As discussions on diversity and inclusion grow more contentious in the US with the revival of Trump-era policies, business leaders may face greater challenges in promoting and maintaining these values within their organisations. A growing list of firms are rolling back their initiatives.
Diversity, equity and inclusion policies push for a diverse range of people within in an organisation, including race, ethnicity, gender, age, sexual orientation, disability and more. It also makes sure there is fair treatment, access and opportunities for all and that the business creates a culture where all individuals feel respected and valued.
McDonald’s announced changes to its inclusion policy in January. It highlighted its ongoing commitment to inclusion at the fast-food chain, but it also modified some of its practices. It decided to stop setting aspirational representation goals and instead focus on continuing to embed inclusion practices that grow its business into its process and operations.
It also paused external surveys and renamed the diversity team, the Global Inclusion Team.
It also stopped its Supply Chain’s Mutual Commitment to DEI pledge. It said it did this “in favour of a more integrated discussion with suppliers about inclusion as it relates to business performance.”
It did, however, reaffirm: “McDonald’s position and our commitment to inclusion is steadfast. Since our founding, we’ve prided ourselves on understanding that the foundation of our business is people. As Fred Turner said, ‘We’re a people business, and never forget it.’”
In the open letter to its employees and franchisees, McDonald’s said it looked at its own policies due to a Supreme Court decision. The letter said: “Following the Supreme Court ruling in STUDENTS FOR FAIR ADMISSIONS, INC. v. PRESIDENT AND FELLOWS OF HARVARD COLLEGE, we also assessed the shifting legal landscape to anticipate how this ruling may impact corporations such as McDonald’s. And finally, we benchmarked our approach to other companies who are also re-evaluating their own programs.”
President Trump is openly against DE&I programmes. An executive order published on January 20 was called: “Ending Radical And Wasteful Government DEI Programs And Preferencing.” Big companies in America are taking note – it’s not just McDonald’s. In February, Disney made changes to its DE&I programme.
Three experts on the following three pages speak about the DE&I policies at their company and also their thoughts on the shifting landscape.
Walid Issa, Senior Manager, PreSales and Solutions Engineer – MEA, NetApp:
Diversity, equity and inclusion are essential to fostering innovation, creativity and resilience within organisations. Companies that prioritise DE&I goals often experience greater employee engagement, improved decision-making and stronger connections with their customers and communities. However, these goals are most impactful when they align with a company’s core culture and purpose, ensuring authenticity in approach and execution. By integrating DE&I into the fabric of an organisation, businesses can create meaningful, sustainable change that benefits employees and stakeholders alike.
DEI&B [& belonging] objectives must be centred around creating a workplace that reflects the diverse communities the business serves. Key goals must include:
- Enhance workforce diversity: Aim to increase representation across all levels of the organisation, focusing on underrepresented groups in technology
- Promote equity: Ensure fair treatment, access and opportunities for all employees, actively working to identify and eliminate barriers within policies and practices
- Foster inclusion and belonging: Cultivate a culture where inclusivity is ingrained in daily interactions and where every employee feels a genuine sense of belonging
Strategies for achieving DEI&B success
NetApp strives to realise our diversity goals by implementing several strategic initiatives such as focusing on:
- Leadership commitment and accountability: Our leadership team, exemplified by the appointment of a Chief Diversity and Inclusion Officer, is deeply committed to advancing Diversity, Equity, Inclusion & Belonging (DEI&B). We have tied executive compensation to DEI&B outcomes, ensuring accountability at the highest levels of the company
- Employee Business Resource Groups (EBRGs): We support various EBRGs, such as Women in Technology (WIT), VIBE (Visionaries Inspiring Black Excellence), NetAbled, and others, which provide forums for mentoring, networking and professional development.
- Inclusive recruitment and talent development: We have developed recruitment and retention strategies tailored to veterans, women, people of colour and people with disabilities.
- Education and awareness: We provide unconscious bias training for all employees and promote cultural competence through various programmes.
- Community engagement and social impact: Our social impact programmes empower employees to give back to their communities, focusing on empowering the diverse workforce of tomorrow.
Measuring progress and ensuring accountability
NetApp recognises that setting goals is only the first step; measuring progress and maintaining accountability is crucial for sustained success. NetApp regularly assesses its DEI&B initiatives through annual ESG reports, employee feedback and external recognition.
NetApp’s steadfast commitment to DEI&B is reflected in our comprehensive goals and the strategic initiatives we have implemented to achieve them. By fostering a diverse and inclusive workplace, we uphold our core values, drive innovation and better serve our customers and communities.
Kateryna Hubaryeva, SVP of Global HR, SoftServe:
As the anti-DEI movement continues to gain momentum, society and businesses find themselves split into distinct camps: those steadfastly supporting DEI and those scaling back their initiatives – or perhaps never having engaged in DEI at all. However, observations show that companies scaling back on DEI programmes aren’t abandoning them entirely. Instead, they’re reshaping their approaches and action plans while remaining committed to attracting diverse talent and fostering inclusive experiences. This underscores an important truth: regardless of external challenges, core human values and ethics endure.
In our case, the values of acceptance and respect have naturally evolved over the company’s 30-year history and are deeply woven into our culture, existing long before such principles were formalised under the DEI umbrella.
The DEI programme we follow today is rooted in the principle of ‘evolution rather than revolution’. From the outset, in collaboration with the DEI Council, we decided to focus on fostering culture and behaviour instead of rushing to implement ground-breaking changes. This approach centres on two key priorities:
- Ensuring equal access to opportunities for all employees and candidates, irrespective of their backgrounds. For example, mentorship opportunities are open to all, vacancies are accessible to everyone. Our efforts are geared toward ensuring these opportunities reach a broader, more diverse audience.
- Promoting objectivity in decision-making throughout the employee lifecycle. This involves offering targeted training and development for managers and leaders, empowering them to serve as culture carriers and role models for inclusive, respectful behaviour and making unbiased decisions.
While our efforts may have seemed modest compared to more assertive actions like affirmative action policies, they’ve proven effective over time. Our gradual, organic approach has become deeply ingrained within our people and processes. This is reflected in our diversity driver scores from employee satisfaction surveys: an eNPS of 80, significantly surpassing the industry benchmark by 15 points.
Ultimately, people want to belong, regardless of their backgrounds. Organisations must create environments and support systems that foster this sense of belonging.
In times of backlash against DEI, leaders have an opportunity to reassess whether the values of inclusion and respect are genuinely embedded in their organisational philosophy. Such moments challenge us to reaffirm our commitments to building workplaces where everyone feels empowered to thrive.
Dr Vic Baker, Founder & CEO, EquitiFy.us:
As a leader in Diversity, Equity and Inclusion (DE&I), I regard McDonald’s decision to scale back its DE&I goals as both politically strategic and potentially shortsighted. The fast food giant is adjusting its approach, citing legal concerns, economic pressures and changing political landscapes. But does this move align with long-term business success?
McDonald’s had established ambitious DE&I goals, including enhancing diversity in senior leadership and committing to supplier diversity. However, with the Supreme Court striking down affirmative action and increased political pushback against corporate DE&I initiatives, McDonald’s seems to be adapting to this new reality. The company may be trying to sidestep becoming a target for lawsuits or government scrutiny, particularly under an administration that is rolling back DE&I-related policies. Numerous corporations are facing similar pressures, balancing regulatory risks with the business rationale for inclusion.
Beyond politics, economic pressures likely play a role. With looming tariffs and supply chain uncertainties – particularly regarding products like Canadian potatoes – McDonald’s must navigate cost-cutting measures while maintaining profitability. Scaling back on DE&I could be a strategy to reassure investors and focus on core business operations. However, this approach overlooks the well-documented financial benefits of diversity. Research consistently shows that diverse companies outperform their peers, demonstrating higher innovation, better decision-making and stronger employee engagement.
The biggest risk in this shift is not only external but also internal. McDonald’s has cultivated an inclusive brand that resonates with a broad, diverse customer base. Stepping back from DE&I could alienate both employees and customers, resulting in trust issues and potential reputational damage. Companies that deprioritise DE&I often encounter challenges with retention and employee engagement, directly impacting productivity and service quality.
The long-term business case for DE&I remains robust. Companies that genuinely commit to inclusion experience increased customer loyalty and financial success. Although McDonald’s may be responding to external pressures, it must ensure that its brand values stay intact. Otherwise, the cost of this rollback could exceed expectations – not only in public perception but also in lost innovation, talent and market competitiveness.
McDonald’s faces a choice: embrace inclusive growth or risk eroding trust for short-term gains. History has shown that businesses that prioritise DE&I as a core strategy – not a compliance obligation – win in the long run.
