A Political Shift with Workplace Implications

Working-class anxieties over the economy and immigration, combined with growing fatigue around issues like climate change and identity politics, have fuelled a sharp rightward shift in politics across many Western democracies. Conservative and populist right-wing parties have either taken power or are on a clear trajectory to do so in countries including the U.S., Canada, France, Germany, Italy, and within the European Parliament. Even in the UK, where the electorate swung left in the last general election, the newly elected Labour government is already contending with the surging popularity of the anti-immigration Reform UK party, underscoring how these dynamics are reshaping political landscapes across the West.

Why Businesses Must Stay the Course on DEI and Sustainability

While there is little companies can do to directly counter this political shift, the answer is not to abandon their commitments to environmental sustainability and DEI. Doing so would not only be shortsighted but also risk alienating the incoming generation of talent. Young people have been clear that these commitments are decisive factors when evaluating potential employers. A recent Windō survey of over 700 Gen Z adults in the UK in October 2024 revealed that 68% consider an employer’s dedication to DEI a priority when researching companies, while 51% look for a demonstrated commitment to environmental sustainability. Globally, 46% of Gen Z respondents in a 2024 Deloitte survey reported changing or planning to change jobs or industries due to environmental concerns.

How can companies can be part of the solution?

One meaningful step companies can take to address growing inequalities is to expand their DEI frameworks to include a focus on individuals from lower socio-economic backgrounds. As the first person in my family to attend university and someone who was subsequently able to join JPMorgan Chase's graduate program and progress to Managing Director in a 25-year career with the firm, social mobility is something deeply personal to me. It’s also something we have been closely tracking at Windō and we can clearly see that Social Mobility DEI is a growing trend in the UK.

A More Inclusive Approach to DEI

Expanding DEI to include social mobility not only broadens its scope but also makes it more inclusive in a way that transcends political divides. Social mobility initiatives benefit individuals based on socio-economic background, cutting across race, gender, and other identities. This means it also includes white, cisgender, straight men. By adding social mobility to DEI, companies can address inequality in a way that should resonate even with critics of current DEI practices.

The Corporate Social Mobility Gap

Yet, the need for action becomes even clearer when we consider the stark disparity between the working-class population and its representation in corporate settings. While 39% of the UK workforce comes from a working-class background, according to data compiled by the Social Mobility Commission, the 14 companies tracked on Windō that disclose their lower socio-economic workforce representation (based on parental occupation at age 14) report an average of just 17.9%. This gap highlights systemic barriers that prevent millions of talented individuals from accessing careers in the corporate world. By addressing this disparity, companies can not only foster greater diversity but also unlock a wealth of untapped talent, driving innovation and long-term organisational success.

A Framework for Change: The Four Dimensions of Social Mobility

As governments grapple with the growing inequalities fueling political and social divides, companies must play their part too. By embedding social mobility into DEI strategies, businesses can help level the playing field, create new opportunities, and foster equity across all levels of society.To address these challenges and make a tangible impact, companies must go beyond traditional DEI efforts. By focusing on four key dimensions—Access, Opportunity, Representation, and Commitment—organizations can remove systemic barriers, provide pathways to success, and ensure their initiatives drive real, measurable change.Each dimension focuses on a critical aspect of improving social mobility, delivering benefits not only to individuals from disadvantaged backgrounds but also to companies striving for a stronger, more inclusive workforce.

Access

Break down barriers and provide early exposure to opportunities for individuals from lower socio-economic backgrounds.

Implement school outreach programs: Target schools with a high percentage of pupils eligible for free school meals—approximately 2.1 million children in England alone, representing nearly a quarter of all state-funded pupils. These programs are essential for reaching students who may not otherwise see careers in your industry as attainable. Encourage students to envision opportunities in your field, as seen in programs by A&O Shearman, BCLP, Clifford Chance, Deloitte, EY, JPMorgan Chase, Morgan Stanley and Slaughter & May.
Provide work experience or insight days: Focus on first-year university students from lower socio-economic backgrounds to build a diverse candidate pool for subsequent internships and full-time graduate roles. Companies like Baker McKenzie, Citi, Clyde & Co, CMS, Deutsche Bank, EY, Herbert Smith Freehills, HSBC, KPMG and PwC are leading in this area.

aerial view photography of road between green grass

Opportunity

Create structured, long-term pathways for people from disadvantaged backgrounds to secure and succeed in meaningful careers

Offer apprenticeship programs, including degree apprenticeships: Open doors to professional careers with accessible training programs. Leaders include Accenture, Barclays, Capgemini, HSBC, IBM, JPMorgan Chase, and Linklaters.
Be salary transparent about full-time graduate roles: Avoid vague terms like 'competitive salaries,' which can deter talented candidates from lower socio-economic backgrounds who may not be able to afford multi-month recruitment processes only to decline an offer due to insufficient pay. Only 18% of the 617 full-time early career opportunities tracked on Windō have salaries or salary ranges listed. Companies doing this well include Accenture, Aviva, Capital One, Lloyds Banking Group, NatWest, Nestlé, P&G, and Schroders.

Representation

Ensure individuals from lower socio-economic backgrounds are visible and represented at all levels of your organisation.

Collect socio-economic workforce demographic data: The gold standard Self-ID question here is the parents’ profession at 14 but there are other questions too, such as whether employees were eligible for free school meals and if they are still living with parents or spend over half of their income on housing. Companies like Admiral Group, Barclays, BlackRock, HSBC, ITV, and PwC already collect socio-economic workforce demographic information.

Publish socio-economic workforce data: Share metrics on the socio-economic makeup of your workforce and senior leaders once Self-ID participation exceeds 60%. Windō's leaderboard currently features 23 companies leading on transparency here.
Set socio-economic workforce diversity targets: using the current socio-economic makeup of your workforce set an aspiration of where you want to be as a company, something KPMG, Slaughter & May, Schroders, Simmons & Simmons, ITV and BCC all do.
Report class pay gap data: Highlight disparities between socio-economic groups and commit to closing the gap. Leaders include Freshfields, Linklaters, Penguin Random House, and PwC. See Windō’s leaderboard for a full list of 10 companies committed to transparency here.

Commitment

Publicly demonstrate your organization’s dedication to social mobility and accountability.

Sign onto the Social Mobility Pledge: Join over 800 organisations committed to improving social mobility.
Participate in the Social Mobility Employers Index: Benchmark your efforts and learn from others. Currently 150 UK organisations take part in this index and here are the Top 75 Employers.
If you are part of the Financial Services sector, become a Progress Together member: Join the likes of Aviva, Barclays, BlackRock, Citi and HSBC. See full list of members.
The 93% Club is a community that takes pride in its state-educated background and is founded on the belief that everyone, regardless of their schooling, should have equal access to the networks of support, knowledge, and influence that have long advantaged privately educated individuals.

Think This is Too Much?

This table highlights eleven companies leading in social mobility practices. EY, KPMG, and Slaughter & May demonstrate the most comprehensive strategies across the four dimensions.

Final Thoughts

Governments clearly have the primary role in addressing the growing inequality that fuels political and social divides. Policies on education, taxation, housing, and labor markets are essential levers that only they can pull. However, there is plenty that companies can and should do to play their part.
By focusing on Access, Opportunity, Representation, and Commitment, businesses can embed social mobility into their DEI strategies, creating real, measurable change. Adding social mobility to DEI frameworks not only addresses inequality but also bridges divides. It benefits individuals from all backgrounds. This approach makes DEI more inclusive, addressing a key concern of DEI skeptics while maintaining a commitment to equity and opportunity for all.
By expanding DEI to include social mobility, companies can create opportunities for individuals who need them most. This isn’t just about doing what’s right; it’s about building resilient, innovative organisations that thrive in an increasingly polarized world.

Why Social Mobility Must Be the Next DEI Frontier