“Inclusivity is not optional. It’s fundamental—and our entire business is based on that.”

“[Stacey] Abrams argues that swapping out some words for others creates a major distraction, and serves as a first step towards changing the overall goals of these programs. ‘It fractures us, and it creates an internal set of dynamics, an internal set of debates, that allows them to distract us from where the real attack is coming from,’ she said. ‘When we’re fighting over whether we add letters, or take letters away, or rearrange the letters, we’re not arguing about the mission.’”

“DEI is not dead; it’s not even on life support. What it is is under assiduous and aggressive attack because they think that if they can fracture our attention, they can win their fight.”

“We don’t have to roll back anything. Our policies and our approach at AT&T have always been that we progress people on merit. That any employee that comes to work here should have an opportunity to grow their career, work on building their skills, have an opportunity to succeed and earn a living.”

“We believe that the strongest and most creative teams have the best talent, are unified in purpose, and diverse in thought and background representing the customers and communities we serve.”

“The near-unanimous votes reflected deep shareholder trust in the boards and executives who defended DEI publicly and forcefully. When investors have near-unanimous alignment with management—including the assertion that diversity programs drive growth, innovation, and long-term value—executives and the board have the strongest possible mandate to cement DEI as a corporate imperative.”

“We dedicate ourselves to building a just, decent, and inclusive company. We must be empathetic to the experience of underrepresented groups and act to make NVIDIA a place of opportunities. We do this because it is right and just, and we believe it will help make NVIDIA better.”

“We haven’t had a single institutional investor say they were backing down from DEI, but we have had several say they were going to publicly change the language they’re using. A lot of people are moving away from the acronym and placing much more of the focus on inclusion.”

“I firmly disagree with [Bill Ackman’s] attempt to dismantle diversity equity and inclusion across the country, because it’s not only against the morals of so many, it’s also against the actual bottom line for so many businesses. 
And as a businessman, you should understand that.”

“On the other hand, corporations like Costco and Apple, which have stood firm against Trump and in favor of DEI, have done well. That’s because diversity is good for business. Investors and consumers often consider a company’s commitment to diversity in making their decisions.  Most big institutional shareholders such as BlackRock and Vanguard believe that a diverse workforce and customer base increases corporate profits.”

“Inclusion has never been a liability – – it’s a competitive advantage and a business imperative. The data proves that organizations committed to the principles of opportunity and fairness behind DEI will be the ones that outperform their peers, retain talent, and build lasting trust.”

“There was a huge response in January, that was one direction, and now we’re actually seeing more and more companies publicize that their shareholders are rejecting anti-DEI proposals. So it’s like, where are we going to land?” 

“Sooner or later, Trump’s war on ‘diversity, equity and inclusion’ and ‘illegal DEI’ will hit an unexpected roadblock: The Supreme Court. The reason is simple. Most of the ‘DEI’ stuff Trump wants to snuff out remains wholly legal.”

“At this critical moment, leaders should resist the temptation to abandon DEI initiatives, as research demonstrates that these initiatives can be helpful in improving a variety of employee and organizational outcomes, including access to new markets and innovation. Instead, leaders can use this opportunity to modernize ineffective models. Rather than getting caught in debates about the legitimacy of DEI, the focus should be on enhancing its effectiveness for all employees.”

“In the corporate world, DEI initiatives are intended to promote diversity, and research consistently shows that diversity is good for business. Companies with more diverse teams tend to perform better across several key metrics, including revenue, profitability and worker satisfaction. “Businesses with diverse workforces also have an edge in innovation, recruitment and competitiveness, research shows. The general trend holds for many types of diversity, including age, race and ethnicity and gender.”

“Our company has a longstanding commitment to diversity and inclusion. It’s at the core of who we are, our values, and how we operate as a company. It’s also a strategic imperative. We remain dedicated to providing fair, equal and merit based opportunities, preventing bias and ensuring we have a vibrant and inclusive workplace. “This commitment enables us to fully execute on the scientific method and catalyze contributions and innovations from across the enterprise. In turn, this allows us to fulfill our mission. As George Merck notably said in the following quote: ‘We try never to forget that medicine is for the people. It is not for the profits. The profits follow.’ And if we have remembered that, they have never failed to appear. “This is how the company has been run for over 130 years, and ultimately creates shareholder value as well as value for all of our stakeholders and a healthy future for people and communities everywhere.”

“Research consistently shows that DEI is not simply a moral imperative, but a business one and that companies with strong DEI programs and clear internal messaging outperform their peers.”

“In a time when our public lands and values like diversity, equity and inclusion are under threat, I want you to hear from me that REI believes these are essential to our business.”

“For example, diversity drives economic growth, and companies with strong, diverse leadership teams overperform compared to more homogenous companies.”

“Diversity, Equity & Inclusion is not only a responsibility, it is a business driver and a key enabler for our success in the coming years. Strengthening inclusion increases the sense of belonging and our competitive advantage.”

“We believe it is essential to create an inclusive company culture that builds on the full range of our talents to respond to our business priorities. Therefore, we work hard across the world to offer a culture of trust, respect, diversity and opportunity for all.”

“Diversity is going to continue to be a key strength of our business and frankly, helps us connect with our customers at another level.”

“Even as some organizations modify their programs in response to the administration’s priorities, it’s unlikely that IE&D will disappear any time soon. It remains an important talent recruitment and retention strategy at many organizations.”

“We separate DEI from politics and focus on the real needs of people—employees, customers, and local communities,” said Adamska-Woźniak. “DEI translates into innovation, team engagement, and better company results.”

“Their message is clear: while the language, strategies, and policies may differ by region, the business case for DEI remains as strong as ever. And perhaps more importantly, global leaders are increasingly viewing DEI not as a social obligation or political risk, but as a strategic imperative that contributes to long-term business success.”

“DEI has always been meant to ensure merit-based decisions.”

“People worry that diversity programs are pathways to mediocrity. Nothing could be farther from the truth. DEI helps ensure that individuals get ahead based on performance, not privilege. This brings us closer to true merit-based systems.”

“Most institutional shareholders like BlackRock and Vanguard still believe having a diverse workforce and customer base are good for business. The rhetoric has been DEI is dead, but you have large, multinational shareholders upholding what companies are doing on DEI.”

“Another reminder not to believe the hype that DEI will DIE. Instead, surveys continue to show companies holding the line on their DEI efforts because, as the article linked below reports, “companies understand that policies and practices which encourage diversity in employee recruitment, retention, and promotion are vital for retaining a healthy, productive workforce to optimize financial performance. . .” No organization can afford to abandon efforts that improve productivity and optimize performance. That’s why “despite the recent anti-diversity backlash, more than half of public companies in the Russell 3000 index continue to build and expand their DEI-related programs.”

”The rejections of anti-DEI proposals ‘reveal that the investor community doesn’t think that having a tough stance on DEI makes financial sense,’ said Matteo Gatti, a professor of law at Rutgers University who studies corporate governance. ‘Investors are saying they don’t want ideological shareholders to drive business.’”

“Based on an analysis of proprietary data from 366 public companies across a range of industries in Canada, Latin America, the United Kingdom, and the United States, McKinsey found that companies in the top quartile for racial and ethnic diversity are 35 percent more likely to have financial returns above their respective national industry medians. The study found a linear relationship between racial and ethnic diversity and better financial performance in the U.S.: every 10 percent increase in racial and ethnic diversity on the senior-executive team, resulted in an 0.8 percent rise in earnings before interest and taxes (EBIT).”

“DEI is not a four-letter word. It’s not something for employers to fear. There has been a tremendous amount of legwork done by the Trump administration to demonize DEI and make everyone fear it, and think that it’s illegal and unlawful and something you can’t do. It’s not the case. DEI as a philosophy, as a concept, is as legal today as it was on January 19 before Trump was sworn in for his second term.” “What has changed is the administration pushing DEI to the forefront, trying to create a culture of fear around it to make employers think that you will be targeted if you maintain DEI as a core philosophy or as any philosophy of your business.” “You have the Costcos of the World and the Targets of the world. And the Costcos of the world have dug in, and they’ve said ‘DEI is central to our mission, it’s who we are, it’s what we believe in, and we’re not going to back down, no matter what the government tells us.'” “You need to decide who you are as an employer. And if DEI is something that is important to you, then it’s time to take a stand and double down, and really decide that you are going to be a leader on this issue, and not one that cowers away because of a little pressure from the federal government.”

“We’ve been committed to diversity and inclusion for literally decades, and it’s the core to who we are. So our commitment remains unchanged. We will do what’s right for our people, for our business. And at the end of the day, building a diverse and inclusive workplace helps us deliver stronger results.”

“We believe our DEI is proper and legal… We do merit hiring based upon your brain, your heart, your soul, your capability, your background and stuff like that.”

“I also realized there’s a surprisingly simple way to bring people together on this divisive issue: using a common definition. I propose this one: ‘Diversity, equity, and inclusion (DEI) are organizational frameworks that seek to promote the fair treatment and full participation of all people based on merit.’… For every company that rolls back an aspect of DEI, there are a thousand more continuing diversity programs. Because as JPMorganChase CEO Jamie Dimon recently said in defiance of political pressure, DEI is ‘proper and legal.’ Management teams from Costco Wholesale to Apple have publicly defended diversity programs as essential to their business.”

“We run an inclusive organization, and we’re going to continue to run an inclusive organization.”

“DEI is not dead. It’s evolving, shifting from performative promises to deeper, more enduring roots. The momentum may feel slow now, but make no mistake: the movement is still alive in every choice we make to see, hear, and value one another.”

“The winds blow, but there are some fundamental truths for those 98 years. We welcome all to our hotels and we create opportunities for all—and fundamentally those will never change. The words might change, but that’s who we are as a company.”

“DEI isn’t dead. Stop saying it is. Despite the headlines, DEI isn’t disappearing; it’s evolving. I recently had the chance to share my perspective in this WorkLife article on the future of DEI in the workplace. ‘The companies that have made DEI part of their DNA won’t walk away. Not really. They may adapt the language, but the heart of the work remains.’ Because the companies that get it, the ones who understand that equity and inclusion are tied to innovation, performance, and culture, they’re not walking away. They can’t. They know that in order to attract talent, stay competitive, and build workplaces where people thrive, this work is essential. The language may change, but the mission holds steady.”

“DEI does not mean you don’t hire on merit. Of course you hire based on merit. Diversity – means you expand the possible pool of candidates as widely as you can. Once you have identified the candidates, you HIRE THE PERSON YOU BELIEVE IS THE BEST… If you understand the value of DEI, it’s not in checklists and quotas, it’s in understanding how to best compete as a company.”

“Robby Starbuck doesn’t have a law degree. He is someone who has elevated himself and been elevated in the media to have way more knowledge and influence than he does. Diversity, equity and inclusion, affirmative action in the workplace has not been outlawed… The idea that corporations have to fundamentally alter what are legal elements of having a diverse workplace is hysteria… There are companies we have seen where their shareholders have said, ‘No, we’re not going to abandon our principals and workplace culture initiatives.'”

“Story after story highlights the so-called ‘death’ of DEI, even as corporate investment in DEI holds steady or even increases. Why? Put bluntly, news media knows that reporting on a single company reducing their investment will generate far more outrage, fear, anger, and mockery than reporting on 100 companies holding steady.”

“I’ve yet to meet a CEO who isn’t committed to fostering a high performing and diverse workforce. At e.l.f., we believe the diversity of our team is one of our greatest strengths, contributing to 23 consecutive quarters of net sales and market share growth. Alicia Keys, who is part of the e.l.f. family through our Keys Soulcare brand, beautifully captured this sentiment at the GRAMMY’s: ‘DEI is not a threat, it’s a gift. The more voices, the more powerful the sound.’ We wholeheartedly believe in the power of diverse voices and perspectives.”

“I think that the biggest sham is that we have somehow identified these types of [DEI] goals with not being meritocratic,” Ohanian told Forbes. “Those of us who’ve been out here building multibillion-dollar companies with an eye towards have diversity, equity, and inclusion, were hiring for greatness. That never stopped.”

“We’ve said it before and we’ll say it again – diversity is better for the bottom line. The NAACP stands firm in our belief that, in a global economy, those who reject the multicultural nature of consumerism and business will be left in the past they are living in. That’s why we’re proud to launch the Black Consumer Advisory, reminding our community that in addition to voting on our principles, we have the power to choose where we spend our money. I am confident that this framework will support our community as we make difficult decisions on where to spend our hard-earned money. If corporations want our dollars, they better be ready to do the right thing.”

“I don’t really care whether an organization calls the work DEI, diversity and inclusion, equal opportunity, culture and engagement, belonging, inclusion, or something else. But whatever it’s called, I believe those who continue the substance of this work will be vindicated over the long run. Many people are paying attention in this moment to which organizations have the courage of their convictions.”

“Companies understand if they want to reach consumers of all walks of life, of all races, sexual orientations, etc., that they need people inside of their company that can speak to those preferences sand those orientations. I think companies understand that and will not walk away from good business.”