Amid President Donald Trump’s frontal assault on diversity, equity and inclusion initiatives, Disney has scaled back and restated its DEI efforts, aligning them more directly with “business goals and company values.” The tweaks, discussed in an internal memo, are less dramatic than DEI shifts at other major companies from Meta to Amazon to Google but […]Amid President Donald Trump’s frontal assault on diversity, equity and inclusion initiatives, Disney has scaled back and restated its DEI efforts, aligning them more directly with “business goals and company values.” The tweaks, discussed in an internal memo, are less dramatic than DEI shifts at other major companies from Meta to Amazon to Google but
Amid President Donald Trump’s frontal assault on diversity, equity and inclusion initiatives, Disney has scaled back and restated its DEI efforts, aligning them more directly with “business goals and company values.”
The tweaks, discussed in an internal memo, are less dramatic than DEI shifts at other major companies from Meta to Amazon to Google but meant to stem potential backlash after one of Trump’s first acts in office was to shut down federal DEI initiatives and put employees on leave. Federal contractors and grantees are also under scrutiny. PBS, funded by the Corporation for Public Broadcasting, said this week it is closing an office dedicated to diversity, equity and inclusion efforts amid Trump’s flurry of executive orders.
Disney is also updating disclaimers that run before certain titles on its streaming services that currently warn viewers of “negative depictions and/or mistreatment of people or cultures.” In a forthcoming change, the tag will read, “This program is presented as originally created and may contain stereotypes or negative depictions,” and be included in the Details section.
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The memo today from Disney’s HR chief Sonia Coleman aimed to provide “an update on how our values are embedded in our leader compensation programs, specifically our Other Performance Factors (OPFs), as well as share some of the work that has been underway to evolve our talent strategy consistent with these values.”
The language does not mention diversity but focuses on belonging. It does not mention equity, but does call for an environment where everyone can excel.
Changes include replacing a Diversity & Inclusion metric with a Talent Strategy factor in executive compensation planning to assess how leaders uphold company values, incorporate different perspectives to drive business success, cultivate an environment where all employees can thrive, and sustain a robust pipeline to ensure long-term organizational strength.
“This new factor represents an evolution of important concepts in the former Diversity & Inclusion OPF and will be used alongside our other two OPFs, Storytelling & Creativity and Synergy,” the memo said.
Disney’s Reimagine Tomorrow hub has been eliminated and evolved into a new Inclusion framework on the company’s corporate impact website.
“While this will continue to evolve, what won’t change is our commitment to fostering a company culture where everyone belongs and everyone can excel, enabling us to deliver the globally appealing entertainment that drives our business,” Coleman wrote.
Full memo:
Executive Leaders,
For over 100 years, Disney has entertained and inspired generations of families from all walks of life around the world. We create entertainment that appeals to a global audience, and having a workforce that reflects the consumers we serve helps drive our business. With more than 230,000 dedicated employees and Cast Members in more than 40 countries across six continents, Disney has long believed that the rich variety of talents and experiences our employees bring to their work is good for our business and enhances the experience of our global consumers, audiences, and guests.
Creating a welcoming and respectful environment for our employees and guests is core to our company culture and our business. Our values — integrity, creativity, collaboration, community, inclusion — guide our actions and how we treat each other. Today I want to provide an update on how our values are embedded in our leader compensation programs, specifically our Other Performance Factors (OPFs), as well as share some of the work that has been underway to evolve our talent strategy consistent with these values.
Other Performance Factors (OPFs): Beginning this fiscal year, we are adding a new “Talent Strategy” factor to our executive compensation planning. This factor will assess how leaders uphold our company values, incorporate different perspectives to drive business success, cultivate an environment where all employees can thrive, and sustain a robust pipeline to ensure long-term organizational strength. This new factor represents an evolution of important concepts in the former Diversity & Inclusion OPF and will be used alongside our other two OPFs, “Storytelling & Creativity” and “Synergy.”
As many of you know, we have spent the last year partnering with stakeholders across the company to discuss the evolution of our strategic framework for advancing our commitment to being welcoming, respectful, and inclusive in how we operate so we are the best place to work. The resulting framework — which we released in December — is designed to align our initiatives with our business goals and company values, centered around four key pillars:
- People: We reach and attract the best, most talented people around the world and foster barrier-free talent processes for everyone.
- Culture: We purposefully champion a culture where everyone belongs and can contribute to our business success.
- Market Reach: We create unforgettable stories, experiences, and products that entertain and resonate globally.
- Community: We learn from and support under-served communities by establishing and investing in impactful relationships with organizations and business stakeholders.
As we developed this new framework, we looked at ways to enhance our programs and practices to strengthen our workplace environment, in service of our business. While some of you are already familiar with what’s new, we wanted to highlight some of the key developments:
- New Online Destination: In December, we added our new framework to our corporate Impact website and the Belong hub on MyDisneyToday, with a focus on our above pillars and continued progress. This new framework, rooted in our efforts to enhance our employee experience, marks the evolution of the significant work done with Reimagine Tomorrow and succeeds that branding.
- Employee Groups: Last year, we began the process of unifying and streamlining our global enterprise-wide Belonging Employee Resource Groups (BERGs) structure, and rebranded the “B” in BERG from “Business” to “Belonging” to highlight that our employee groups’ role is focused on strengthening our employee community and workplace experience.
While this will continue to evolve, what won’t change is our commitment to fostering a company culture where everyone belongs and everyone can excel, enabling us to deliver the globally appealing entertainment that drives our business.
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