Winning Secrets: Leader Energy’s DEI committee drives stronger engagement, richer dialogue, and inclusive growth – Human Resources Online

Report on Leader Energy’s Diversity, Equity, and Inclusion Initiative and its Alignment with Sustainable Development Goals (SDGs)

Introduction

Leader Energy has implemented a formal Diversity, Equity, and Inclusion (DEI) initiative, driven by a cross-functional committee, to foster an inclusive workplace culture. This initiative is fundamentally linked to the organization’s strategy for sustainable growth and directly supports several United Nations Sustainable Development Goals (SDGs). The program’s success was recognized with a bronze award for ‘Excellence in Diversity, Equity and Inclusion’ at the HR Excellence Awards 2025, Malaysia.

Strategic Framework and SDG Alignment

Core Rationale and Link to Sustainable Growth

The DEI initiative was established on the principle that diversity enhances organizational capacity by unlocking broader perspectives and fostering deeper collaboration. This approach is considered essential for building a foundation for sustainable growth, viewing human capital as the company’s greatest asset. The program aims to provide intentional support for the varied experiences and voices within the workforce.

Alignment with Global Goals

The initiative’s objectives are in direct alignment with key Sustainable Development Goals:

• SDG 5: Gender Equality: The program actively works to ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making.
• SDG 8: Decent Work and Economic Growth: By creating a workplace where every individual is valued and empowered, the initiative promotes full, productive, and decent work for all.
• SDG 10: Reduced Inequalities: The core mission is to reduce inequality within the organization by ensuring inclusion irrespective of background, gender, or role.
• SDG 16: Peace, Justice and Strong Institutions: The initiative contributes to building an effective, accountable, and inclusive institution by embedding fairness and equity into its corporate culture.

Initiative Implementation and Management

Governance and Execution

A cross-functional DEI committee was launched to embed inclusive practices throughout the group. The committee’s mandate includes driving meaningful change through:

1. Policy design and review
2. Awareness campaigns and communications
3. Specialized training programs
4. Group-wide events and activities

Addressing Implementation Challenges

A primary challenge was sustaining engagement and participation across diverse business units and regional offices. The following strategies were employed to ensure the initiative’s cultural integration:

• Fostering Internal Ownership: Employees were invited to lead initiatives and act as DEI ambassadors within their respective teams and departments.
• Securing Leadership Advocacy: Senior leaders were partnered with to champion the message that inclusion is demonstrated through everyday actions, such as listening, support, and collaboration.
• Focusing on Progress over Perfection: The team celebrated incremental wins, actively learned from feedback, and remained focused on the core purpose of creating a valued and empowered workforce.

Measurable Impact and Contribution to SDGs

Advancing Gender Equality (SDG 5)

The most significant quantitative impact has been in leadership diversity. The representation of women in Key Senior Management (KSM) roles increased from 0% in 2021 to 50% in 2024. This structural change has led to qualitative improvements, including:

• Broader perspectives in strategic discussions.
• More balanced risk-taking and decision-making.
• A leadership culture that is more reflective of the communities Leader Energy serves.

Fostering Decent Work and Reducing Inequalities (SDG 8 & SDG 10)

The initiative has yielded positive organizational outcomes that contribute to a culture of decent work and reduced inequality. These include stronger employee engagement, richer cross-departmental dialogue, and a shared sense of purpose. The focus on embedding equity into systems rather than relying on symbolic gestures has strengthened the inclusive culture.

Conclusion and Broader Implications

Key Learnings and Future Outlook

The success of the DEI journey was motivated by a shared commitment to the values of empathy, respect, and belonging. Unwavering support from leadership and DEI champions was critical in maintaining momentum. The long-term vision is to build a culture where inclusion is not an initiative but an intrinsic part of daily operations.

Call to Action for Systemic Change

Leader Energy’s progress serves as a model for the wider community to move beyond symbolic gestures toward structural change. The primary lesson is that excellence is achieved not by having all the answers upfront, but by having the boldness to challenge norms and try new solutions. Transformation and progress toward achieving sustainable development objectives begin with the willingness to take the first step.

Analysis of Sustainable Development Goals, Targets, and Indicators

1. Which SDGs are addressed or connected to the issues highlighted in the article?

• SDG 5: Gender Equality

  The article directly addresses this goal by detailing Leader Energy’s success in increasing the representation of women in senior leadership positions. The entire Diversity, Equity, and Inclusion (DEI) initiative is centered on principles of fairness and representation, with a specific, measurable outcome related to gender balance in management.

• SDG 8: Decent Work and Economic Growth

  This goal is connected through the article’s focus on creating an inclusive and empowering workplace. The company’s efforts to foster collaboration, improve employee engagement, and ensure every individual is valued contribute to the principles of decent work. The article states that these initiatives strengthen the foundation for “sustainable growth,” linking employee well-being to economic outcomes.

• SDG 10: Reduced Inequalities

  The core theme of the article is the implementation of a DEI strategy, which is fundamentally about reducing inequalities within an organization. The article explicitly mentions achieving a “balanced distribution on gender, age and nationality” and creating a culture where everyone is valued “regardless of background, gender, or role,” which directly aligns with the objective of this SDG.

2. What specific targets under those SDGs can be identified based on the article’s content?

1. Target 5.5: Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life.

   The article provides a clear example of achieving this target within a corporate context. It highlights the “higher representation of women in Key Senior Management (KSM) from 0% in year 2021 to 50% in year 2024,” demonstrating a deliberate effort to ensure women have equal opportunities for leadership and participate fully in decision-making.

2. Target 8.5: By 2030, achieve full and productive employment and decent work for all women and men… and equal pay for work of equal value.

   The article’s emphasis on building “a workplace where every individual is valued, empowered, and celebrated” supports the goal of decent work for all. The DEI initiative, which includes policy design, training, and creating a culture of respect, aims to provide an equitable and productive environment for all employees, which is a core component of this target.

3. Target 10.2: By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status.

   Leader Energy’s initiative directly reflects this target. The company established a DEI committee to “embed inclusive practices across the group” and achieved a “balanced distribution on gender, age and nationality.” This shows a structured approach to promoting the inclusion of all employees, irrespective of their background.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

• Quantitative Indicator: Proportion of women in managerial positions.

  The article provides precise data for this indicator, which aligns with official SDG indicator 5.5.2. It states: “a higher representation of women in Key Senior Management (KSM) from 0% in year 2021 to 50% in year 2024.” This is a direct and measurable indicator of progress towards Target 5.5.

• Quantitative Indicator: Diversity in leadership roles.

  The article mentions achieving a “balanced distribution on gender, age and nationality” in leadership. While specific percentages for age and nationality are not given, the mention of this balance serves as an indicator used by the company to measure the success of its DEI initiatives and progress towards Target 10.2.

• Qualitative Indicator: Employee engagement and workplace culture.

  The article implies progress through qualitative measures. It notes outcomes such as “stronger engagement, richer dialogue, and a shared sense of purpose across teams.” These serve as indicators of a more inclusive and decent work environment, relevant to Target 8.5, even though they are not expressed numerically.

• Process Indicator: Establishment of inclusive policies and institutions.

  The article mentions the “launch of our DEI committee, a cross-functional team empowered to embed inclusive practices across the group” and the implementation of “policy design to awareness campaigns, trainings and events.” The existence and actions of this committee are an indicator of the company’s commitment to institutionalizing inclusion, relevant to all identified SDGs.

4. Table of SDGs, Targets, and Indicators

Source: humanresourcesonline.net