With the end of the year approaching, many companies are revisiting their plans and trying to understand where they can still generate revenue. impact before the cycle closes. In diversity, equity and inclusion (DEI), this is a strategic moment: the fourth quarter can be decisive in consolidating results, adjust indicators and strengthen governance for 2026.
It's time to focus on short-term actions with measurable returnand develop the relevance of a culture of inclusion within the organization.
Use data to prioritize consistently
Before defining new actions, look at the numbers. Which inclusion goals have made the least progress so far? Where are the challenges of engagement, retention or representation?
Mapping the starting point helps to direct efforts towards fronts with greater potential for rapid impactsuch as:
- Reduce turnover by social group;
- Increasing adherence to development programs, such as leadership programs 50+;
- Strengthen internal communication and transparency for the market about goals and inclusion results.
These movements drive engagement and belongingand provide concrete evidence of active management of organizational culture.
Connect inclusion to governance and culture risks
IED practices are also a component of corporate governance. In a scenario of greater evaluation of ESG indicators, the risk management culture and reputation became a priority.
Monitoring cases of harassment, mapping perceptions of psychological safety and assessing whether leaders are prepared to manage teams equitably are examples of actions that reduce risks and improve social governance.
This data is increasingly relevant to reports sustainability and audits and should be treated in the same depth as financial indicators.
Encourage internal engagement at the end of the cycle
The last trimester is also the ideal time to strengthen the link between people and purpose. Small actions can generate significant results in climate and retention, such as:
- Hold meetings on current DEI issues related to business results;
- Publicly valuing inclusion deliveries;
- Reinforce internal campaigns on inclusive values and culture.
These initiatives have a direct effect on ROI of inclusion and contribute to the sense of belonging and cost reduction with turnover. In addition, they show the organization's leadership and various stakeholders that culture of inclusion is a competitive advantage e market value.
Prepare your company for 2026
This is the time to ensure continuity and coherence. Short-term goals need to connect to the strategies of the next year and quarter, based on the organization's objectives and context.
Include it in your planning:
- Reviewing the focus of inclusion and governance;
- Projection of culture and engagement indicators;
- Analysis of the return on inclusive actions implemented in 2025.
This integrated approach professionalizes the maturity of the agenda and demonstrates to senior management that inclusion is a strategic investmentAfter all ROI is also in the ability to transform culture into competitive advantage and sustainability into results.
Want to know how to generate inclusion results this quarter?
Talk to PlurieBR's specialized team and find out how to connect your goals to indicators.