Latest news with #EquityandInclusion
Spectator
19 hours ago
- Business
- Spectator
The dark side of LinkedIn
I'd always assumed that LinkedIn is Instagram for people with lanyards. A place for earnest self-congratulation, polite emoji applause, and lightly airbrushed career updates: 'Humbled to be speaking at Davos'; 'Thrilled to have joined Deloitte'; 'Grateful to my incredible team for smashing Q4 targets.' That sort of thing. Sanitised, self-serving and safely anodyne with an easy trade: a like for a like, a 'repost' for a 'funny'. Instead of an apology, I received a torrent of replies ranging from 'you had it coming' to 'stop making a fuss' So when I posted something mildly provocative, I expected at worst a few furrowed brows and an awkward silence in the comments. I did not expect a social media thunderstorm. The provocation? A practical, depoliticised Diversity, Equity and Inclusion (DEI) plan. In light of US president Donald Trump's executive orders and the ensuing legal backlash, DEI has become the HR profession's third rail. Everyone has an opinion; no one wants to get electrocuted. So I thought I'd share a seven-point plan my company had helped a FTSE 30 board adopt: it's a model that replaces ideology with evidence and helps everyone, not just identity groups, to thrive. The plan advised against the lexicon of victimhood: no mention of 'oppressed vs oppressors', 'white privilege', or 'institutional phobias.' Instead, it proposed focusing on universal human truths: that everyone faces different headwinds and tailwinds, many of them invisible, and not all equal; that rather than victims and perpetrators we all have a role in creating a work environment where people succeed based on their talents, rather than their background. We advocated everyday language. 'Bias' was out. 'Good judgment' was in. We called for a duty of care to all, rather than declarations on global political events. It was not radical. In fact, it was built on rigorous behavioural science and tested in various large companies. I thought it might even be useful. But then I had forgotten where I was. This was LinkedIn, supposedly the realm of calm, considerate professionalism. In reality, it is anything but. The backlash came fast. First, a client rang up one of my colleagues to say that unless I publicly retracted my comments, he'd cease working with us. This proved to be prophetic but not, I suspect, for the reasons he'd imagined. Two weeks later, the client was 'let go'. It appears that his world of work had had enough of his woke. A DEI influencer – high on followers, low on nuance – quoted my line about 'headwinds' and added, 'Amazing mental gymnastics for someone who, according to multiple online biographers, is the 'son of socialite Brinsley Black.' I can't even…' Here was a man who claims to champion fairness and inclusion attacking me for something my father may or may not have done fifty years ago. Expecting a few voices from HR's vast choir of speak-up culture to chime in, I posted a polite but firm response: 'You have picked up on something from the web (not well known for its accuracy) and decided to play the person rather than the ball. If I had plucked some slight about your parents from the internet and used it to dismiss your arguments, I suspect you'd be outraged and rightly so. I think you – and the 39 people who liked your comment – owe me an apology.' Instead of an apology, I received a torrent of replies ranging from 'you had it coming' to 'stop making a fuss'. A few kind souls sent DMs in solidarity (thank you), but the public square remained conspicuously quiet. It was as if everyone had decided that speaking out was something they were keen to encourage other people to do, but, when it came to taking on a DEI aficionado, it wasn't worth the risk. Then came my next misstep. I congratulated Barclays for ensuring there were women-only as well as mixed-gender loos after the Supreme Court clarified the legal definition of sex. Cue the mob. The pile-on made the previous furore feel like a warm-up act. This time, I panicked and did something I regret to this day: I deleted the post. But the strangest thing wasn't the rage. It was what happened next. My posts – which previously tended to reach a respectable 10,000 impressions – now struggled to break 500. Posts containing valuable new evidence on productivity, absenteeism and the psychology of high performance languished in obscurity. I had, it seemed, been ghosted by the machine. LinkedIn, for all its talk of inclusion, appears to have the subtle hand of censorship down to an algorithmic art. You're not suspended; just muffled. Not punished; just buried. There's no trial. No court of appeal. No feedback. Just the quiet hum of the system deciding you're no longer quite right for the party. This is a platform that claims: 'We are open, honest and constructive. By seeking the truth and keeping it real, we are more likely to generate solutions to difficult problems.' It's a lovely sentiment. Someone should tell their bots.
Business Journals
2 days ago
- Business
- Business Journals
5 issues that could derail employers in 2025
1. DEI pushback: Diversity, Equity and Inclusion initiatives are suddenly under intense scrutiny after both an unfavorable Supreme Court decision and a change in the federal administration, with state officials and legislators signaling a closer look as well. Employers with elements of these programs still in place should review them carefully to be sure that they don't run afoul of current interpretations of antidiscrimination laws. 2. 'Reverse' discrimination: A new opinion from the United States Supreme Court has opened the door a bit wider to so-called 'reverse' discrimination suits, where an employee believes they were discriminated against specifically because they are NOT a minority or a member of an otherwise protected class. The opinion interpreted antidiscrimination statutes to mean precisely what they say, and all claims of discrimination must meet the same standards. Employers should expect to see a wave of these claims going forward. 3. Non-compete agreements: The federal bans on noncompetition agreements championed under the last administration never saw the full light of day, but that doesn't mean these clauses are safe in the future. The current Federal Trade Commission chair, Andrew Ferguson, has signaled that his agency will still scrutinize overbroad non-competes. The heat, while not quite as hot, is still on, and state regulation of non-competes is only increasing. 4. AI issues: AI is here to stay, but as employers rush to embrace a new, potentially world-changing tool, significant risks remain. Employers may find themselves liable for when AI tools used to make hiring or other employment decisions lead to violations of anti-discrimination laws. States have already begun to regulate these tools precisely for this reason, so employers should be wary of letting AI generate liability. 5. ADA failure to accommodate claims: These claims are nothing new, but they remain a serious stumbling block for employers. The Department of Justice withdrew several guidance documents earlier this year, which only serves to muddy the waters further. Employers must be mindful of the need to accommodate employees with disabilities, and they must also be open to a broad interpretation of what may considered a disability. When employers fail to engage in the interactive process, courts take notice.
The Star
3 days ago
- Business
- The Star
A toast to diversity
Celebrating a major milestone, Carlsberg Malaysia was honoured with the Gold award for Diversity, Equity and Inclusion at the 2025 SEEK People & Purpose Awards. From left: Carlsberg Malaysia people and culture business partner (commercial and corporate functions) Cynthia Soo, talent acquisition specialist Wong Siew Peng, talent acquisition manager Woo Yi Lei, people and culture Asia vice president Pauline Lim, organisational development senior manager Grace Ho and organisational development assistant manager Lim Hui Xian represented the company. Carlsberg Malaysia's four-year diversity journey earns prestigious recognition at the 2025 SEEK People & Purpose Awards CARLSBERG Brewery Malaysia Berhad has secured esteemed honours at the 2025 Seek People & Purpose Awards, taking home the Gold award for Best Diversity, Equity and Inclusion (DEI) in recognition of its workplace transformation initiatives that have redefined corporate culture across the organisation. The prestigious accolade demonstrates Carlsberg Malaysia's success in embedding DEI as a strategic business priority over a four-year journey. This achievement positions the company as a leader in fostering a workplace culture that not only champions diversity but also drives sustainable business and social impact. It sets a benchmark for other organisations across the region. Guided by the company's purpose of 'Brewing for a Better Today and Tomorrow', Carlsberg Malaysia has implemented a comprehensive framework focused on four key pillars: business priority, diverse representation, equal opportunities and inclusive culture. 'We are incredibly proud to receive this recognition,' said Carlsberg Malaysia people and culture director Choy Yen Li. 'This award is a testament to the collective efforts of our leadership and employees in fostering a workplace where everyone feels valued, respected and empowered to thrive.' 'At Carlsberg Malaysia, we believe that diversity and inclusion are not just values—they are business imperatives,' added Carlsberg Malaysia managing director Stefano Clini. 'This award reflects our commitment to creating a culture where every voice is heard, every individual is respected, and everyone has the opportunity to grow. 'We are proud of how far we've come, and even more excited about the journey ahead as we continue to brew a better today and tomorrow for all,' he noted. Carlsberg Malaysia was presented the Gold award for DEI, a testament to its dedication to fostering inclusivity. Carlsberg Malaysia's DEI initiatives span multiple areas of impact. The company has achieved 63% female representation in the Leadership Team since 2022, while implementing enhanced flexible work arrangements, expanding parental leave and improving facilities for employees with disabilities. The company has also developed inclusive hiring practices, internal mobility programmes and partnerships with organisations like the Enabling Academy to support neurodivergent individuals. Cultural engagement remains a cornerstone of the company's approach, with celebrations of all major festivals and the hosting of open dialogues, such as "Jom! Breakfast with Leaders," to foster a sense of belonging and inclusion. These efforts extend beyond the workplace through collaborations with LeadWomen and as a pioneer member of the ASEAN Inclusivity Collective (AIC), to drive change across the broader business community. Carlsberg Malaysia's DEI efforts are deeply integrated into its environment, social and governance (ESG) commitments, aligning with the United Nations Sustainable Development Goals (SDGs) on gender equality and reducing inequalities.
The Star
3 days ago
- Business
- The Star
Empowering lives, driving sustainable growth
'We foster a culture where DEI principles are deeply embedded in our daily operations and business practices,' said Soo. Generali Life elevates insurance through inclusion and progress AS Malaysia's life insurance landscape evolves in response to shifting demographics and rising societal expectations, one insurer stands at the intersection of performance, purpose and progress. Generali Life Insurance Malaysia Bhd is not only breaking growth records but also transforming the meaning of being a truly people-centric insurer. At the helm is chief executive officer Soo Wai Har, who is championing a progressive transformation anchored in Diversity, Equity and Inclusion (DEI), quality service, innovative products, digitalisation and sustainability. 'We are committed to being a responsible employer. We foster a culture where DEI principles are deeply embedded in our daily operations and business practices. 'We invest in upskilling our people, nurture talent in all its forms and embrace flexible, sustainable ways of working,' said Soo in an interview with The Star at Menara Generali in Kuala Lumpur. Soo shared how Generali Life's forward-thinking strategies are enabling the organisation to serve as a Lifetime Partner to Malaysians — supporting them at every stage of life. Impressive growth Generali Life delivered exceptional results in 2024, achieving an impressive growth rate of 62% in overall performance — the highest among all Generali Asia entities and across Malaysia's life insurance industry. This momentum continued into Q1 2025, with a remarkable 68% year-over-year growth, despite a 10% contraction in the overall industry. "These good results stem from the successful completion of our two-year integration and system migration, an effective market penetration strategy, the development of our distribution team, enhanced product propositions introduced over the past few years and upgraded services," Soo explains. Notably, the agency channel grew by 3%, outperforming an 11% industry contraction, while the Bancassurance channel surged by 212% in Q1 2025, despite a 7% industry decline. The agency's strength is also reflected in the increase of Million Dollar Round Table (MDRT) qualifiers, which nearly doubled from 23 in 2023 to 42 in 2024 — including Generali Life's first-ever Top of the Table (TOT) qualifier and three agents who achieved the Court of the Table (CoT) status. Adding to its global distinction, four of Generali Life's top leaders and producers were ranked among the top 300 advisors worldwide in the Global Advisor Excellence Contest (GAEC), earning them a coveted spot at the finale in Monte Carlo. Women empowerment A shining example of Generali Life's DEI approach is the La Femmina initiative — an agency recruitment and empowerment programme designed to support aspiring female leaders and agents. "We created La Femmina to empower women from all walks of life to pursue fulfilling and dynamic entrepreneurial careers within the insurance industry. The programme is tailored to enhance skill sets, client servicing, prospecting, presentation and various other areas," says Soo. The results are evident: La Femmina members are 37% more productive than their peers, with 20 qualifying as MDRT members — including three who achieved COT status. Customer experience In Q1 2025, Generali Group unveiled its three-year strategic plan — Lifetime Partner 27: Driving Excellence — which sets a clear vision for 2027. The strategy reflects Generali Life's core purpose: enabling people to shape a safer and more sustainable future by caring for their lives and dreams. At the heart of this vision is a holistic, customer-centric approach to service. 'We utilise a comprehensive customer fact-finding tool to gain deep insights into our clients' needs, preferences and financial circumstances. This approach enables us to guide them in selecting the most suitable insurance products tailored to their financial situation and affordability,' says Soo. She adds, 'We also have the MyGenerali customer portal, which provides a seamless digital experience for customers.' The portal allows policyholders to view all their policies in one place, retrieve documents such as sales illustrations and policy contracts, submit claims online, update payment details and make fund switches based on expected returns — empowering them to manage their insurance needs anytime, anywhere. On the product front, Generali Life has introduced two innovative investment-linked plans — Wealth Creator and Wealth Creator Premier under the positioning 'One Plan, Multiple Dreams'. Designed to meet the needs of different life stages, these products offer a balance of flexibility, protection and wealth accumulation, helping customers achieve their evolving financial aspirations. Wealth Creator: Offers protection and a lump sum payout at a specific age, helping customers secure their future while supporting loved ones. Contributions can start small and grow over time as financial situations improve. Starting with a sum insured of RM350,000, this plan offers Guaranteed Insurance Charges for the Basic Plan, built-in Accidental Death coverage up to 500% of the basic sum insured and a loyalty booster — 20% of the account value at the 20th policy anniversary. Wealth Creator Premier: Combines financial protection with wealth growth, offering high coverage, flexible premium payment options and exclusive bonuses. Starting with a sum insured of RM800,000, it includes a 5% Wellness Reward for RM1mil coverage, guaranteed renewability and a Special Booster — 10% of Account Value every 15 years. It helps safeguard customers' assets, businesses and legacy for their loved ones. *Terms and conditions apply. Happy Asian couple embracing each other and smile outdoor. Financial planning With projections showing that 17.3% of Malaysians will be aged 60 or above by 2040, Soo emphasises the vital role of insurers in supporting retirement planning. 'As people live longer, healthcare and other costs in retirement become more unpredictable. Medical and critical illness insurance provides a safety net, protecting your savings from unplanned medical expenses or treatment costs. This financial protection is vital to preserving the overall retirement strategy.' Soo also highlights a concerning statistic: as of last year, only 45.5% of the Malaysian population had a life insurance policy. 'At every life stage, insurance is not just a safety net; it's a critical component of financial planning. Planning can be tailored for specific purposes such as children's education, retirement, or specific commitments like debt cancellation. 'Insurance is also a risk management tool and can serve multiple purposes — from income replacement and debit protection to covering hospitalisation expenses and ensuring financial stability through life's uncertainties,' she adds. Generali's solutions include: > GenWealth – An investment-linked plan with loyalty bonuses and fund options aligned to the customer's risk profile. > GenMedic – A medical protection plan offering an annual limit of up to RM8mil at a budget-friendly premium (with co-insurance plans), including enhanced cancer coverage. > OneMedic – A medical plan with an Inflation Defender feature and flexible benefits to support evolving healthcare needs. Driving future growth Generali Life's priorities this year remain anchored in expanding both its Agency and Bancassurance channels. 'For the Agency, we will continue to scale up and skill up our distribution force. Scaling up involves sales activation through segmentation, targeting MDRT, top and mid-tier agents. 'We're also focused on improving productivity through recruitment activities. To support this, we offer a full-time financing scheme called BOSS and the La Femmina programme to accelerate sales momentum,' explains Soo. 'Skilling up is delivered through our Generali Business Academy, which provides a structured training roadmap to guide agents through the various phases of their career.' On the Bancassurance front, Generali Life continues to strengthen its strategic partnership with Affin Bank to drive growth and deliver tailored solutions that meet customer needs. Instilling DEI in the workplace Soo underlines that DEI is more than just an initiative — it is a strategic imperative embedded in Generali Life's organisational culture. She shares that the company's key practices include: > Inclusive hiring that values diverse talent backgrounds; > Regular DEI training, including unconscious bias programmes to promote awareness and understanding; > Professional development opportunities for all deserving employees, supported by the WeLearn online learning platform and mentorship programmes to foster career growth. When asked about challenges in promoting DEI, Soo says, 'There are no challenges. In fact, it helps us engage more meaningfully with our employees. Training sessions, such as those on unconscious bias, stimulate different mindsets and reinforce a workplace culture where DEI is seen as a vital part of our operations and business strategy.' Generali Life also rigorously tracks DEI metrics, including gender balance, equal pay and performance-related KPIs. 'We report these annually to the Group,' Soo notes. Maintaining excellence With over 9,000 agents and partners (both General and Life entities) across Malaysia, Generali Life focuses on ensuring consistent service quality and alignment to core values. "It starts with a clear mission, reinforced through our comprehensive code of conduct, structured training and constant communication," Soo explains. Regular evaluations and recognition programmes help maintain performance standards and values-driven conduct. Digital innovation Generali Life's commitment to digital innovation is evident in its efforts to enhance efficiency, accuracy, speed and cost savings. 'We are exploring the use of artificial intelligence (AI) in claims adjudication, which involves automating many aspects of the claims process — from initial filing to final settlement. This significantly reduces the time required to process claims, resulting in faster payouts for policyholders.' She adds, 'We are also looking at AI voicebot to improve our call centre capabilities. 'We will continue to pursue bite-sized AI implementations, particularly in underwriting and customer service, to further improve our overall processes,' she shares. Sustainability Beyond business, Generali Life is advancing its commitment as a responsible insurer, investor, employer and corporate citizen through its sustainability strategy. Under the Lifetime Partner 27 framework, the company has committed to: > Responsible insurer: Promoting healthy lifestyles and preventive care; > Responsible investor: Integrating Environmental, Social and Governance (ESG) criteria, applying positive screening and reducing greenhouse gas (GHG) emissions; > Responsible employer: Embedding DEI and reducing the operational carbon footprint; > Responsible corporate citizen: Unlocking the potential of people living in vulnerable circumstances through initiatives like Project Bright Beginnings, which raised RM354,513 in 2024 to provide early education access for underprivileged children. "We push for inclusivity across race and gender and promote people based on merit. That's why I'm here today — because the culture supports it," says Soo. For more details about the insurer, visit
Ottawa Citizen
18-06-2025
- Politics
- Ottawa Citizen
Gearey: In the federal public service, simple gender parity isn't enough
Recently, I took part in a public service workshop examining hypothetical risks to Canada. Each table of participants was provided a dozen risks that we were asked to rank in order of perceived importance. Article content One potential risk card read something akin to: 'Diminished Male Relevance.' Article content I blinked twice, unsure if I'd read it correctly. Women are still crawling out of the long shadows of exclusion in Canada, still pressing for equity, and we're already anticipating a crisis of male relevance? Article content Article content That moment stayed with me. Perhaps it offered a glimpse into how some people perceive change: as erosion, not evolution. As someone losing versus the creation of a new partnership. Article content What was really on my mind was what's happening south of the border. In the United States, Diversity, Equity and Inclusion (DEI) programs in government and elsewhere are being dismantled. Furthermore, a man found liable for sexual assault, ordered to pay more than $83 million in damages, is president. That kind of backslide doesn't stay confined to politics; it seeps into culture, rewiring progress. Article content Canada leads other countries Article content In contrast, Canada's federal public service has something to be proud of. It has surpassed gender parity: women now represent 56.8 per cent of its workforce and 52.5 per cent of its executive roles. We've seen women serve as Clerk of the Privy Council, and also in top defence, foreign affairs and finance roles. The government also mandates Gender-Based Analysis-Plus across all departments. Furthermore, the OECD's Government at a Glance 2023 report places Canada among the top tier for women in public leadership, outpacing most G20 peers. Article content Article content Canada's public service didn't evolve this way by accident; it arrived here through litigation, legislation, years of sustained pressure and conscious strategy. Article content Article content In March, the federal government eliminated the position of minister for Women and Gender Equality, sparking intense criticism. Within weeks, the role was reinstated. The public response made it clear that gender equity is still a priority for Canadians. Article content Culture is the operating system that's unseen but runs everything. I've known women in the public service being told they were 'too assertive' or 'not collaborative enough.' Their leadership styles are questioned. Their confidence mistaken for abrasiveness. This is feedback that men are far less likely to receive. These aren't isolated events, they're patterns.
