As Pride season commences in the UK, it’s difficult to celebrate the progress we’ve made without acknowledging the challenges we currently face. A decade ago, the UK topped ILGA-Europe’s annual Rainbow Map for LGBTQ+ rights. This year, it has fallen to 22nd place, its lowest ever ranking. This decline mirrors a broader trend: in society and the workplace, visible support for inclusion is being dialled down.
Financial pressures, political scrutiny, and fear of backlash have led many organisations to scale back or rebrand their DEI efforts. For LGBTQ+ employees and allies, this retreat sends a clear and unsettling message: that their safety, identity, and visibility are now up for negotiation.
But the need for inclusive, supportive workplaces hasn’t gone away. If anything, staying vocal and committed has never been more urgent.
Why DEI is still essential
The business case for DEI is well-established. Diverse teams breed more innovation. Inclusive cultures help retain top talent, and equitable organisations tend to be more resilient in times of uncertainty. But at its core, DEI isn’t a strategy — it’s about people. It’s about creating workplaces where everyone feels safe, respected, and empowered to show up as their fullest selves.
Sadly, that’s not yet a given for LGBTQ+ employees in the UK. According to research from Stonewall, nearly 40% of LGBTQ+ staff still feel the need to hide who they are at work. One in four has faced inappropriate behaviour from clients or customers. And 12% believe they’ve been passed over for jobs or promotions because of their identity.
This is why DEI can’t be treated as optional, performative, or paused when times get tough. Pride campaigns and rainbow logos are important symbols—but they have to be backed by everyday practices and long-term commitment. Because for many employees, inclusion is not a “nice-to-have.” It’s the baseline for feeling safe at work.
Inclusion is also future-focused because it’s increasingly a requirement for job seekers when looking at prospective employers. Gen Z and younger millennials who are reshaping the workforce expect authenticity from employers. They want to see companies speak up on social issues and lead with purpose. For organisations that deprioritise DEI, the cost isn’t just reputational, it’s also a loss of trust, talent, and relevance.
What meaningful commitment looks like
In today’s climate, DEI efforts need to be deliberate. It should be embedded into the DNA of how a company operates, not bolted on as a campaign or siloed to HR.
It starts with clear, well-communicated policies that protect LGBTQ+ staff from discrimination, harassment, and bias. These policies should be communicated widely, applied consistently, and supported by trusted reporting procedures and accountability.
Equally important is ongoing investment in employee-led networks. These groups provide safe spaces, foster community, and often serve as sounding boards for leadership. But their impact depends on more than goodwill. They need budget, visibility, and a seat at the table when decisions are being made.
Some companies are getting this right.
Co-op’s CEO, Shirine Khoury-Hag, recently stated that DEI is “true to Co-op’s founding principles”. The group has been recognised for embedding LGBTQ+ inclusion across its business. Through its Respect LGBTQ+ network, Co-op not only provides support and advocacy for LGBTQ+ colleagues but also partners with external organisations like the LGBT Foundation to run educational campaigns, promote mental health services, and fund local community projects.
At Amazon UK, the Glamazon employee network, supported by Thinking Hat Media, has launched initiatives like the LGBT+ Reading Roadshow, which addressed homophobic bullying in secondary schools by distributing free books on LGBTQ+ themes and introducing students to positive role models. These efforts go beyond internal support, reflecting a commitment to visibility and advocacy in the broader community.
This same principle guides Thinking Hat Media. Nic Forster, co-founder and Managing Director, puts it simply: “DEI isn’t a banner we wave once a year; it’s the foundation of how we create, collaborate and lead. In a world as diverse as the audiences we serve, every voice must be heard and every perspective valued. It’s not only the right thing to do—it’s the smart thing to do.”
These aren’t one-off initiatives; they’re woven into the company’s long-term strategy.
Leadership matters, too. Inclusive cultures start from the top and are shaped by what leaders say and do. When senior leaders speak publicly about DEI, model inclusive behaviours, and hold themselves accountable, it creates alignment and clarity across the organisation. And when they don’t, silence can quickly fill the vacuum.
Inclusion work is never “done”—it’s a continuous process of listening, learning, and adapting. But companies that stay committed, especially when it would be easier not to, will build stronger, more resilient workplaces where everyone has the chance to thrive.
At a time when others may be pulling back, your continued commitment to DEI can speak volumes. Remaining vocal and visible about your values shows employees, partners, and future hires that inclusion isn’t a trend or a box to tick—it’s part of who you are.
