DANISHA SORNUM
DEI Specialist
MCB’s initiative to extend maternity leave from 14 to 16 weeks, and the breastfeeding period from 6 to 9 months will go a long way towards establishing gender equity. In 2020, the World Economic Report revealed that it would take 257 years to attain gender equity. With the pandemic, the UN Women’s data on gender and covid-19 suggests that 25 more years will be needed. No institution, government or private, will deny today that gender equity is a priority. However, the data tells us a different story, which begs the question- when does a priority ever take 282 years? Clearly, most of the time, our passion and commitment to gender equity simply fails to translate into concrete action. With the pandemic still looming over our heads, we could advance endless reasons to backpedal on diversity and inclusion or to relegate it down the ladder of priorities. MCB has set an example by doing the exact opposite- an action that deserves appreciation.
Diversity and inclusion are business imperatives, not merely HR initiatives. Many CEOs are only just beginning to make sense out of the terms and they find it difficult to weave diversity and inclusion into their business narrative due to the complexity and sensitivity involved. Many in the boardroom push back when told that they are not doing enough to promote diversity and inclusion. There’s an almost innate defensiveness that seeks to justify the lack of action. Unconscious biases run deep.
Let’s be honest- Diversity and inclusion are no quick fixes. It takes enormous time, energy, genuine commitment, and courage to build a diverse organization and cultivate inclusion. While we often talk of diversity and inclusion interchangeably, both are distinct, though complementary. Diversity is tangible through the numbers, inclusion is more subtle and harder to measure. That’s another stumbling stone for business leaders, who albeit meaning well, stop at diversity, thinking that diversity equals inclusion. Incredibly diverse organizations, in terms of gender, race, abilities, ideas, knowledge, experiences, perspectives, and other characteristics, often allow the diversity to sit untapped, losing opportunities to fuel inclusion. Unfortunately, diversity without inclusion simply does not work.
Inclusion implies a review and shift in the structure, processes, culture, behavior, and mindset of organizations and people within. It asks of us to pull away from the normality of the established system. As much as we may boast of having a gender diverse workforce, if the numbers are not backed by a culture of inclusion, chances are that the diverse voices will not be heard. As a lawyer with expertise in diversity, equity and inclusion, I have heard many times that women often refuse opportunities to take higher positions in the organization. Higher positions come with additional responsibilities and odd hours of work, which many women may not be able to afford if they also cumulate responsibilities as caregivers and parents. I urge leaders to think about what they could do to make it easier and more appealing for women to take on greater responsibilities instead of simply focusing on why women do not readily take up higher positions. Reframing the issues in terms of possible solutions rather than problem digging works better to change the status quo.
In the wake of increased international scrutiny as well as a general sense of mindfulness around Environmental, Social and Governance principles, sustainability has become a recurrent leitmotiv- rightfully so. Diversity and inclusion are deeply embedded in sustainability. Businesses are in a better place to make sustainable profits while also delivering on their commitments to serve communities in the best way they can by mainstreaming diversity and inclusion in their corporate strategy. MCB has walked the talk, but that’s only one step in the making. Inclusion is a continuous process and inclusive leadership is a science to be learned and mastered. Many may not find the courage to shift from merely believing in diversity and inclusion to actual implementation. But there’s no choice, and for once, that’s a good thing.
