世界經(jīng)濟(jì)論壇：2025年多元、公平與包容最佳實(shí)踐

CentrefortheNewEconomyandSocietywrJRLD

ECCNOMIC

FORUM

Diversity,EquityandInclusion

Lighthouses2025

INSIGHTREPORT

JANUARY2025

Disclaimer

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?2025WorldEconomic

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Coverimage:KevinMueller/Unsplash

Contents

Foreword4

Introduction5

1Diversity,EquityandInclusionLighthouseprogramme6

1.1Trendsandinsights6

1.2ProcessandmethodologyforidentifyingLighthouses11

1.3CommonsuccessfactorsacrossLighthouseinitiatives11

22025Diversity,EquityandInclusionLighthousesandHighlights12

2.1Lighthouses12

2.2Highlights32

Appendix40

Contributors43

Endnotes44

Diversity,EquityandInclusionLighthouses20252

ThisreportbuildsontheworkoftheDiversity,Equityand

InclusionLighthouseProgramme,anannualefforttosurface,highlightandscaleimpactfulcorporateinitiatives.Itis

organizedbytheWorldEconomicForum’sCentrefortheNewEconomyandSociety.

TheLighthouseProgrammeisdesignedtopragmatically

identifyproven,effectiveinitiativeswhichadvancediversity,equityandinclusionacrossindustriesandgeographiesandtosharekeylessonslearnedwithbusinessandpublicsectorleadersaroundtheworld.Theaimistoequipleaderswith

bestpracticestohelpfocuseffortsonwhatworksbest,andultimatelycontributetostrongerbusinessperformanceandcompetitiveness.

Thisreportprovidesasnapshotofthecurrentfrontierand

recentdevelopmentsinthespace,followedbydetailedcasestudiesofthe2025cohortofLighthouseinitiativesselected

byanexpertpanelonthebasisofhavingachievedsignificant,quantifiable,sustainedandscalableimpactforoneormultipleunderrepresentedgroups.Inaddition,thereportpresentsa

setof“highlighted”initiatives,whichcontainpromisingorinnovativedesignprinciples.

Diversity,EquityandInclusionLighthouses20253

JANUARY2025

SiljaBaller

Head,Diversity,Equity

andInclusion,World

EconomicForum

Diversity,EquityandInclusionLighthouses2025

Foreword

Asweembarkontheyear2025,significantandsystematicgapsineconomicoutcomespersist

forwomen,peopleofcolour,LGBTQI+individualsandpeoplewithdisabilities,asaconsequence

ofcompoundingdisadvantagestheyarefacinginlabourandcapitalmarkets.Thiscontinuestocreatetheneedfortargetedeffortsthatyieldamorelevelplayingfield.

Noteverydiversity,equityandinclusion

programmeimplementedoverthelastdecade

hasprovenequallyeffective.Yet,wheredonewell,effortshaveemergedasincreasinglymission-

criticalforbusinesscompetitivenessinallpartsoftheglobe.Well-calibrateddiversity,equity

andinclusionstrategiesattractandretainthe

besttalentandimproveoverallemployeewell-

being,productivityandinnovationoutcomes.

Theyhavealsobeenlinkedtoimprovedfuture

financialperformanceandhighervaluationratios.Nothavingdiverseperspectivesaroundthetableisacriticalriskfactorandmakesorganizationslesseffectiveindealingwithexternalshocksand

crises.Thoughtful,well-executedstrategies,ontheotherhand,createacultureoftrustwhichinturnfuelsbusinessperformance.

Manylearningshaveemergedfromrecentyearsofpractice.Togeneratelastingimpact,goingbeyondinfluencingindividualbehaviourstochanging

systemsiscritical.Thiscanincludebroadening

recruitmentoutreach,transparenthiringprocessesandsuccessionplanning,auditingperformance

andpromotionprocessestoremovebias,and

implementingpayequityprocessesandequitablecareleavepolicies.Togetherwithaninclusive

culturewherethetoneissetfromthetop,such

systemsgivecompaniesacompetitiveedge.Ontheotherhand,sometypesoftrainingrolledout

inrecentyearshaveprovenineffective.Abalancefurtherneedstobestruckbetweencreatingalevelplayingfieldforgroupswhohavehistoricallyfacedbarriersandcreatingasenseofinclusionandtrustthatbringstogetherallstakeholders.

Thecollectionof2025Lighthousesand

Highlightsinthisreportispresentedinthehope

thatitcanprovidepragmaticinsightsondiversity,equityandinclusioneffortsthathaveproven

highlyeffectiveincreatingahighperformance

environmentforallemployees,suppliersandotherstakeholdersofthecorporateecosystem.

Theyaretestamenttothetransformativepotentialofdiversity,equityandinclusioneffortsinshapingaresilientandinclusiveglobaleconomy.

TheCentrefortheNewEconomyandSocietyiscomplementingtheLighthouseProgrammewithagrowingportfolioofrelatedinsightproducts,actioninitiativesandleadershipcommunities.

Forexample,theGlobalGenderParitySprint

2030providesaglobalplatform,bringing

togetherbusinesses,governments,international

organizationsandotherstakeholderstoaccelerate

economicparity.TheGlobalGenderGapReport,nowinits19thyear,benchmarksglobal,nationalandindustrygendergaps,whileGenderParity

Acceleratorsareimplementingpublic-private

actionplanstoadvancewomen’seconomic

empowermentacross17economies.The

CentrealsoadvancesLGBTQI+inclusion,racialandethnicequity,andinclusionofpeoplewithdisabilitiesthroughitsworkwiththeCommunityofChiefDiversityandInclusionOfficersaswellasthroughcollaborationswithcivilsociety

organizations.

Wearedeeplygratefultothemembersofthe

Lighthouseindependentexpertpanel–Dominic

Arnall,PorterBraswell,ElizabethBroderick,

CarolineCaseyandLuanaGénot–fortheir

leadershipinselectingthe2025cohortofDiversity,EquityandInclusionLighthouses.Wealsothank

themembersoftheCentrefortheNewEconomyandSocietyAdvisoryBoardandthemorethan

190partnersoftheCentrefortheircommitmenttoshapinganeconomicfuturethatcreates

opportunitiesforall.

Wewouldfurtherliketoexpressourgratitude

toMauricioBáezSede?o,YanjunGuoandKim

Piagetfortheirleadershipofthisproject,aswellastoourcolleaguesAttilioDiBattista,SriramGutta,LauraNateraandEoinO’Cathasaighfortheir

support.

Diversity,EquityandInclusionLighthouses20254

Introduction

Buildingresilienteconomiesin2025

In2025,leadersinthepublicandprivatesectorswillbetaskedwiththechallengeofrevivinggrowthinahighlyvolatileenvironmentwhileensuringsaidgrowthdoesnotexacerbateexistingeconomic

inequities

1

aslabourmarketsandcapitalmarketsstillshowmultiplelayersofsystematicoutcomegapsforwomen,peopleofcolour,LGBTQI+

individualsandpeoplewithdisabilities.

Wheregloballycomparabledataisavailable,as

inthecaseofgender,weseepersistentgaps

inlabour-marketparticipation,unemployment,

informalemployment,representationinthejobsofthefuture,leadership,andpay,aswellaswealthaccumulationandaccesstofinanceacrossthe

world.2Astheglobaleconomyissettobecomemorevolatile,theriskishighestforthosethat

havetraditionallybeenexcludedfromeconomicopportunity,includingthemoststableandhighlyrewardedjobs.

Whilelegislationandequitableeconomicpoliciesareanimportantpartoftheequation,corporationscanplayakeyroleincontributingtothecreationofamorelevelplayingfield.

Thecorporateroleinadvancingpolicyandsocietaloutcomesisfurthermagnifiedbytherapidpaceoftechnologicalinnovation,particularlyinautomationandworkforceaugmentation.

Simultaneously,long-termdemographic

transformationsarereshapingtheglobalworkforce.By2030,oneinsixpeopleworldwidewillbeover

theageof60,ashiftthatwillaffectnotonlyhigh-incomeeconomiesbutalsoincreasinglyimpactmiddle-andlow-incomecountries,

presentinganewlandscapeforcompaniesintheirsearchfortalent.3

Inthisswiftlychangingenvironment,aligning

diversity,equityandinclusion(DEI)effortswith

broaderbusinessandeconomicobjectiveswillnotonlyenablecompaniestonavigatemacroeconomicshiftsbutalsohelpbusinessesthriveinanera

whereadaptabilityandresilienceareparamount.

Businessesacrosstheworldareembracing

approachesthatboostdiversityandinclusionto

laythefoundationsforworkforcetransformation.

Agrowingbodyofpracticessuggeststhateffortsarebroadeningacrosstheplanet,andtransformingfromreactivetoproactive,fromperipheralto

central,andfromsingle-focustowhole-of-businessinitiatives.

4

Well-designedstrategiesarecreating

anenvironmentwhereallemployeesareableto

performattheirhighestpotential,therebyboostingbusinessperformance.Inaddition,suchstrategiesinvolvethecreationoftransparentsystemsand

channelsofcommunicationthatcontributetobuildingtrust.

In2023,thebulkofDEIeffortsfortheaverage

firmwerepredominantlyfocusedontraining

initiativeslookingtoachieveattitudinalshifts

withinorganizations

.5

Thisapproachisshowing

mixedresults

5

.Instead,companiesatthefrontierareincreasinglyshiftingtoa“fixingthesystem”

approach,adoptingmeasuressuchaspayequityreviews,caregivingbenefits,andmoretransparenthiringandpromotionprocessesacrosstheir

organizationsandsupplychains.

AsDEIcontinuestoembeditselfintothefabricofbusinessoperations,itisevolvingintoastrategy

thatisnotjustadditive,butessentialtosustainablesuccess.

Diversity,EquityandInclusionLighthouses20255

1

Diversity,EquityandInclusionLighthouseProgramme

casestudiesisnottoprovidealistofinitiativestoreplicatebuttoillustratekeyelementsof

whatcontributedtoeachinitiative’simpact.The

followingsectionlaysouttrendsandinsights

observedacrossthethreecyclesoftheLighthouseProgramtodate.

Initsthirdedition,thisreportshowcaseseight

LighthousesandsevenHighlights,aimingtoequipleaderswithinsightstocontributetofasterDEI

impactacrosstheglobalbusinesscommunityandpolicy-makingspace.Giventhatthereisnosilverbulletforadvancingdiversityandinclusionand

drivingenduringimpact,theintentionbehindthe

1.1

Trendsandinsights

ThecorporateDEIfrontierisglobal

The2025editionreceivedsubmissionsfrom

thebroadestrangeofregionstodate,with

programmesoperatinginmorethan20differentcountriesinLatinAmerica,theMiddleEast,Asia,Europe,NorthAmericaandAfrica.

Apatternobservedacrossallthreeeditionsoftheprogrammeisthediversityofgeographywhenit

comestoDEIefforts.Thegrowingrepositoryof

LighthousesandHighlightsfrom2023to2025nowincludesprogrammeswithprovenimpactineveryregionoftheworld(Figure1).

Lighthouseinitiativesimplementationbyeconomy,2023-2025editions

FIGURE1

NumberofLighthouseinitiatives

12

1

LatinAmericaand

SouthAsia

theCaribbeanmEastAsiaandthePaci?cmEuropemNorthAmerica

MiddleEastandNorthAfricaSub-SaharanAfricaCentralAsia

Note

DotsizescorrespondtothenumberofDEIinitiativesappliedineachlocation.

Source

WorldEconomicForum,Diversity,EquityandInclusionLighthouses2023,2024,2025.

Diversity,EquityandInclusionLighthouses20256

Gender-parityprogrammesarethemostmature

headquarteredinEuropeandNorthAmerica.Duetothelimitedavailabilityofdataintheseareas,

however,itcanbemorechallengingtomeasure

tangibleimpacts.Someorganizationsarebeginningtoseeresultsfromself-IDcampaignswithin

theirworkforces,enablingthemtogatherdata

acrosspopulations,includingLGBTQI+,Black,

Hispanic,Latino,Asian,peoplewithdisabilities,andintersectionsamongthem.

Additionally,someprogrammesarespecifically

designedtosupportparents.Byimplementing

moreinclusiveparentalleavepolicies,pioneering

companiesarechallengingtraditionalgenderrolesinchildcareandredefiningfamilybenefitstoincludeandsupportLGBTQI+employees.

Theprimaryfocusofcompaniessubmittingto

theLighthouseProgrammeremainsgender

equity,withoverone-thirdofallsubmissions

acrossthethreeeditionsaddressingthisarea

(Figure2).Thisemphasisislargelyduetothe

accessibilityofgender-relateddata,whichis

relativelystraightforwardtocollectandanalyse,

makingitacommonentrypointformanyDEI

initiatives.Additionally,womencomprise50%of

theglobalpopulation,andeffortstowardgenderparityhavealongerhistory.Amongthegender-

focusedsubmissions,avarietyofprogrammes

haveemerged,includingthosecentredonwomeninleadership,womeninSTEM,equalpay,financialinclusion,women’sentrepreneurshipandsafe

spacesforwomen.

Racialandethnicequity,LGBTQI+inclusion,andinclusionforpeoplewithdisabilitiesaremoreoftenaddressedatlaterstagesofanorganization’s

DEIjourney,andmanyoftheseinitiativesare

FIGURE2Distributionofinitiativesbytargetgroup,acrossallsubmissions,2023-2025editions

9%

13%

8%

42%

Targetsinclude:

WomeninleadershipWomeninSTEM

4%

20%

Equalpay

FinancialinclusionWomen’sentrepreneurshipSafespacesforwomen

4%

LGBTQI+inclusionGenderparity

RacialandethnicequityCross-cuttingDEIinitiative

InclusionofpeoplewithdisabilitiesParentsSocioeconomicinclusion

Source

WorldEconomicForum,Diversity,EquityandInclusionLighthouses2023,2024,2025.

Diversity,EquityandInclusionLighthouses20257

Companiesofallsizesandagesareembeddingeffortstoboostdiversityandinclusion,withpioneersleadingthewayfromthefoundingstage

In2025,nearlyhalfofthesubmissionscome

fromverylargecompanieswithover100,000

employees,anotableincreasefrompreviousyears.Whilelargerandoldercompaniesareoftenthe

onesimplementingDEIprogrammes,thisyear’ssubmissionsshowthatcompaniesofallagesandsizesaremakingDEIapriority(Figure3).

Foundingyear

FIGURE3

2020

1980

1940

1900

1860

1820

1780

DEIinitiativesacross?rmsizeandage,2023-2025editions

19982000200220042006200820102012201420162018202020222024

Initiativestartingyear

Companysize(numberofemployees)

100,000employeesorabove

Upto499employees

Source

WorldEconomicForum,Diversity,EquityandInclusionLighthouses2023,2024,2025.

Note

Dotsizescorrespondtothecompanysizeintermsofnumberofemployees.DEIinitiativestartingyearreferstotheyearwhentheinitiative,whichwassubmittedtotheDEI

LighthouseProgram,originallybegan.

Diversity,EquityandInclusionLighthouses20258

DEIistransformingintoacareer-spanning,company-wideeffort

inclusivecultureinternally.However,initiativesatthefrontierincreasinglytakeawhole-of-businessandecosystemapproach.BeyondbeingHR

programmes,successfulinitiativesusedifferent

leversattheirdisposaltodriveimpactthrough

differentbusinessfunctionssuchasmarketing,

R&D,supplychains,partnershipswithnon-

governmentalorganizations(NGOs)andpolicy

advocacy.Byleveragingtheseadditionalareas,companiescanincreaseimpactandultimately

influencetheirbroaderecosystem,contributingtosocietalchange.

Approximatelyone-halfofthesubmissionsand

selectedLighthousesinthepastthreeyearsare

internalandworkforce-focused,showcasingthe

understandingofinternalchangeprecedingexternalimpact.Someshowcaseastrategicapproach

toembeddingDEIateverystageofemployees’careers,fromrecruitmentandonboardingto

development,advancementandleadership,

underscoringadeepintegrationofDEIintotheemployeeexperience.

Inaddition,organizationsarerecognizingthattodriveDEIexternally,theymustfirstcultivatean

Sectorslikefinancialservices,ITC,consumergoodsandmanufacturingarecatchinguponDEIprogress

Manufacturingsectors–areasthathavetraditionallybeenslowerinadvancingtheirDEIefforts

.6

This

widerdistributionunderscoresanencouraging

trend:adeeper,moreinclusivecommitmenttoDEIacrossindustries,assectorsincreasinglyembracethesevalueswithconfidenceandoptimism.

AstheLighthouserepositorycontinuestogrow,submissionsfromitsthreeeditionsnowspan17sectors(Figure4).The2025editiondemonstratesamorebalancedrepresentationacrossindustries,withnotableincreasesincontributionsfromthe

FinancialServices,ITC,ConsumerGoods,and

FIGURE4

Relativenumberofsubmissionsbyindustry,totalover2023-2025editions

Engineering&

Oil&Gas

Agriculture,Food&Beverage

GlobalHealth&Healthcare

Banking&CapitalMarkets

Mining&Metals

Media,EntertainmentandSport

ProfessionalServices

Retail,ConsumerGoods&Lifestyle

Insurance&AssetManagement

ChemicalandAdvanced

Materials

AdvancedManufacturing

Automotive&NewMobility

Digital

Communication

InformationTechnology

EnergyTechnology&Utilities

PrivateInvestors

Education

FinancialServicesandInvestorsEnergyICTandMedia

HealthandConsumerManufacturing,SupplyChainandTransportationMaterialsandInfrastructuresProfessionalServicesandInstitutional

Source

WorldEconomicForum,Diversity,EquityandInclusion

Note

DotsizescorrespondtothenumberofDEIinitiativessubmittedbycompaniesfromagivenindustry.

Lighthouses2023,2024,2025.

Diversity,EquityandInclusionLighthouses20259

1.2

ProcessandmethodologyforidentifyingLighthouses

FollowingacallforsubmissionsbytheWorld

EconomicForum’sCentrefortheNewEconomyandSociety,anindependentpanelofDEIexperts(SeeAppendixforthelistofexpertsthatformedthisyear’spanel)withdiversebackgroundsandexpertiseselectedthe2025cohortofeight

LighthousesandsevenHighlightsusingthefollowingfourpredeterminedcriteria:

–Significance:assessingthemagnitudeof

impactbasedonchangeagainstabaseline,

numberofpeopleaffectedrelativetothesizeofthetargetpopulation,and/ortheorganization’ssize,degreeoftransformativeimpactonthe

targetgroup(s).

–Quantifiability:assessinguseofmetricstomeasureanddrivefurtherimpact,basedon

–

–

acleardefinitionofthemetrics,regularityoftracking,andtheuseofmetricstowardsaccountability.

Scalability:assessingfuture-impactpotentialwithinorbeyondtheorganizationbasedontheset-upoftheinitiative,howtheinitiativehas

beenscaledtodate,andthefuturetargetsanddefinitionofapathforward.

Sustainability:assessingthesustainabilityoftheinitiativeandpotentialforlong-termimpact,basedonthelengthoftimethattheinitiative

hasbeenrunning,theinitiativestructureandgovernance,andtheextenttowhichthe

organizationismainstreamingtheinitiativeintoitscorebusinessstrategy.

1.3

Commonsuccessfactorsacross

Lighthouseinitiatives

Fivecommonsuccessfactorstendtomark

theinitiativesthatyieldthemostsignificant,

scalable,quantifiableandsustainedimpactfor

underrepresentedgroups(Table1).Whilethereisno“one-size-fits-all”solution,theseelementscanhelpsetupanorganization’sDEIinitiativesforsuccess.

TABLE1FivecommonsuccessfactorsacrossLighthouseinitiatives

2.Meaningfuldefinitionofsuccess

–Setclearand

quantifiable

aspirations(whatandbywhen)

–Articulateaclearcaseforchangethatmoves

employeestoaction

3.Accountableandinvestedbusinessleaders

–Setinitiativeasacorebusinesspriority

–Holdseniorleadersaccountablefor

outcomes,notjustinputsoractivities

–Modelandleaddesiredchange,startingwiththeCEOandseniorleaders

–Ensureresourcesforlongevityinthebudget,expertiseandtimeline

4.Solutiondesignedforcontext

–Developsolutionsthataddresstherootcauses,withscalabilityinmind

–Integratechangesintokeyprocessesandwaysof

working,soimpactissustained

–Equipand

encourage

employeestocontribute

1.Nuanced

understandingofrootcauses

–Understandtheproblemwithadeepfactbase

–Identifytherootcauses

–Getinputfromthetargetpopulation,initiallyand

throughout

–Prioritizeand

sequenceproblem

areas

5.Rigoroustrackingandcourse

correction

–Definekey

performance

indicators(KPIs)andimplementrigoroustrackingprocess

–Usedataand

feedbacktocoursecorrectasneeded

Diversity,EquityandInclusionLighthouses202510

Diversity,Equityand

InclusionLighthousesandHighlights

2.1

Lighthouses

ThissectiondetailseachoftheeightDEI

Lighthouseinitiativesselectedbytheindependentexpertpanel.Giventhatthereisno“one-size-fits-

all”solutionforadvancingDEIanddrivingenduringimpact,theintentionofthissectionisnottoprovidealistofinitiativestoreplicatebuttoillustratekey

elementsofwhatcontributedtoeachinitiative’s

impact.TheKeyactionsportionofeachcase

providesareal-lifeexampleofthecommonsuccessfactorsoutlinedinTable1inthepreviouschapter.

ThesecasescanserveasreferencepointsforwhatworkswhenconsideringhowtoimproveDEIeffortswithinthecontextofanorganization.

TheeightLighthousecasesvarybyaspiration,targetpopulationandothercharacteristicsasfollows:

–Initiativegeography:globalreach(3);Jordan,Brazil,Portugal,WestAfrica(Senegal,MaliandNiger),andUSA,CanadaandChile

–Initiativescope:external(1),internal(4)andboth(3)

–Targetpopulation:women(6);LGBTQI+

people(1);peoplewithdisabilities,migrantsandpeopleatsocialrisk(1)

–Typesofsolutions:comprehensivestrategies

(3);upskillingprogrammes(3);financeforwomenandwomenentrepreneurs(1),safespaces(1)

TheexpertpanelthatselectedtheLighthouses

havealsohighlighted“stand-out”approachesfromsevenothersubmissions.Snapshotsofeachof

theseHighlightsfollowtheeightLighthousecaseprofilesandprovideadditionalreal-lifeexamplesinthecontextofinitiativesdesignedtoimproveDEIoutcomesforunderrepresentedgroups.

2

TABLE2DEILighthouses2025

Impactsnapshot

–90employeenetworksacross

45countries,involvingmorethan141,000allies.

–CompanycelebratedLGBTQI+Pridepubliclyin47countriesinFY24,a

68%increasecomparedtoFY23.

–Self-IDutilizationincreasedfrom6%inFY22to11%inFY24.

Description

Creatinganinclusiveenvironmentthat

fullysupportsLGBTQI+employees,

throughallyshipcreation,comprehensivepolicies,professionaldevelopmentandequalaccesstobenefits.

Organization

Diversity,EquityandInclusionLighthouses202511

Organization

?Bonkaletihod

Description

Promotingfinancialfreedomand

acceleratingeconomicparticipation

forwomeninJordanthroughtailored

financialproducts,non-financialservices,andfosteringanequitableworkplace

culture.

Impactsnapshot

–Representationoffemaleclients

increasedfrom26%to36%sincethelaunchoftheinitiativein2014.

–Femaleborrowersgrew16times,andfemaledepositorsby14timessince2014,comparedto6timesand9timesformaleborrowers,

respectively.

–Women’srepresentationintheBoardofDirectorsincreasedfrom9%to

30%since2014.

lberdrola

Promotinggenderequalityinthe

EnergysectorbyinvestinginaschoolforelectriciansinBrazil,focusedondevelopingSTEMskills.

–Femalerepresentationintheannualhiringofelectriciansincreasedfrom1.7%in2019to36.4%in2024(datauntilJuly).

–1,015womentrained.

–76%ofgraduatesofthetraining

programmesecureajobwithinthe

company.

Economicempowermentforpeople

withdisadvantagedpositions,includingpeoplewithdisabilitiesandrefugees,

foreasieraccesstothelabourmarketthroughupskillingandjobopportunitycreation.

Supportingtheprofessionaldevelopmentofwomenthroughavarietyof

actions,basedonthreepillars:ParityinKeyPositions,SalaryEquity,andTransmission.

–1,709peoplehaveparticipatedintheprogrammesince2015.

–47%oftraineeswerehiredaftercompletionoftheprogramme.

LVMH

Parity

–Representationofwomeninkey

positionsincreasedfrom23%to48%since2007.

–65%ofthecompany’smanagersarenowwomen.

–FemaleCEOsincreasedfrom0to17since2007.

Equity

–Ensuringandmonitoringsala