Beyond Compliance
Diversity, Equity, Inclusion, and
Belonging (DEIB): It’s Not Just About Diversity — It’s About
Belonging
Over
the past few years, organisations in different industries started to assume
that Diversity, Equity, Inclusion, and Belonging (DEIB) can no longer be a
compliance box. Diversity is a phenomenon that is characterized by the
existence of variations in a workforce: race, gender, age, ethnicity, religion,
sexual orientation, and abilities (Mulyanti et al, 2024). The concept of equity
is to provide fair treatment, access, and opportunities to everybody and to
respond to systemic barriers and historical imbalances (Mulyanti et al, 2024). Inclusion
implies that everyone is welcomed, honored and empowered to make the most of
their contribution (Mulyanti et al, 2024). Lastly, Belonging is a step farther
and it represents the feeling of belonging and acceptance among the employees
when they feel that they are truly part of the organisation (Mulyanti et al,
2024).
These values are the core of DEIB that need to become a strategic business initiative increasing innovation, employee engagement, and sustainability. A step forward would be to make DEIB a fundamental business strategy, organizational culture, and leadership responsibility
Why DEIB Matters: Theoretical Foundations
Theoretically,
DEIB relies on the theory of social justice. Social justice theory by Rawls,
(1971) states that equality and fairness are ethical demands, and the same
treatment should apply irrespective of race, gender, and other identities (Campbell,
2021). The business case method which is being popular in management literature
proposes that various teams can produce high-quality decision making,
innovativeness and economic performance (Hunt et al., 2020). According to Hunt et al. (2023) firms with the highest
score in ethnic and cultural diversity performed 39% better in terms of
profitability as compared to the firms in the lowest quartile.
Nevertheless,
the conventional diversity concept is not effective. The dimensions of
inclusion and belonging, which entail the establishment of a culture in which
employees feel psychologically secure and appreciated, are also important
(Shore et al., 2018). This observation is consistent with the psychology safety
theory that explains that employees are able to give out their best when they
feel the freedom to express themselves without the risk of reprisals (Shen,
2024).
Bohnet and
Chilazi (2024) express that meaningful DEIB must be based on both the
motivation to act and the structures to support this change, which is the will
and the way. DEIB will just be superficial without the alignment of systems
like recruitment, promotion, and pay equity.
Real-World Examples of DEIB Integration
Several organizations continue to perceive DEIB as the response to diversity quotas or employment regulations. But according to a Harvard Business Review research, such mandatory diversity training and top-down controls tend to fail due to the fact that they create a sense of defensiveness and opposition instead of inclusion (Dobbin and Kalev, 2016). Instead, successful organizations incorporate DEIB into decision making, leadership objectives and culture. HannahHR (2024) notes that organizations that incorporate the DEIB objectives via leadership KPI and performance appraisal encounter much greater accountability and involvement.
1.
Heineken
- Gender Balanced Sales Promotion
Heineken is one
of the largest brewing companies in the world with more than 85,000 employees
all over the world. In 2020, the company introduced the Women in Sales
programme to reduce the problem of gender imbalance in its commercial divisions
by recognising the fact that women were underrepresented there. The program
comprised focused recruitment, mentoring, and training in leadership, backed up
by the adequate measurement systems and transparency to the community.
Consequently, the number of women in senior sales positions increased by almost
two times (9 to 19%) over two years (World Economic Forum, 2024). The practice
of DEIB in Heineken can also be used to reinforce the talent pipelines and the
brand equity.
2.
Banco
Pichincha - Incorporation of DEIB in Fin Inclusion
The largest and
most private bank in Ecuador, Banco Pichincha, projected its DEIB strategy to
include workforce management and customer engagement. The bank introduced a
Gender Bond to finance small and medium businesses that are owned by women, and
internally instituted a Gender Equity Commission to track their progress. The
funding shortfall between men and women entrepreneurs reduced by 16% between
2020 and 2023 with a quantifiable social and economic effect (World Economic
Forum, 2024). This case shows that DEIB is able to lead to financial inclusion
and market growth, connecting social responsibility and profitability.
3.
PwC
- Inclusion through Transparency
PricewaterhouseCoopers
(PwC) is among the professional services firms that are the biggest in the
world and has now become a global standard in terms of DEIB transparency. The
U.S. Chairman Tim Ryan started PwC to publish annual diversity data, establish
goals on representation and base executive performance bonuses on DEIB results.
Such a practice promoted accountability and trust towards the employees and
enhanced minority representation in leadership pipelines (Betterworks, 2024).
The experience of PwC highlights the importance of adopting a DEIB concept
aligned with the governance system and incentives as a way to ensure that the
concept attains a self-sustaining cycle of improvement and trust.
Look at this
video for practical metrics and strategies to measure Diversity, Equity,
Inclusion, and Belonging. https://www.youtube.com/watch?v=sQdMyshzMjU
Conclusion
References
Cecure Us (2025) How to Measure DEIB for a Thriving
Workplace!. 11 March. Available at: https://www.youtube.com/watch?v=sQdMyshzMjU
(Accessed: 11 October 2025).
Campbell, B. (2021) 'Social Justice and Sociological
Theory', Society, 58(5), pp. 355-364. Available at: https://pmc.ncbi.nlm.nih.gov/articles/PMC8390067/
(Accessed: 11 October 2025).
Dobbin, F. and Kalev, A. (2016) ‘Why diversity programs
fail’, Harvard Business Review, 94(7), pp. 52–60. Available
at: https://hbr.org/2016/07/why-diversity-programs-fail
(Accessed: 11 October 2025).
HannahHR (2024) 8 essential DEIB best practices for
building inclusive workplaces. Available at: https://www.hannahhr.com/blog/8-essential-deib-best-practices-for-building-inclusive-workplaces-that-drive-results
(Accessed: 11 October 2025).
Hunt, V., Prince, S. and Dixon-Fyle, S. (2020) Diversity wins: How
inclusion matters. McKinsey & Company. Available at: https://www.mckinsey.com/~/media/mckinsey/featured%20insights/diversity%20and%20inclusion/diversity%20wins%20how%20inclusion%20matters/diversity-wins-how-inclusion-matters-vf.pdf
(Accessed: 11 October 2025).
Hunt, V., Dixon-Fyle, S., Huber, C., Martínez Márquez, M.,
Prince, S. and Thomas, A. (2023) Diversity matters even more: The case for
holistic impact. Available at: https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-matters-even-more-the-case-for-holistic-impact
(Accessed: 11 October 2025).
Mulyanti, R., Rony, Z.T. and Ali, H. (2024) 'The Impact of
Diversity, Equity, and Inclusion (DEI) Initiatives on Employee Performance', Dinasti
International Journal of Digital Business and Management, 5(4). Available
at: https://doi.org/10.38035/dijdbm.v5i4
(Accessed: 11 October 2025).
Shen, J. (2024) 'Psychological safety theory', in Business
2024. Cheltenham: Edward Elgar Publishing, pp. 218–223. Available at: https://www.elgaronline.com/edcollchap/book/9781035308767/ch27.xml
(Accessed: 11 October 2025).
Shore, L.M., Randel, A.E., Chung, B.G., Dean, M.A., Ehrhart,
K.H. and Singh, G. (2011) 'Inclusion and Diversity in Work Groups: A Review and
Model for Future Research', Journal of Management, 37(4). Available at:https://www.researchgate.net/publication/228875556_Inclusion_and_Diversity_in_Work_Groups_A_Review_and_Model_for_Future_Research
(Accessed: 11 October 2025).
World Economic Forum (2024) Organisations leading impactful corporate
DEI initiatives. Available at: https://www.weforum.org/stories/2024/01/organizations-impactful-corporate-dei-initiatives/
(Accessed: 11 October 2025).
Diversity, Equity, Inclusion, and Belonging (DEIB) is examined in depth and critically in this article as a strategic business requirement as opposed to a compliance exercise. A strong theoretical basis for comprehending why belonging must coexist with diversity in order to achieve sustainable inclusion is provided by the integration of psychological safety theory (Shen, 2024) and (Rawls', 1971) social justice theory. Real-world business examples like Heineken, Banco Pichincha, and PwC are used to provide context and illustrate the concrete effects of DEIB on performance and innovation. (Hunt et al., 2023), who emphasize the financial benefit of diverse organizations, are in agreement with the argument. All things considered, this is a perceptive, fact-based article that effectively bridges the gap between organizational culture, business strategy, and ethical theory.
ReplyDeleteThank your very for the insightful comment. I like it that you figured out that DEIB is not just about rules, but creates a culture where every one feels they belong, using of real business examples was to help the idea to be clear and to show how DEIB can lead to better performance and innovation.
DeleteThis article tackles the issues of Diversity, Equity, Inclusion, and Belonging (DEIB) with a nice depth and breadth of treatment, particularly with the shift of perspective from a simple compliance necessity to a business imperative. The addition of the concepts of psychological safety and Rawls’ social justice theory adds to the sophistication of the argument by showing that the foundation of inclusion is belonging. This piece of writing conveys the message that the adoption of DEIB practices should be an organizational culture and leadership priority and responsibility. The lesson should be that DEIB is not a quick-fix program.
ReplyDeleteThe use of Heineken, Banco Pichincha, and PwC as illustrations serve the function of contextualizing the DEIB principles concretely. The business and behavioral outcomes of the DEIB practices in these organizations serve to articulate the business case for diversity. This perspective brings together the culture of the organization, the ethics of the organization, and the strategy of the business. DEIB is positioned in this discussion as a vital component of the solution to growing the business sustainably. This is a very strong and well-supported piece of writing on the importance of DEIB in organizations today.
This is a thoughtful and well articulated reflection. I agree that positioning DEIB as a business imperative rather than just a compliance issue is crucial. The real world examples and integration of psychological safety and social justice theory really helped me to ground the importance of embedding DEIB into organizational culture and strategy.
DeleteExcellent analysis! The article perfectly demonstrates that Belonging is the non-negotiable key to driving high retention. The real-world examples absolutely speak for themselves.
ReplyDeleteThank you. Completely agree. Belonging truly is the foundation for lasing retention.im glad that I was able make it clear through real world examples.
DeleteThis blog impressively highlights how DEIB goes beyond representation and fosters a genuine sense of belonging. Anchoring inclusion in leadership responsibility and corporate culture fosters innovation and trust. Recent research confirms that belonging significantly improves engagement and reduces turnover (Nguyen & Carter, 2024).
ReplyDeleteThanks for sharing your idea I totally agree that true inclusion is about more than just numbers; it’s about creating a culture where everyone feels they belong. That connection really does boost engagement and keeps people motivated.
DeleteThis is a thoughtful and timely article! I like how you have gone beyond compliance to discuss belonging as a strategic priority. Mulyanti et al. (2024) provide a clear rationale for DEIB as a framework, while Bohnet and Chilazi (2024) remind us that sustainable changers require action and structural support. It is clear from the Heineken and PwC examples that embedding DEIB into leadership and culture will make a difference. Thank you for providing such a versatile perception!
ReplyDeleteThank you so much for your kind words. I’m glad the article resonated with you and highlighted the importance of DEIB as both a strategic priority and a culture shift. I appreciate you noticing the examples and insights.
DeleteThis is an excellent article, you have discussed about Diversity, Equity, Inclusion, and Belonging (DEIB) in the modern context of organizational culture. And you have nicely discussed real world examples on DEIB, which attracts my further readings of your article. Further, you have discussed about the theoretical foundation of DEIB, which enlighten my understanding on DEIB.
ReplyDeleteThank you so much for your kind words!.I’m glad the article helped deepen your understanding of DEIB. Your feedback means a lot.
DeleteThis is an outstanding and insightful exploration of DEIB that goes well beyond the traditional diversity narrative. I really appreciate how the article connects theory with practice linking Rawls’ principles of social justice to real-world corporate examples like Heineken, Banco Pichincha, and PwC. The emphasis on belonging and psychological safety as core drivers of inclusion is particularly compelling. Your argument for embedding DEIB into leadership accountability and business strategy makes this a highly relevant and actionable read for modern organizations striving for sustainable impact.
ReplyDeleteThank you so much for your generous and insightful feedback. I’m truly glad the article’s broader framing of DEIB resonated with you. Connecting Rawls’ principles of social justice to practical organizational examples was intentional, as theory becomes most powerful when it’s translated into real, measurable action , something companies like Heineken, Banco Pichincha, and PwC are demonstrating in meaningful ways. I also appreciate your reflection on belonging and psychological safety. These elements often determine whether diversity efforts actually translate into inclusion, and highlighting them as core drivers was central to the message. Your recognition of the need to embed DEIB into leadership accountability and overall business strategy reinforces why this work must extend far beyond HR it’s essential for long-term organizational resilience and impact. Thank you again for engaging so deeply with the piece. Your perspective adds real value to the conversation.
DeleteLuckmee, this is a great article that proves DEIB is much more than a checkbox in companies. I like that it first explained that true inclusion and belonging call for both the will to act and the right systems in place. Real-world examples, such as Heineken and PwC, make it clear that DEIB can drive both fair outcomes and business outcomes. It is also very inspiring to read that when the organisations take it seriously, the employees feel valued and the company grows through innovation and performance.
ReplyDeleteI’m really glad the article resonated with you. Highlighting that DEIB is far more than a checkbox was central to the message, and I appreciate your recognition that meaningful inclusion requires both intentional action and the right organizational systems. T he examples from Heineken and PwC were chosen precisely because they show how DEIB can simultaneously drive fairness, innovation, and strong business outcomes. It’s encouraging to hear that this connection came through clearly. When organizations truly commit to DEIB, employees feel valued, engagement rises, and performance naturally follows Thank you again for taking the time to share your reflections. Your perspective adds wonderful depth to the conversation.
DeleteI really appreciate how this article emphasizes that DEIB is more than just a checklist—it’s about creating a workplace where people truly feel they belong. Diversity alone isn’t enough; inclusion and belonging make employees feel respected, valued, and motivated. I love the real-world examples, like Heineken’s gender-balanced sales program and PwC’s transparent DEIB metrics—they show that meaningful DEIB actually benefits both people and business. The idea of combining “the will and the way” really hits home: organizations need both genuine commitment and the right systems to make DEIB sustainable. True inclusion is a long-term journey, not a quick fix
ReplyDeleteI completely agree with your take. DEIB is often misunderstood as just ticking boxes, but as the article highlights, real impact comes from fostering a culture where people feel seen, respected, and empowered. Those examples, like Heineken and PwC, really illustrate that when organizations invest thoughtfully in inclusion and belonging, it benefits everyone, employees and the business alike. And the “will and the way” concept is so important; without both genuine commitment and practical systems, even the best intentions can fall short. True inclusion really is a marathon, not a sprint.
DeleteThis comment has been removed by the author.
ReplyDeleteThis article asserts that DEIB (Diversity, Equity, Inclusion, and Belonging) must transcend mere diversity metrics to become integral to organizational culture, leadership, and strategy. It emphasizes the critical difference between having diverse representation and cultivating a true sense of belonging, which many organizations neglect. By anchoring its arguments in social justice theory, psychological safety, and performance data, the article argues that DEIB is ethically imperative and essential for long-term organizational success. Real-world examples from Heineken, Banco Pichincha, and PwC illustrate that effective DEIB necessitates structural alignment, transparency, and accountability rather than superficial actions. The article compellingly highlights the need to transition from “the will to act” to establishing systems that foster action. Ultimately, it conveys that belonging is the cornerstone of effective DEIB and is vital for sustainable growth, innovation, and trust within contemporary workplaces.
ReplyDeleteThank you for sharing this insightful article. I completely agree that true DEIB goes far beyond simply tracking diversity metrics. The emphasis on belonging as the cornerstone is particularly compelling, without psychological safety and a genuine sense of inclusion, representation alone cannot drive meaningful impact. I also appreciate how the article ties ethical imperatives to tangible organizational outcomes, showing that DEIB is not just a moral obligation but a strategic advantage. The real-world examples from Heineken, Banco Pichincha, and PwC effectively illustrate that structural alignment, transparency, and accountability are essential for translating intent into action. This piece is a strong reminder that fostering belonging requires deliberate systems and leadership commitment, not just well intentioned initiatives.
DeleteYour article powerfully shifts DEIB from compliance checkbox to strategic imperative. The emphasis on belonging and psychological safety, grounded in social justice theory, is crucial. Examples from Heineken, Banco Pichincha, and PwC demonstrate that embedding DEIB into leadership accountability drives both ethical and business outcomes.
ReplyDeleteAbsolutely. Focusing on belonging and accountability really shows how DEIB can drive both people and business success. The real world examples make the impact clear and actionable.
DeleteThis article provides a clear and insightful look at DEIB, and I appreciate how it emphasizes belonging as the foundation of inclusion. The examples from Heineken, Banco Pichincha, and PwC effectively show its strategic and cultural value. A well-argued and impactful piece, Lukmee👏.
ReplyDeleteI completely agree. belonging is key, and the examples really highlight how DEIB drives both culture and strategy.
Delete