Strengthening Corporate Compliance with Diversity and Inclusion - Mind the Gap Series Part 1 - Insights from Global Compliance Leaders

Aug 20, 2026

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The report examines how diversity and inclusion (D&I) intersects with corporate compliance and enterprise risk. It describes mounting pressure from investors, shareholders, customers, and clients for measurable progress, alongside a reported rise in D&I-related compliance breaches and investigations. While compliance leaders recognize D&I as integral, many note limited ownership in D&I strategy and insufficient collaboration with functional teams, leaving organizations exposed to litigation and reputational harm. It outlines key gaps and action-focused approaches to strengthen connectivity between compliance and D&I departments.

LanguageEnglish

CategoryResearch & Report

FormatPDF

Pages18

Reading Time45 min

AccessFree to download

Foreword

Key Findings

Stakeholders demand progress on D&I

D&I breaches and litigation risk are rising

Compliance is pivotal but frustrated by a lack of ownership

Section 1: Organizations Are Under Pressure to Accelerate Progress on Diversity and Inclusion

At an organizational level, improvement on D&I has been slow

Section 2: Risks and Vulnerabilities in Not Achieving Diversity and Inclusion Goals

Section 3: The Role That Compliance Can Play

Conclusion

Methodology and Key Contacts

Strengthening Corporate Compliance with Diversity and Inclusion Mind the Gap Series—Part 1: Insights from Global Compliance Leaders Contents Foreword 03 | Key Findings | 05 | | --- | --- | | Section 1: Organizations Are Under Pressure to Accelerate Progress on Diversity and Inclusion | 06 | | Section 2: Risks and Vulnerabilities in Not Achieving Diversity and Inclusion Goals | 07 | | Section 3: The Role That Compliance Can Play | 11 | | Conclusion | 16 | | Methodology and Key Contacts | 17 | 2 Strengthening Corporate Compliance with Diversity and Inclusion—Mind the Gap Series Part 1: Insights from Global Compliance Leaders Foreword Organizations are under pressure to strengthen the role which diversity and inclusion (D&I) plays in corporate compliance. As societal unrest, social movements and market disruption challenge companies to think bigger and move faster to address inequality, under-representation and discrimination, stakeholders are also wielding their influence to demand change. More than ever, the imperative to build more diverse and inclusive organizations is front of mind, and compliance leaders will play a lead role in driving change. Strengthening D&I in corporate compliance is challenging. Best practices are still being established and expectations vary widely across jurisdictions and are continuously evolving. While most compliance leaders agree that D&I matters, how to make positive change and ensure it overlays compliance practices in a meaningful way, is less clear. With this in mind, we commissioned an independent survey about the interplay between diversity, inclusion, compliance and corporate risk. Our research indicates that many organizations are struggling to meet good intentions with decisive and strategic action. Compliance professionals report a recent surge in diversityrelated compliance breaches and investigations, and suggest that scrutiny of D&I practices and public promises is rising. Despite our survey finding that compliance teams play a critical role in helping organizations manage risk and promote diversity, functional leaders report that compliance is underrepresented in strategic conversations and policy setting. This is a missed opportunity to accelerate progress and may be leaving companies more vulnerable to litigation. In this report, we explore compliance as an important component of D&I and outline the four key gaps preventing greater connectivity between compliance teams and D&I departments, strategies and initiatives. By addressing maturity, ownership, action and consistency, organizations can strengthen their approach to D&I, support change and manage risk. Yindi Gesinde, Partner, Compliance & Investigations, Baker McKenzie Charlene Brown, Co-Founder and Managing Director, Howlett Brown Monica Kurnatowska, Partner, Employment & Compensation, Baker McKenzie 3 Strengthening Corporate Compliance with Diversity and Inclusion—Mind the Gap Series Part 1: Insights from Global Compliance Leaders Diversity is good for business. Organizations that assemble diverse teams and create inclusive cultures reap the benefits in business performance. I believe that includes better management of possible compliance and litigation risk. As this connection becomes better understood, leaders recognize the need to be more organized and targeted in their efforts to accelerate progress, including by improving collaboration between functions. Organizations should manage a lack of diversity and inclusion as they would any other business critical risk. Fear of saying or doing the wrong thing cannot be a barrier to accelerating change.” Yindi Gesinde, Partner, Compliance & Investigations, Baker McKenzie The responsibility falls on everyone to contribute to an inclusive culture and when each workplace function collaborates and has a defined role, we see greater overall impact on the ability of all to thrive.” Anna Brown, Chief Inclusion and Diversity Officer

FAQs

What pressures are driving organizations to accelerate diversity and inclusion progress?

The report highlights increased focus from critical stakeholders such as investors and shareholders, plus growing inquiries from customers and clients about D&I policies. It also notes rising pressure to go beyond legally mandated standards and targets.

What risks does the report link to failing to meet diversity and inclusion commitments?

It reports a rise in D&I-related compliance breaches and investigations. It also describes vulnerability to litigation when public D&I promises cannot be measured or met.

How does the report explain the current challenges faced by compliance teams?

Compliance teams are described as pivotal but often frustrated by limited ownership of D&I strategy and policies. Functional leaders report compliance is underrepresented in strategic conversations and policy setting.

Aug 20, 2026

Upload by Maeve