is to look at who has the opportunity to do business with your company and ensure that small, local, women- and minority-owned businesses have a chance. For smaller local businesses, contracts with larger companies can generate wealth within the community and extending this type of inclusion with careful, assertive effort matters. It is hard to make the case that you care about women and people of color when you don’t do business with them.
This is where community relations efforts align with diversity, equity and inclusion to ensure that the community is supported beyond philanthropy, to help build business leaders of all types. With that kind of investment and growth, the entire community is lifted. It is time that DEI leaders turn more attention to this kind of inclusion, and as you do, be assertive about examining the policies that were built for large companies and adjusting them where necessary for small ones—i.e., a net 90 payment policy. Small companies cannot always absorb these kinds of policies and should not be required to if we are going to drive real inclusion. Some CSR and DEI leaders have found partners and met them on their level. It is time for many more to join in; collectively, we will build many communities and drive change in DEI.
Sustainability
As we learn more about how our growth has created a problem for the earth, we are confronted with two facts. One, we have to find a new way to grow that does not continue to imperil the earth. Next, we in the developed world have to take responsibility for the damage we have done and help less developed nations grow differently so as not to exacerbate the problem. Unless we take concrete action to aid their development, they will follow our example and continue the destruction we have started.
Getting sustainable and reducing the resources we use is only the first part. The second, very inclusive part is helping other nations find a way to achieve what we have in a different way than how we have. Both these methods will require dollars and time. We may encounter hurdles doing this, just as we in the U.S. have when it comes to addressing racial inequality. CSR and DEI can lead this work together. The CSR team will know how to help other nations consider more efficient ways to build, and DEI experts will help business and government leaders address some of the biases that may hold them back from sharing and caring. Now more than ever is this partnership needed in a deep and significant way.
Human Rights
A big part of what makes the world go around is large economies made up of many people. In less developed nations, labor is cheap and human rights abuses run rampant. American companies sometimes make demands that do not account for the impact on the people delivering the labor. We all witnessed the world’s reaction to Qatar’s labor practices in building the World Cup soccer stadium. And we saw the impact when there was an imbalance of power. Abuse went up. So we must engage thoughtfully with international partners.
As Americans, with the largest economy in the world, we have the power to significantly influence what happens to people at the end of the supply chain. We have influence everywhere. When a company hires outside counsel, they could ask what the law firm is doing to advance women and minorities. This is just one example. The point is, our collective lens on CSR and DEI can drive needed change in how we do business around the world and by doing so, change life experiences for people around the world.
Final Thoughts
CSR leaders and DEI leaders have been on a path to finding each other for years. The time is now to accelerate this partnership within our companies to make a difference for people all over the world. To do this well, we will need other partners like investor relations, but let’s not jump ahead. Let’s do jump into stronger, deeper relations and drive change that matters. 2030 is almost upon us. We can achieve the change we want by doing it together.
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