Recognised as one of the most influential DEI leaders globally, Dr. Zaheer Ahmad MBE, advisor to institutions like the UK Government, Toyota Motor Europe, and the Premier League, sits down with Gold Network to discuss the critical role of leadership, accountability, and inclusion in transforming traditionally male-dominated industries such as mining and gold.
Dr Ahmad, what do you see as the most significant challenges and opportunities in embedding DEI into organizations at a global scale?
One of the biggest challenges in embedding Diversity, Equity, and Inclusion (DEI) globally is navigating cultural differences and localising initiatives in a way that resonates with different regions and local markets. What works in one country may not translate effectively in another, and organisations must be mindful of historical, social, and political contexts. Additionally, resistance to change, whether from leadership, employees, or industry norms, can slow the progress. The lack of prioritisation or the failure to focus on a few key deliverables and consistently drive DEI initiatives often leads to fragmented efforts that lack long-term sustainability. Coupled with the absence of data-driven approaches, which fail to quantify and track DEI progress effectively, this fragmentation makes it harder to measure success and pinpoint areas for improvement.
However, when it’s done right, the opportunities are just as significant. A truly inclusive workplace drives innovation, attracts top talent, and enhances business performance. Organisations with a global footprint have the chance to set new standards for DEI not just within their own workforce but across supply chains and communities. By leveraging data, committed leadership, and accountability, companies can create scalable DEI frameworks that make a lasting impact. The combination of strategic data insights, relentless prioritisation, and unwavering leadership support can ensure DEI is not just an initiative, but a core value ingrained within the organisational culture, achieving measurable outcomes and sustainable change.
What strategies do you believe are most effective in creating a more equitable future in traditionally male-dominated sectors, such as mining and refining?
Cultural transformation in male-dominated industries begins with strong leadership commitment and accountability. Leaders must go beyond surface-level statements and actively invest in structural changes whether that’s addressing bias in recruitment, establishing transparent promotion pathways, or revising workplace policies to foster inclusivity.
Representation is key to building an inclusive culture. Creating mentorship and sponsorship programs for women and other underrepresented groups is essential. It’s not enough to hire diverse talent; organizations must ensure these individuals have the opportunities, support, and resources to grow, lead, and succeed.
Equally important is leadership by example. For instance, while a progressive parental leave policy is crucial, its true impact depends on leaders and employees especially men actively taking advantage of it. If men don’t use the leave, the policy risks being seen as performative rather than transformative.
Finally, creating a culture of safety and belonging is essential for driving lasting change. This involves prioritizing psychological safety, offering inclusive leadership training, and implementing strong anti-discrimination policies. When employees feel safe, valued, and included, they are more likely to thrive and contribute their best work. Organizations must ensure that every employee has the opportunity to excel and reach their full potential.
What advice would you offer to companies in industries like mining or natural resources that are just beginning their DEI journey?
Start by listening. Engage employees at all levels to understand the barriers they face. DEI efforts often fail when they’re imposed top-down without buy-in from the workforce. Use data, employee feedback, and external benchmarking to identify the biggest gaps.
Next, build an actionable and measurable strategy/plan/roadmap. DEI is a long-term commitment, not a quick fix. Small, consistent changes like diverse shortlisting and diverse interview panels to attract and recruit diverse talent or ensuring policies and facilities support all employees, add up over time.
Please don’t try to tackle everything at once with a “boiling the ocean” approach. Keep things simple and focused, and take an evidence-based approach to drive meaningful change. A mistake many organisations make is trying to do too much all at once (which is admirable in intent), but this can easily overwhelm the organisation.
Finally, leadership must be visibly committed. When executives champion DEI through their actions and decisions, it sends a clear message that DEI is a business priority, not a passing initiative.
How can organizations better engage Indigenous communities and underrepresented groups in sectors like mining and gold?
Authentic engagement starts with respect and long-term relationship-building. Too often, companies engage Indigenous communities in a transactional way seeking approval for projects rather than co-creating solutions that benefit both parties. A better approach is a meaningful partnership: investing in Indigenous-led businesses, providing education and employment pathways, and ensuring communities have a seat at decision-making tables.
Equity also means acknowledging past harm and working towards restorative solutions. This might include investing in Indigenous communities, partnering with Indigenous-owned businesses, or providing cultural awareness training for employees to deepen understanding and respect. By approaching Indigenous engagement with humility, transparency, and a commitment to shared prosperity, organizations can foster trust and long-term success.
Finally, what inspires you to continue advocating for DEI, and what do you believe are the most rewarding aspects of this work?
The most inspiring part of DEI work is seeing real change happen, not just in numbers, but in culture. It’s when someone who once felt invisible in their workplace is promoted into leadership. It’s when a company that struggled with representation starts to see diverse voices driving innovation and strategy. It’s when an industry once known for exclusion becomes a model for inclusion.
This work isn’t easy, and progress isn’t always linear. But every step forward, every policy change, and every barrier removed creates opportunities for future generations. DEI is about building workplaces where talent, no matter where it comes from, is recognised, valued, and empowered. And that’s a future worth investing in.
