Event Details
Date & Time:
Location:
Virtual - Online via Zoom
Why Boards Should Lead DEI - Compliance to Competitive Edge
Diversity, Equity, and Inclusion (DEI) has reached a critical crossroads in corporate governance. With high-profile companies such as Meta, Amazon, and McDonald’s scaling back their DEI initiatives, boards face a crucial decision: follow the retreat or redefine DEI as a long-term governance strateg?
This exclusive webinar hosted by Genius Boards will examine the real impact of DEI retrenchment, the challenges and opportunities for boards, and how FTSE 100 companies are embedding DEI into governance structures to drive sustainable business success.
At the heart of the discussion is the IED Model (Inclusion → Equity → Diversity)—a governance-first approach that prioritises inclusion and equity first, ensuring diversity becomes an outcome rather than a target.
What You Will Gain:
Join industry leaders, governance professionals, and board executives as we explore:
- How companies can future-proof their DEI efforts against political and economic pressures.
- Why boards—not HR—should lead DEI strategy to drive measurable impact.
- The shareholder and reputational risks of disengaging from DEI.
Key Topics to be Covered:
- The DEI Retrenchment Trend: What’s Driving Corporate Cutbacks?
- The economic and political landscape shaping DEI rollbacks in major corporations.
- Legal and reputational risks for boards disengaging from DEI.
2. What FTSE 100 Companies Are Doing Differently
- How leading firms are embedding DEI into governance, risk, and ESG strategies.
- Lessons from companies like GSK, HSBC, and National Grid on sustaining DEI initiatives.
3. The IED Model: Why Inclusion & Equity Should Come First
- Why diversity shouldn’t be the starting point—but the outcome of an inclusive and equitable culture.
- The business case for shifting from DEI metrics to governance-led policies.
4. Investor & Shareholder Perspectives: Why DEI Still Matters
- The financial and reputational impact of abandoning or sustaining DEI.
- How institutional investors are evaluating DEI as a corporate governance factor.
5. Practical Steps for Boards: Moving Beyond Performative DEI
- How to embed DEI into risk management, leadership evaluations, and succession planning.
- Board strategies to ensure DEI remains a competitive advantage rather than a compliance issue.
Host
Sharon is a highly accomplished CEO with a diverse range of experience across several businesses. She currently serves as the CEO of Genius Boards Limited, and Valufin Limited, in addition to her role as Chairman of the South African Chamber of Commerce UK. Sharon is a corporate governance specialist and foreign currency adviser, known for her impressive track record of achieving results. As an energetic entrepreneur with a sharp eye for risk, Sharon is skilled in recognising opportunities and understanding the importance of good governance.
One of Sharon’s key strengths is her deep understanding of board behaviours, leadership, and regulated industries. She uses this expertise to deliver truly insightful and practical board evaluations. In addition, Sharon serves as a mentor and coach to chairmen and directors and is a passionate advocate for the company secretary role.
Sharon is also a respected educator and shares her knowledge and experience as a lecturer for the Qualifying Level Boardroom Dynamics course for the Chartered Governance Institute UK & Ireland. Additionally, she serves as a faculty member of The Corporate Governance Institute, delivering risk training to corporate leaders. Overall, Sharon is a dynamic leader with a wealth of experience and expertise in corporate governance, leadership, and risk management.
Guest Speakers
Michael Cole-Fontayn is the Chairman of the Chartered Institute for Securities and Investment (CISI) in the UK. He previously spent 35 years with BNY Mellon, serving as Chairman for Europe, the Middle East, and Africa.
Throughout his career, Michael has been a strong advocate for Diversity, Equality, and Inclusion (DEI). At BNY Mellon, he led the EMEA Diversity and Inclusion Council, shaping regional strategies to ensure DEI priorities were culturally appropriate across offices. Under his leadership, BNY Mellon signed the HM Treasury’s Women in Finance Charter in July 2016, publicly committing to workforce diversity.
Beyond his corporate roles, Michael mentors under the 30% Club programme, serves on the steering committee of Mission Include, and is a patron for Women in Banking and Finance (WIBF).
He actively supports conversations around workforce equality, LGBT rights, and mental health, reflecting his commitment to fostering inclusive environments.
Sandie Allimadi has over 15 years of experience as an award winning Communications Strategist, leading high profile campaigns, stakeholder engagement and new business development across diverse global markets in the Middle East and East Africa.
Known for her expertise in reputation management and crisis communications, she has played a pivotal role in shaping brand narratives and workplace wellbeing initiatives, serving as a trusted advisor to both corporate and government clients.
Sandie is also a Co-Active trained coach and a values-driven advocate of inclusive career development, particularly the provision of a welcoming and nurturing environment for candidates to excel.
She holds an MSc Media and Communication Governance from the London School of Economics and Political Science and a BA (Hons) Journalism Studies from the University of Stirling.
Peter Swabey
Policy and Research Director
The Chartered Governance Institute UK & Ireland (CGIUKI)
Peter Swabey is the Policy and Research Director at the Chartered Governance Institute UK & Ireland (CGIUKI), where he leads the Institute’s thought leadership, research, and policy initiatives on governance and corporate responsibility.
With over 30 years of experience in corporate governance and regulatory affairs, Peter is a leading authority on boardroom dynamics, shareholder engagement, and governance best practices. He has played a key role in shaping governance policy and advising boards on how to adapt to evolving regulatory and stakeholder expectations.
Before joining CGIUKI, Peter was Director of Corporate Governance at ICSA (now CGIUKI), where he led major research projects on board effectiveness and shareholder communications. He regularly engages with government bodies, regulators, and business leaders to drive improvements in governance standards across the UK and internationally.
Peter is a frequent speaker at industry events and a trusted commentator on governance issues, known for his insightful analysis and practical recommendations for boards.
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