As an HR leader with a background in economics, business, and law, I’ve spent my career focused on culture, organisational design, and people. I believe the strongest teams are those that reflect the world we live in — diverse and inclusive in background, thought, and experience. In this article, I share why inclusive leadership, starting at the top, is essential for sustainable innovation in science and beyond.
The case for inclusivity in science and technology
Diversity and inclusion should be embedded in the very fabric of your business model. In my own work, particularly in complex and multicultural environments, I’ve seen how inclusion transforms not only teams but also business outcomes. Diverse and inclusive teams unlock fresh perspectives, challenge conventional thinking, and drive real innovation. And countless studies back this up. In industries like science and technology, where new ideas are crucial for solving complex global challenges, it’s essential to include women at all levels, especially in research and development (R&D). Too often, women are overlooked for leadership roles, but the potential they bring is undeniable. This isn’t just a strategic opportunity — it’s a cultural imperative.
Diversity is not a checkbox, it’s a culture shift
Many companies still face a clear gender imbalance. Tackling that should be one of the key goals in your ESG (Environmental, Social, and Governance) Roadmap: to create gender balance at every level of the organisation. To name an example, currently, 26.4% of leadership roles at Stahl are held by women. By 2030, we aim to achieve a gender balance with female representation between 30% and 60%.
Diversity is beneficial when it is accompanied by inclusion. In the words of former vice-president of inclusion at Netflix, Verna Meyers, “Diversity is being invited to the party, inclusion is being asked to dance.”
For instance, when we look at our global workforce— made up of colleagues from over 60 nationalities — we see firsthand the power of diverse perspectives. Having worked with different cultures across the globe, I’ve learned that inclusion isn't just policy, but daily practice. For us, diversity goes far beyond gender. It’s about welcoming different cultural backgrounds, generations, and life experiences. Our advice to other organisations? Don’t treat diversity as a box to tick. Instead, embed it into your culture and decision-making to create a truly inclusive company. That’s where the real impact begins.
Empowering women: concrete steps and best practices
Setting goals is a crucial first step — but turning ambition into progress requires concrete action. One approach that has proven effective for us is creating support structures that empower women at every stage of their careers.
For companies looking to build a more inclusive workplace, a few elements we've found particularly valuable include:
- Local Diversity, Equity, and Inclusion (DEI) committees, tailored to each region, bringing perspectives. For us, that meant having different views from countries like Spain, Italy, the US, Brazil, the Netherlands, France, and Mexico.
- Unconscious bias training rolled out at scale, helping teams become more aware and inclusive — with 84% of our workforce having completed it to date.
- Maintaining a consistent focus on inclusion goes beyond gender, including functionally diverse employees.
Throughout my career, I’ve seen how access to mentorship, especially in underrepresented fields like R&D, can unlock leadership potential. Our experience shows that when women have equal access to mentorship, resources, and growth opportunities, they're better positioned to lead innovation. Inclusion doesn't just happen — it must be designed, resourced, and continuously nurtured.
From intent to impact: fostering inclusive leadership
Companies in STEM have an opportunity and responsibility to help shape a more inclusive future for women in the sector. That means going beyond statements of intent and actively investing in transforming the company culture by creating spaces for inclusion in all its dimensions. This is where HR has a uniquely strategic role to play by aligning inclusive values with broader business goals. From experience, we know that dismantling systemic barriers doesn’t happen overnight. But the impact is long-term and far-reaching when organisations commit to building inclusive cultures, where diversity is common and everyone is empowered to lead, innovate, and grow.
This isn’t a mere formality or meeting quotas. It’s about creating real, lasting change. Any business, regardless of size or industry, can take steps that make a difference: mentorship programs, sponsorship of diverse talent, and inclusive hiring practices are just a few starting points. And when we openly share what works — from lessons learned in M&A integrations to culture-building on the shop floor — we move forward faster, together.
In the journey of becoming a true inclusive company, our commitment to inclusion is guided by core behaviours: agility, entrepreneurship, protection, enthusiasm, authenticity, and teamwork. Of these, authenticity is especially powerful. When people feel safe to be themselves at work, it sparks trust, innovation, and genuine collaboration.
Looking ahead, moving together
Creating a truly inclusive workforce is an ongoing journey, and one that requires long-term commitment, not just good intentions. While our own progress is encouraging, what matters most now is how we use that momentum to inspire broader change. Every business has the chance to contribute to a more equitable society by embedding diversity, equity, and inclusion into the way they operate — not as an afterthought, but as a foundation.
Whether it’s supporting diverse talent in science, amplifying underrepresented voices, or rethinking leadership pathways, companies can be powerful catalysts for change. I firmly believe that when people feel seen, valued, heard, and part of a community— regardless of where they sit in an organisation — that’s when real performance and innovation begin, and we can touch lives for a better world.
The future of innovation in science won’t shape itself. It’s up to all of us, especially those in leadership, to actively pave the way for a workplace where everyone has the chance to thrive.
* The audio recording of this article is AI generated