As US political discourse grows increasingly hostile to diversity, equity and inclusion (DEI) initiatives, a chill is being felt across borders. Ireland has largely charted its own path in DEI development but concerns are growing that some of the cultural headwinds from across the Atlantic may be beginning to shape corporate behaviour here.
In the Republic, DEI has made real progress. The combination of regulatory frameworks, board-level scrutiny and a more diverse workforce has driven public- and private-sector organisations to take inclusion seriously. But now, some campaigners and consultants are noting a change in tone.
Becci Harrison, managing director of Fishers department store in Newtownmountkennedy, Co Wicklow, and a director at Network Ireland, believes some companies are choosing to be less vocal.
“The culture wars in the US are having an effect, especially among Irish companies exporting into the States,” she says. “Those who are part of a US supply chain are more likely to be keeping their DEI commitments under the radar. That’s not the same as abandoning them, but it is a step back in visibility.”
Harrison’s company, which includes a lifestyle store and cafe, employs a 40-strong team with a mix of nationalities and age profiles. She sees diversity as a matter of basic competence.
“If you’re not looking at this, you’re not running a good business,” she says. “It’s not a luxury, it’s fundamental.”
For larger firms, regulatory drivers remain strong. Gender pay-gap reporting already applied to companies with 150 employees and has been extended to those with 50 employees from this year.
Expectations are shifting, according to Dawn Leane, chief learning and development officer at Advancia and a leadership consultant with extensive experience across the industry.
“DEI started as a values-based agenda,” she says. “Now it’s a business issue. There’s robust evidence from the likes of McKinsey and BlackRock showing that companies with diverse leadership teams consistently outperform those that don’t.”
But she also notes a change in appetite. “Some companies who were never fully committed to DEI, the ones who saw it as a tick-box or PR exercise, are starting to back away. They don’t feel the need to pretend any more. And that’s worrying.”
Advancia delivers leadership programmes across Ireland and elsewhere in Europe and has begun turning down work where the values don’t align.
“We’ve had inquiries from multinationals wanting to run a year-long women-in-leadership programme on a budget of €2,000. That’s not a development budget. That’s tea and biscuits,” says Leane.
Both Harrison and Leane believe the next wave of DEI efforts must be more strategic and better resourced. Short-term campaigns are unlikely to yield real culture change.
“Inclusion is hard work. You don’t build psychological safety or real allyship in two years,” says Leane.
Mary Ryan, chief executive of CACI, offers a firm rebuttal to the idea of retreat. “At CACI, our commitment to diversity, equity and inclusion is unwavering. While we have observed some concerning global trends, we believe this is precisely the moment to double down on our efforts, not step back,” she says. “DEI isn’t a trend; it’s a cornerstone of resilient and innovative organisations.”
Ryan says her business’s DEI approach is not bolted on: “We have embedded DEI into our strategy, not as a stand-alone initiative but as a core organisational value.”
Meanwhile, the political signals from abroad are unhelpful. “The Trump effect is real,” says Harrison. “Even if Irish companies don’t agree with the sentiment, they’re aware that being seen to promote DEI could put them at odds with certain clients or investors. It’s not paranoia, it’s risk management.”
“If anything, it’s a reminder of why we need to stay the course,” says Leane. “Progress is never linear. When things get tough, values matter more.”
Harrison agrees. “The companies that take DEI seriously are finding it easier to retain staff, appeal to younger workers and stay relevant.”
What’s also emerging is a more measured, long-term approach. Harrison points to increased interest in Boardmatch Ireland and other programmes that improve governance and diversity at leadership levels.
“It’s not as visible on LinkedIn any more, but in the boardrooms, the questions are still being asked.”
She also believes there’s a generational shift under way. “Employees coming into the workforce now expect to be treated fairly. They’ve grown up in more diverse classrooms. They don’t see this as political; it’s just how work should be.”
Leane concurs, and warns against allowing short-term political cycles to dictate long-term policy.
“We’re at a turning point,” she says. “We can either dilute what we’ve built, or we can deepen it. That will take leadership.”
Ultimately, DEI remains a moving target, shaped by regulation, values and global dynamics. What’s clear is that the organisations who treat it as core to strategy rather than a marketing message are the ones most likely to thrive, regardless of who’s in power overseas.
