How can we use diversity to strengthen competitiveness and create better workplaces? That was the question Per Ørum, CEO and founder of ESG365, put up for discussion on Friday at the Stage for Social Responsibility during Folkemødet, where he brought together a panel to share experiences and perspectives.
The panel included Line Sinding Skött, Director of Public Sector at Microsoft Denmark; Benny Christensen, Project Manager for the NGO project Grow (funded by Give Steel); leadership advisor Vibeke Hartkorn; and Pernille Erichsen, then Deputy Director at the Confederation of Danish Industry (as of August 1, appointed Deputy Director of Leadership at Lederne).
Although the debate was characterized by overall agreement on the importance of diversity, the panelists brought different perspectives on how diversity is best translated into action and value — both human and economic.
For Line Sinding Skött from Microsoft Denmark, diversity is not just an ambition but a prerequisite for creating technology that reflects and benefits the entire world. “Our global mission is to empower every person on the planet to achieve more. When that’s our mission, it has to be at the core of everything we do.”
She continued. “We can’t run a business if we’re not diverse and reflective of the world we create technology for.”
Benny Christensen from Grow reminded us that the right to work is not just a social responsibility — it is written into the Constitution. Referring to Section 75 of the 1953 Danish Constitution, he said. “To promote the common good, it should be ensured that every able-bodied citizen has the opportunity to work under conditions that secure their livelihood.”
For Benny, diversity and inclusion are therefore not only about corporate goodwill — but about living up to a fundamental societal principle. “No one has more right to work than anyone else,” he said.
Neurodivergence and the diversity pledge
Management consultant Vibeke Hartkorn, who is working on an international book project focusing on managing neurodivergent employees, introduced neurodiversity as a new and necessary dimension of diversity. Neurodiversity is a management challenge that requires more personal, flexible, and empathetic management styles. “It’s incredibly difficult to have a diverse team – but it pays off.” She encouraged us to look at people based on their strengths – not their diagnoses – and to start recruiting based on what a job actually requires. “Why do you have to juggle many balls in the air and be social if you’re not, if you’re incredibly good at working your way through something?”
At the Confederation of Danish Industry, they have launched the Diversity Pledge. This is an initiative with ten principles designed to inspire and guide companies in their efforts to promote diversity and inclusion. Companies can sign the pledge and thereby gain access to advice, tools, and support to turn intentions into action.
Here, Pernille Erichsen finds that many companies want to embrace diversity — but are unsure how. “Companies are committed, but they are also fumbling and uneasy. It’s about values, and that makes it difficult.”
Both the benefits and barriers of workplace diversity
But where exactly are the tangible benefits of workplace diversity? The advantages that can outweigh the challenges that diversity work often entails? According to Line Sinding Skött, the answer is clear.
“All research and results show that you perform better with a diverse workforce — maybe things move a bit slower, but in the long run, you do better.”
Benny Christensen gave a concrete example from Give Steel, where they hired an apprentice with a criminal background. They calculated that this saved the public sector DKK 500,000 (67.000 €). At the same time, Give Steel also experienced great value in having the apprentice as part of the team.
At the Confederation of Danish Industry, Pernille Erichsen has found that many companies face very concrete barriers when it comes to diversity. One example is that 49% of boards in Danish companies with over 50 employees have no female representation. According to Erichsen, the challenges are not just about structures and processes — but also very much about irrational and emotional mechanisms that often stand in the way of real change. But why is progress so slow?
According to Line Sinding Skött, it’s about the time perspective. “It’s like climate change. The benefit is unclear and lies further ahead — and there’s always something more urgent today”. She therefore issued a clear call to politicians to step in. For example, by introducing gender quotas in executive leadership teams.
Curious audience
Among the audience, there was great interest, and several people had questions for the panel. One attendee in the tent asked what the panel would recommend when facing a manager who is blind to diversity. The panel advised involving HR and gathering colleagues to jointly take the conversation to management.
Benny Christensen also emphasized the importance of an open conversation with the manager, pointing out that today’s young employees prioritize companies that treat their people properly.
Pernille Erichsen encouraged people to reach out to the Confederation of Danish Industry, which can assist with dialogue and support companies in their diversity efforts.
The debate made it clear that diversity is no longer just an ideal, but a decisive competitive factor. The challenges are real, but the gains — both on the bottom line and in the workplace — carry more weight.
Now it’s up to companies to take action if they want to secure a place in the future job market.
Article by Victoria Ørum, Head of Communications, ESG365