This is the state where corporations strive to change the climate in the country, such as by lobbying the government or supporting local activists. Even when this model is reached, an organization needs to continue to monitor, adjust and improve. Companies can do this through educating their champions of the types of advocacy that work in certain cultures, securing higher budgets for LGBT+ activities, streamlining approval processes for external advocacy, and ensuring that their initiatives speak to all subgroups within the LGBT+ umbrella.
“The idea that frameworks have even been established around LGBT+ inclusion illuminates the complexity – and opportunity - for making progress,” said Moriaki Kida, EY Regional Chief Operating Officer — Japan and Asia-Pacific Area Special Transition Leader and Global Unity Sponsor. “Regardless of local nuances, one thing is universal, a need for active and visible allies who courageously support LGBT+ employees. Allies can help advance inclusion in a meaningful way and show members of the LGBT+ community they are not alone.”
While the “When in Rome” and “Embassy” models above can be necessary points along the journey to LGBT+ inclusion, companies should not remain in those models longer than necessary. An objective analysis of global LGBT+ inclusion opportunities through an assessment of legal, social and company risks can help organizations feel more prepared to move to the next model.
How do we assess legal, social and company risks for LGBT+ inclusion?
Companies can progress through the models using an LGBT+ growth cycle, in which global leaders and local leaders assess risks in the legal, social and company environment, then build capacity by cultivating internal champions and finally, take action. A risk assessment is the first step, and should be a comprehensive process tailored to your organization.