Firms stepping back from supporting Pride Month showing red flags – as covered in Investment Week. 

When people thrive, portfolios do too. 

Each June, rainbow logos appear across the business world for Pride Month. But this year, something has shifted. 

In response to political and media pressure, several organisations have scaled back their public visibility or walked away entirely. 

This presents a business risk, as Pride represents a global movement backed by millions of people who believe in equality, inclusion and progress. It is far bigger than the LGBTQ+ community alone. 

For investors, organisations stepping away from supporting Pride are showing red flags. 

As stewards of business performance, it is imperative they ensure their investee companies are not distancing themselves from inclusion strategies more broadly. Because inclusion is not just a moral issue; it is a material business one. It is a strategic lever, one that when done well links organisational culture to community connection, performance outcomes and people strategy in profound and measurable ways. 

We recently launched our global research roadshow, For All: The Power of Allyship and Belonging, to examine the relationship between how talent experiences workplace allyship and whether this is connected to productivity and growth. 

From interactions with over 200 business leaders, the early findings are clear: when people feel seen, safe, supported and proud of their workplace, they are more likely to contribute more. They stay longer. They are more productive. They are more likely to go the extra mile. In other words, there is an inclusion and belonging advantage. 

These insights are a powerful reminder that inclusion drives strategic business value. 

Organisations that deprioritise inclusion risk more than reputational damage, they could face real challenges with employee engagement, talent retention and long-term performance. Conversely, organisations that embed inclusion into their cultures can build more connected, high-performing workforces of the future. 

The case studies and data backs this up. Research consistently shows inclusive organisations outperform. We have found people are far more likely to be an ambassador for their employer and colleagues when inclusion and allyship are visible, consistent and authentic. 

Encouragingly, many forward-thinking organisations are leading by example. Behind the scenes, they are investing in inclusive leadership, aligning policies with evolving workforce needs and applying a community lens to their people and engagement strategies.

These are not symbolic gestures. These are commercial people strategies rooted in the realities of tomorrow's workplace. 

Looking ahead, investors are a vital stakeholder within the world of inclusion and have an important role to play. As stewards of capital and, increasingly, of corporate values, they have the power to influence how organisations show up for all their talent communities. 

Through voting, engagement and inclusion stewardship, they can ensure the support and empowerment of talent does not fade away. 

Pride Month is optimal timing to ask two questions: 1) How is leadership showing up for your organisation's talent communities? 2) How are your organisational values being upheld during times of test? 

The investment industry thrives on foresight. Forward thinking investors should invest in inclusion, not as a trend but as a blueprint for high-performing, human-centred organisations. Because when people thrive, portfolios do too. 

Matt Cameron is CEO of LGBT Great