Fortune Global 500 in EMEA: Why inclusion remains a business imperative
What are EMEA- and APAC-based companies doing in response to the US executive orders on diversity, equity, and inclusion? Have you any insights to share? These are the questions Fortune Global 500 companies are asking Catalyst — and that prompted us to bring people together to exchange ideas and tackle these challenges collectively.
Through four Catalyst Virtual Connects sessions, we engaged with representatives from Fortune Global 500 companies headquartered in EMEA and APAC, all with a significant presence in the United States. These conversations reflect a pressing need to understand how organisations are navigating shifting external pressures. The result? A candid, thought-provoking exchange that underscores the resilience and adaptability of our community.
The key takeaways on what’s top of mind for people and culture professionals — and how they’re adjusting their strategies in this time of uncertainty — are listed below:
1. Communications are being refined.
Companies are carefully balancing the need to communicate about their people and talent initiatives with the realities of shifting external pressures. Many organisations remain deeply committed to building inclusive and fair workplaces where all employees have equal access to opportunities free from barriers and bias, and are adjusting their language strategically to avoid politically charged terminology.
Rather than retreating, companies are refining their messaging to emphasise business-aligned values such as respect, inclusion, and collaboration. This includes shifting from terms like ‘targets’ to ‘aspirational goals,’ broadening ERG participation to all employees based on shared interests, and reinforcing ‘inclusion for all’ as a core principle.
They are using internal communications to proactively update employees on strategic shifts while prioritising open, empathetic dialogue. Many are also leveraging quiet leadership — letting their sustained actions speak louder than external statements. This aligns with the Values-Open-Close (VOC) framework, ensuring that core commitments remain clear even amid changing circumstances.
2. They are balancing people concerns with business risk.
A recurring theme was the tension between the human impact of inclusion efforts — where employees feel deeply connected to the work — and broader corporate considerations such as brand reputation, regulatory compliance, and legal risks. This mirrors the challenge many EMEA- and APAC-based organisations are facing in framing their initiatives: balancing the ‘fairness case,’ which resonates more with employees, and the ‘business case,’ which focuses on corporate priorities.
Across regions and sectors, it became apparent that practitioners and leaders are feeling the strain. Burnout, exhaustion, and mental health concerns were voiced across discussions. Many organisations are responding by prioritising wellbeing and wellness initiatives, ensuring that those leading the efforts have the support they need to sustain progress.
3. Compliance is complex across regions.
Global efforts to support diverse workforces, pay equity, and inclusion require navigating a fragmented regulatory landscape. While US-headquartered organisations contend with executive orders, their European counterparts are aligning with new frameworks such as the Corporate Sustainability Reporting Directive (CSRD) and Pay Transparency Directive. Many organisations highlighted this European regulatory landscape as an opportunity — a structured accountability mechanism that ensures respectful and fair workplace environments remain embedded in business practices.
However, a key challenge remains: as Europe moves toward stronger regulation and protection for equity and workplace inclusion mechanisms, while the US shifts away, businesses are grappling with diverging compliance expectations. This is especially difficult for companies accustomed to a single, unified policy. As a result, many are decentralising their approaches, aligning efforts with broader corporate values while tailoring initiatives to specific market needs. Maintaining transparent and globally consistent communications while adapting to regional variations is an added complexity for organisations with small teams — particularly when those teams are based in one region but must navigate compliance requirements and support inclusion efforts in others.
4. Legal is the new best friend of people and culture professionals.
As organisations navigate compliance complexities and evolving risks, legal teams have become indispensable partners in shaping inclusion strategies. Their involvement is not just about mitigating risks but also about reinforcing structural integrity — closing gaps by ensuring that systems and processes are aligned with legal and ethical expectations and requirements.
The importance of this collaboration was especially evident in discussions with US-based organisations, which described this partnership as helping them refine their strategies without abandoning core principles of their values. Many leaders emphasised that not every aspect of inclusion, belonging, and employee wellbeing needs an overhaul; rather, careful adjustments can ensure sustainability and continued impact.
5. There is a steadfast commitment to championing inclusion.
Despite external pressures, one message was clear: the commitment to fostering environments where everyone can thrive remains unwavering. Leaders across regions and industries are finding new ways to champion inclusion, ensuring that opportunity gaps do not widen due to systemic challenges. Rather than stepping back, organisations are evolving their approaches to strengthen business outcomes while maintaining their commitment.
The path forward: adaptive, resilient, and impact-driven
These conversations resulted in hopefulness. The landscape is shifting and uncertainty remains, but organisations are adapting — drawing on internal allies and the guidance of those deeply invested in advancing inclusion. As part of this broader effort, we see firsthand how a ‘glocal’ approach is sustaining progress. The work isn’t disappearing — it’s transforming. And those who remain agile and committed to closing gaps will be best positioned to thrive. That, in itself, is a win worth celebrating.