OPIM Blog

From Commitment to Action: Leadership Strategies for Inclusive Excellence

2025-04-10 11:27 OPIM blog
For the second year in a row, OPIM brought together influential top leaders and executives for the Leadership Exchange Meeting, reinforcing its commitment to advancing diversity, equity, and inclusion (DEI) at the highest levels of decision-making.
This year it took place at the Seat of the Government of the Czech Republic - Strakova Akademie, focused not only on strategic discussions around scaling up DEI from the top, but also marked a milestone in ethical leadership: five organizations officially signed the Employer's Human Rights Ten Commandments, publicly affirming their dedication to dignity, responsibility, and proactive prevention both in the workplace and in society.
"The first Leadership Exchange took place last April, and maybe some of you can already see progress in your diversity management mission. This time, we are gathering in a special place—the seat of the Government—where human rights are core principles. I hope it gives us the right feeling for the discussions ahead, and inspires us to move forward together,” opened the Leadership Exchange Meeting Jana Tikalová, CEO of OPIM.
Continuing the opening of the event Radan Šafařík, Director of Gender Equality Department in the Office of the Governments of the Czech Republic emphasized the continued importance of fostering human rights in the uncertain times. Then came the moment for companies to take a visible stand. A key highlight of the event was the public signing of the Employer's Human Rights Ten Commandments—an act that formalized the commitment of each organization to uphold these principles and integrate them into their internal cultures and decision-making processes.
Petra Ondrušová, Chief Sustainability Officer at Česká spořitelna, spoke to explain the purpose behind the Employer's Human Rights Ten Commandments and to encourage others to follow.
"Sustainability cannot exist without human rights" she emphasized, framing the initiative as an essential part of ESG strategies. Her words served as both a call to action and a reminder that responsible business practices must be rooted in respect for human dignity and ethical standards.

Employer’s Human Rights Ten Commandments - signing ceremony

Then came the moment for companies to take a visible stand. A key highlight of the event was the public signing of the Employer's Human Rights Ten Commandments—an act that formalized the commitment of each organization to uphold these principles and integrate them into their internal cultures and decision-making processes. New signatories included IKEA, TESCO, Generali Česká pojišťovna, Škoda Auto University, and SEDLAKOVA LEGAL By joining the initiative, these organizations signaled a growing alignment across industries on the importance of placing human rights at the heart of corporate sustainability and governance.
Eva Malá Beluská, Country HR Manager at IKEA emphasized the company’s strong values in this area, stating: “We believe that every individual should have equal opportunities and be treated with no discrimination. The company culture should allow every coworker to be themselves. (...) This collaboration is a unique opportunity to amplify our voice in society and drive systemic change on many important issues.”

Scaling the DEI from the top with Timothy O'Brien

After the impactful discussions earlier in the event, the keynote speech by Timothy O’Brien, Managing Director at Brown Brothers Harriman (Poland), took the conversation even further. He called on leaders to move beyond surface-level efforts and make inclusion a core part of their organization’s DNA. O’Brien’s message was clear: for meaningful change, inclusion must become ingrained in daily business practices, driven by people, not just policies. He emphasized that DEI shouldn’t be treated as a box to tick, but rather as a lens through which every decision is made, from hiring and leadership development to client relationships and internal culture.
“It’s not enough to run a few workshops or roll out a policy — I try to be present at every event,” he noted. “Being there helps sustain the effort and shows that this work is a real priority, this work matters. DEI needs to be embedded in how things are done at every level, and we have to be patient in getting people truly engaged.”
One of the biggest challenges in scaling DEI programs is avoiding what O’Brien called the "3 Ps": Preference for the Privileged, Making Privilege Palpable, and Perpetuating Privilege. This dynamic, particularly visible in certain cultural contexts like the U.S., subtly reinforces inequality even under the guise of progress. Left unchecked, it can turn DEI into a hollow, performative gesture rather than a true driver of merit-based change.
O’Brien underscored the importance of integrity and alignment in DEI work. When done authentically and consistently from the top down, DEI becomes not just more effective—it becomes transformative. Instead, he advocated for a DEI approach rooted in transparency, structure, and intention. He also stressed the importance of networking, noting that many groups are now actively working together, both internally and externally, to build momentum.
One of the more nuanced and timely topics raised was balancing equity and excellence, especially in the context of workforce diversity. The conversation touched on the sometimes controversial topic of quotas versus talent—a debate that continues to stir discussion in boardrooms and HR departments alike. O’Brien advocated for a mindset shift: rather than seeing quotas and talent as mutually exclusive, organizations must understand that equitable hiring practices and high performance can—and should—coexist. True diversity efforts reveal talent that traditional systems often overlook. So, the key point was the need to equip individuals with the tools and confidence to actively engage in building inclusive environments. It’s not just about policies—it’s about making people feel they are part of the solution. Providing resources, support, and a sense of possibility empowers employees to believe they can make a difference.
“Scaling DEI from the top isn’t about lowering the bar,” he explained. “It’s about questioning who set the bar, and who’s been excluded from reaching it.”
One of the most critical points discussed in the open Q&A session, was the social risk surrounding DEI initiatives: the tension between reputational caution and authentic commitment. Many businesses today hesitate to publicly associate themselves with DEI topics, concerned about media scrutiny or polarizing reactions. However, this hesitancy in itself presents a significant risk—the risk of silence, inaction, or being perceived as inauthentic. Companies that hesitate to take a clear and proactive stance on DEI risk damaging their credibility, weakening trust among employees and customers, and missing key opportunities for progress. A sincere and ongoing commitment is essential to staying aligned with the values of today’s workforce and society.
While the session offered valuable insights into leadership and structural change, it was only the beginning. What followed were a series of honest, sometimes heated, conversations about how these ideas translate into day-to-day realities. In the second part of this blog, we’ll dive into the outcomes of those discussions—what participants challenged, what inspired them, and what actions they’re taking next.