The Impact of Global Decisions on Discrimination in the FM Workplace

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18 February 2025

EDI consultant Emma McLaughlin-Edwards examines how the rollback of inclusion initiatives in the US might affect FM workplaces in the UK.

Emma McLaughlin-Edwards is an EDI consultant with over 20 years of experience transforming workplaces within the built environment. Having spent her career in facilities management and engineering, Emma has developed a strong reputation for driving meaningful progress in equity, diversity, and inclusion. As a Director at Constructing Rainbows and a trusted advisor to senior executives and leadership teams, Emma brings deep industry knowledge and a strategic approach to embedding EDI principles within organisations. She works closely with businesses to move beyond surface-level initiatives, creating lasting cultural change that benefits both people and performance.

 

"For the FM industry, maintaining a commitment to inclusion is not just a moral imperative—it is a business necessity. Research consistently shows that diverse and inclusive workplaces lead to higher employee satisfaction, improved productivity, and better financial performance. Moreover, the industry relies on a diverse workforce to meet the needs of an equally diverse client base."

 

Picture: a photograph of Emma standing in a garden

 

The Future of Workplace EDI

 

Recent global developments have raised significant concerns about the future of equity, diversity, and inclusion (EDI) in workplaces worldwide. In particular, the rollback of diversity, equity, and inclusion (DEI) initiatives in the United States has sparked fears that such decisions may have a ripple effect on other industries, including facilities management, which has historically struggled with issues of workplace discrimination and harassment. The political climate in the US or anywhere should never diminish the intentions of organisations to build inclusive and equitable workplaces.

 

A Potential Green Light for Discrimination?

 

The FM sector has made notable progress in embedding EDI principles into its operations. Many organisations have embraced policies and initiatives aimed at fostering inclusive workplaces, tackling unconscious bias, and ensuring equal opportunities for underrepresented groups. However, when global powers scale back such efforts—such as the US Supreme Court’s recent rulings that weaken affirmative action or corporate leaders reducing DEI programmes under political pressure—there is a legitimate concern that these reversals could embolden those who oppose workplace inclusion.

In particular, individuals who already hold discriminatory beliefs may interpret these rollbacks as a signal that workplace harassment or exclusionary practices are now more acceptable. This is especially troubling for historically marginalised groups, including women, LGBTQ+ employees, and ethnic minorities, who could face increased hostility or barriers to advancement in an industry that remains predominantly male and white at leadership levels.

Moreover, social media platforms such as META and X have gone to great lengths to remove protective filters, making "free hate speech" the norm. This not only fuels hostility in online spaces but also creates a potential green light to uncover microaggressions in the workplace. When employees witness an increase in unchecked online discrimination, it can normalise biased behaviour in professional settings, making it even more critical for organisations to take a firm stance against such actions.

 

The Risk of Undermining UK Progress

 

The UK has been a leader in championing workplace inclusion through government-backed initiatives, professional bodies, and corporate commitments. The facilities management sector has followed suit, with many firms introducing inclusive recruitment practices, employee resource groups, and leadership programmes designed to elevate diverse talent. However, the globalised nature of business means that the policies and cultural attitudes of major economies—especially the US—can influence workplace practices in the UK.

There is a risk that UK-based organisations may feel pressure to scale back their own DEI efforts, either due to financial constraints or in response to shifting industry norms. If multinational corporations reduce their commitment to EDI in the US, it may create an environment where similar cutbacks are considered elsewhere. Additionally, employees and leaders who resist inclusive initiatives may feel emboldened to push back against progress, leading to a potential resurgence of discriminatory behaviours.

 

Why the FM Sector Must Stay Vigilant

 

For the FM industry, maintaining a commitment to inclusion is not just a moral imperative—it is a business necessity. Research consistently shows that diverse and inclusive workplaces lead to higher employee satisfaction, improved productivity, and better financial performance. Moreover, the industry relies on a diverse workforce to meet the needs of an equally diverse client base.

 

Embedding EDI Within Organisations: Practical Steps

 

Procurement Processes:

 

• How do we measure inclusion and equity within our tender processes? Procurement teams must ensure that diversity expectations are clearly defined within supplier contracts and that suppliers demonstrate a genuine commitment to EDI.
• Set clear benchmarks for inclusive practices among suppliers and conduct regular audits to ensure compliance.

 

Recruitment and Talent Progression

 

• Is there a robust system in place to ensure fairness at every level of the interview process right through to onboarding and buddying systems?
• Implement structured and blind recruitment processes to mitigate unconscious bias.
• Develop sponsorship and mentorship programmes to support career progression for underrepresented employees.
• Create diversity panels which are trained to support and assess recruitment processes fairly, ensuring a consistent and unbiased approach.

 

Policy Awareness and Leadership Accountability

 

• Policies are definitely needed, but how many of your managers and senior leaders actually read them and understand their part in ensuring they are followed and inclusive?
• Conduct mandatory training sessions to ensure leadership fully understands their role in fostering an inclusive workplace.
• Regularly assess policy effectiveness through employee feedback and real-time data.

 

C-Suite and Leadership Representation

 

• Marketing teams are brilliant at making an organisation 'appear' to hold themselves to account when it comes to EDI, but scratch below the surface and how many of the board are actually walking the walk?
• How do they demonstrate their active participation every day, and is senior leadership reflective of the diversity within the company? If not, why not?
• Establish measurable KPIs for leadership diversity and require public reporting on leadership EDI commitments.

 

Amplifying Employee Voices

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• Underrepresented employees need to hear, feel, and see their employer’s commitment to EDI.
• Carry out a specific EDI survey and ask the difficult questions, ensuring that everyone has the opportunity to respond—not just those in front of a laptop or PC. Reach the people on the ground.
• Share the responses, be prepared to do the work, and be brave enough to address the challenges head-on.
• Look around the room—who is on board and who isn’t? Ask yourself what kind of organisation you want to be known as and show up.

 

A Call to Action

 

As the political landscape shifts, companies with genuine cultural values at their core will stand firm in their commitment to inclusion. The real question is—where does your organisation stand? Are you leading the way, or retreating from progress?

 

Picture: a graphic showing a wood-effect background with polaroid photographs of various people's headshots. Image Credit: Pixabay

Article written by Emma McLaughlin-Edwards | Published 18 February 2025

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