For everyone committed to inclusive workplaces for women, the news makes for distressing reading. From politics to police forces, companies to sporting bodies, many of our national institutions have failed badly in keeping their people safe. It feels as though we are mired in an epidemic of discrimination and harassment against women.
The CBI has a place within that roll call of shame – particularly given the seriousness of some of the allegations brought to us by The Guardian. That some go back a number of years and have only just come to light is no excuse. We can, we must, and we will do better.
Inclusive change will sit at the centre of my agenda as Director-General. I hope that by going through a process of extensive and unflinching self-reflection and being honest about what needs to be done we can help show how a modern organisation needs to act when it has failed to meet the standards it should.
Make no mistake, we are committed to change. The transformation of corporate culture promised by the board is already underway and it won’t stop on my watch. Complacency is the enemy of progress and I will not let it take root as we build a better CBI.
I do not take the organisation’s future for granted. That’s why we’ve brought in experienced experts to help deliver those necessary changes. I firmly believe that winning back trust begins within the organisation and works its way outwards, once members and stakeholders see the decisive steps we are taking.
But there are also wider questions for us to answer. If the CBI were not here, some have asked, would you re-create it today?
Naturally, my answer is “yes”. The CBI performs a vital function in speaking up for all business, right across the economy. Every country needs an overarching business voice that can advocate with government, and beyond, for policies to support sustainable growth and improve living standards – in Germany it’s the BDI, in France – Medef, and in Japan – Keidanren.
With a defining general election ahead and the country still facing huge challenges amid ongoing global instability, the value of an organisation that can lift up the voice of business across regions and nations in the UK has never been more essential.
Whether working with over 150 trade associations spanning farming to tech, other leading UK business organisations, universities, NGOs or firms from disparate industries, we are at our best when we use our platform to bring voices together. It’s an approach we’ve applied successfully to a range of business-critical issues, from climate policy to prompt payment, throughout the pandemic and beyond.
Despite a tough few weeks, the CBI’s membership remains large and diverse. Our economic policy unit draws on half a century of proprietary economic data to produce respected surveys and analyses, taking the pulse of UK business and informing sound decision-making. It is the largest and most experienced policy unit outside Whitehall.
A new look CBI will keep and build on those core strengths. What is changing is the way we operate. Governance is being overhauled to ensure greater accountability, recruitment is being reviewed to focus on core values, and members and other businesses are being offered greater opportunities to shape our direction. Nothing is off the table when it comes to promoting inclusivity at every level.
While we know that we don’t get everything right, our track record in delivering value for members is strong. From capital expensing regimes to childcare reforms, furlough to energy support, we’re proud to have been at the forefront of policies that protect jobs, keep businesses afloat and contribute billions of pounds to the economy.
Even so, we can’t afford to be stuck in the past. The economy changes, and we must change with it. The CBI has to be at the forefront of delivering growth for future generations, whether that’s in technology, decarbonisation or life sciences. We’re already speaking to startup founders, chief executives and campaigners to identify and nurture the trail-blazing firms that will shape our country’s future. We are not just the voice of established business, we are a voice for the innovators, disrupters and architects of sustainable growth.
The challenge of rebuilding trust in the CBI is as big as it is urgent. But I’m ready to give my all to that task. That many staff members – both past and present – have used social media to speak about their pride in working for the CBI has also given me real heart. Delivering change is far easier when you know you have brilliant, committed and principled people alongside you.
Making business a force for good, not just economically but socially and environmentally, is something we need to strive for every day. For the CBI to do that again, with credibility and authority, it must reclaim its reputation and purpose. That work is underway. We owe it to a great many people to get it right.
Rain Newton-Smith, CBI Director-General
This article was originally published in The Times.