Embracing Diversity & Inclusion – it’s right, it makes sense, and in my case it’s personal

What are my core values? For as long as I can remember, one of them is about what we’d now call ‘Diversity & Inclusion’. I didn’t use that expression 40 years ago, but D&I it is. Or put another way: I’m passionate about empowering people to improve their own lives – no matter who they are, or where they’re from, geographically or socially. Why that’s the case, I’ll explain further down.

At the Syngenta Foundation, I’m thrilled to have D&I embedded into our values and strategy. Right now, our country teams are reviewing their local strategies to accelerate progress with women entrepreneurs and farmers. They are also looking hard at other disadvantaged people we can support.

In international organizations (and I’ve worked at several!), people often say: “That’s not how things are done around here”. Passive acceptance of the status quo is easily presented as ‘recognition of local culture’. That sounds noble, but it can get in the way of progress.

Take Bangladesh, for example. Female heads of government are more common there than in many European countries (or the USA!), but the country isn’t known internationally as a leader in women’s emancipation. For the Syngenta Foundation, that’s not a barrier to change. We’ve made great progress in helping landless Santal people, especially women, grow and market high-value herbs. That has been a transformational development. Our Bangladesh team is now looking at how to help other landless people develop such businesses. And D&I has many other facets as well. In Kenya, for example, we are partnering with Sightsavers to support people living with disabilities to run flourishing farms and enterprises. And more is to come, across our portfolio.

As we do this work, we learn lessons. One of mine is the importance of inviting disadvantaged people to speak and show up, listening to them, and meeting them where they are. Being clear that people are seen and heard recognizes their humanity. Accurately reflecting on their needs can be transformative. Another thing I’ve learned is that working with women separately can be positive – but isn’t always. Instead, engaging with whole families can help ensure that everybody appreciates the importance and benefits of inclusion. A third lesson is that measurement matters. Track the results of targeting the disadvantaged. Then it’s easier to see the good progress and improve the rest.

Why is this all so important? We know women often get a raw deal. Traditional customs and current legal systems limit their opportunities. Yet women are usually the primary caretakers of the next generation – and if they’re smallholders, they’re often (almost literally!) the backbone of their countries’ agriculture. Education and training systems frequently exclude people from marginalized ethnic communities or those who struggle with disabilities. Improving this situation is good, not only for them: a society that leaves the part of the population behind always holds itself back. Inclusion helps whole nations realize their potential.

Makes sense, you may be thinking, but why is Simon so passionate about D&I? My commitment comes back to my family roots. My mother’s Jewish family had to flee the Nazis in the 1930s; she lost her grandparents in the holocaust. My father was born into a low (part-time) income, a working-class household in the East End of London. He was the first family member to go to university. His entire career was in public service. That’s why my commitment to helping people overcome their own deprivation and poverty is deep and profound.

However, D&I isn’t just about the poor and deprived. Like every good employer, the Syngenta Foundation is also committed to improving internally. For example, we are looking to employ and advance women at all levels. We have a vibrant community of D&I Champions across all our offices. These committed women and men are driving a wave of change in how we work internally. In their own offices, they ensure that D&I stays on everyone’s minds. They are showing how to break down silos and communication barriers. And that change is also stimulating the creation of other cross-Foundation communities.

We are well on our way to making D&I central to everything we do. But we still have a lot to learn. We also have a tough journey to achieve our target: by 2025, we want at least half the benefits of our programs to go to women. We are always looking to learn more and partner better. If you are similarly motivated, please get in touch!