In 2016, an initiative was launched, leading to the formation of "Plural," a grassroots effort by individuals dedicated to fostering diversity and inclusion through internal organizational initiatives. Originating from a gathering of women sharing experiences of isolation as female leaders in a predominantly male environment, this movement sparked the adoption of similar practices across different departments. By 2018, the group broadened its scope to address LGBTQIA+ and racial equality matters within the company. Nevertheless, the focus remained primarily on discussions rather than tangible measures.

In 2019, the company underwent a merger with one of its major competitors, resulting in the emergence of a new company with fresh cultural influences. Under this framework, the foundation of "fostering diversity for strength" was established, with the company striving to set a benchmark in diversity. Consequently, a new identity was forged post-merger, with a focus on enhancing diversity and inclusion. The Plural group was officially established, broadened, and formalized in 2019, giving rise to four additional affinity groups alongside the Women's group: LGBTQIA+, Blacks, Generations, and DCPs.

In 2019, the sustainability team developed a sustainability strategy through interviews with approximately seven hundred individuals from NGOs, diverse institutions, academia, and industry critics. This process highlighted diversity and inclusion as prominent themes.

Between 2016 and 2020, diversity and inclusion practices were executed independently across various units within the company. This led to situations where certain units might distribute gifts during women's month, while others organized a Live session on Female Empowerment. It was during this period that the company consolidated its diversity and inclusion efforts, ensuring strategic alignment.

To enable effective management, the movement was segmented into five primary fronts: Women (gender inclusion); LGBTQIA+ (inclusion of LGBTQIA+ individuals); Blacks (ethnic-racial inclusion); Generations (inclusion and synergy among various age groups); People with Disabilities (inclusion of individuals with disabilities).

Moreover, the movement is supported by ambassadors and allies who are volunteers empowered to advance diversity and inclusion initiatives within their specific units.

The endorsement from the senior management of the company, as perceived by employees, broadened the scope of outcomes, as reported by respondents, supporting stances in the literature (Qi, 2019; Soranz, 2019). As per one interviewee, all initiatives originating from the top echelons, with the participation and commitment of senior leadership, wielded a more significant influence on the organizational milieu. Consequently, if the cascade of initiatives does not stem from senior management to the operational level, individuals do not attribute as much credibility, and numerous initiatives are, indeed, not implemented (E4).

Interviewee 1 revised the restroom signage, replacing gender-specific labels with inclusive signage indicating the space is designated for all individuals, thereby providing a more welcoming environment for transgender individuals.

The establishment of a school for forklift operators was part of an inclusive initiative implemented by the company. Interviewee 1 highlighted efforts to attract and empower female talent for this role, leading to the launch of a training program in the Três Lagoas unit. This region, characterized by limited educational opportunities, particularly for women without secondary or higher education, often relegated them to domestic roles. The school successfully boosted female participation in the inventory department.

To embrace the initial two transgender employees joining her team, Interviewee 1 organized Plural Day, a forum where each individual could narrate their journey, fostering a culture of mutual understanding with customized mugs. This initiative humanized the workplace for the new employees, ensuring they felt integrated into the organization from day one. Notably, their preferred names were incorporated into their badges and corporate email addresses, demonstrating inclusivity even before official documentation was obtained.

The depiction of diversity on the water tank painting marked a significant achievement that bolsters the company's stance on diversity and inclusion, fostering a culture where respecting and embracing individuals for who they truly are is seamlessly integrated. As mentioned by the interviewee 1, the team garnered a very favorable reaction by sharing images in support of the diversity and inclusion initiative.

Once weekly, the E1 team conducts the Diversity and Inclusion Dialogue (DDI) to dedicate 5 minutes at the start of the shift to discuss D&I. Each week, a different topic related to all 5 GAs of the company is addressed. This occasion also serves as an opportunity for leadership to express the company's stance against inappropriate jokes, disrespect, and prejudice.

The Diversity Café is a monthly event for senior-level administrative staff within the organization. Discussions cover topics such as the rights of minority groups, women in leadership, and moral and sexual harassment in the workplace.

Trainee mentoring has been revised to better align with diversity. The company carefully chose a mentor with a strong connection to gender and race-related topics, which has had a positive impact on the development of E2.

At the Três Lagoas facility, owned by the company Therefore, a roulette wheel was placed in the cafeteria. Employees could spin the wheel for a moment of relaxation and discuss various topics.

The company's initiative in Financial Education has shown to be significant in appreciating employees getting ready for retirement. According to interviewee E5, this initiative should be more consistent and frequent as older individuals retire each month. Being elderly himself, he emphasizes the importance of discussing this matter in the workplace, noting that some of his friends are facing financial challenges due to the lack of preparation within the corporate setting for this stage of life.

Reframing programs, focusing on specific life moments, were selected as one of the diversity initiatives that produced the most favorable outcomes for E4.

As we progress through life, our values evolve naturally. Discussing the significance of revitalizing life can be crucial at times. Individuals may overlook this due to the fast pace of daily life. Upon reaching old age, many individuals feel adrift, lacking purpose. This can lead to feelings of depression and uncertainty about one's current role. (E4).

The DCPs Talent Bank contains information on candidates from this group who are suitable for various roles within the industrial setting of the company.

Some practices were identified as yielding less significant results and are emphasized in the following subsection.

This topic discusses actions that were implemented but did not yield the intended outcomes, as indicated by the gathered statements. In contrast to prior efforts, certain aspects rendered them insufficient in raising awareness.

The painting of the forklift aimed to raise awareness of LGBTQIA+ issues within the organization. Interviewee 1 noted a lack of communication and team readiness to accept and understand the significance of a colorful forklift, assuming the team possessed a higher level of maturity and did not require extensive preparation. Consequently, certain employees assigned derogatory names to the forklift and initially teased those operating it. Implementing awareness initiatives prior to painting the forklift could have prevented or mitigated this situation.

Conducting workshops on PWD experiences was found to be counterproductive, as indicated by research findings. The PWD ambassador believes that activities simulating disabilities, such as using blindfolds or headphones to block external stimuli and assigning tasks for participants to complete, do not effectively represent the experiences of PWDs. These exercises tend to heighten individuals' perceptions of disability, as non-PWDs often struggle with the tasks, leading them to assume that PWDs would face similar challenges. This outcome contradicted existing literature advocating for the benefits of experiential workshops involving disability simulations (Oliveira & Resende, 2017).

Respondents emphasized various benefits linked to diversity management. Interviewee 1 identified the main advantage of diversity initiatives as fostering a sense of happiness among individuals in an inclusive setting where mutual respect is valued. Additionally, recruiting a team member who uses a wheelchair significantly influenced her personal and professional life. In her role as a manager, she instigated positive changes and impacted people's lives by recognizing talents often overlooked by many companies that do not hire individuals from certain minority groups.

Interviewee 2 highlighted additional benefits. Diverse companies tend to attract increased investment and demonstrate greater resilience. Moreover, it was noted that employees benefit from working in a supportive environment that fosters psychological safety. Lastly, promoting inclusivity by hiring more women, black individuals, persons with disabilities, and fostering a more inclusive environment for the LGBTQIA+ community is a means for organizations to contribute to society and enhance their positioning.

Diversity in E4 is closely linked to profitability, as evidenced by a 2014 and 2017 McKinsey survey indicating that companies with women in executive roles saw a 17% increase in profits, and a 35% increase with black executives. Additionally, the concept of social equity highlights the responsibility of companies, such as company X, in promoting gender balance within their ranks, given that women constitute over 50% of the global population. Hence, it is imperative for organizations to consider this balance as they operate within society.

Another identified factor is a heightened sense of belonging, with employees demonstrating increased engagement when they can freely express themselves and their identities. This fosters enhanced productivity and commitment, creating a mutually beneficial dynamic for the individual (Qi, 2019; Seabra, 2023) being embraced, resulting in heightened productivity and enthusiasm for both work and the organization. Consequently, a significantly more innovative environment is cultivated, as any form of diversity within a team (whether in age, gender, race, etc.) naturally sparks fresh ideas (E5).

In this context, E5 asserts that individuals take pride in working for a company that is highly productive, has a global market presence, manufactures environmentally sustainable products, or offers appealing benefits. These were all characteristics in the past that instilled pride in employees. The interviewee noted that recently, there has been a shift towards people expressing pride in company X for its focus on ESG.

The primary source of pride in working at company X is and will continue to be ESG. If asked to finish the sentence 'I work in a company that (...)', I would say: one that demonstrates robust awareness, initiatives, and policies fostering diversity. This currently stands as the foremost source of pride in being part of company X.(E5)

The identified benefits encompass enhanced employee engagement, an enhanced work environment, and financial gains for the organization, as evidenced in prior research (Badal; Harter, 2014; Hunt et al., 2018; Smulowitz, Becerra & Mayo, 2019). Survey participants also noted favorable impacts on their personal lives, indicating a beneficial influence of the work environment on employees' everyday experiences (Beauregard et al., 2020).

Despite the high diversity within the team of interviewee 1, she notes a lack of female representation in its management. She highlighted the company's initiative to train women as forklift operators, emphasizing the necessity for individuals to already possess training, higher education, and job market experience when management positions become available. Consequently, enhancing diversity in senior management poses a significant challenge for the company.

Another challenge emphasized by the black ambassador and SG Negros participant pertained to the company's predominantly black workforce and the challenge of harnessing their talents to cultivate future leaders. Consequently, a career development initiative was initiated in January 2022 for this demographic.

Moreover, despite the inclusive initiatives already undertaken by the organization, there is still a tendency to label individuals with disabilities. Even though this group provides valuable insights, contributes to the company, actively participates, and is committed, there remains a prevalent belief among others that individuals with disabilities may not be capable of fulfilling tasks. Therefore, it is imperative for individuals to have greater confidence in this group, recognizing them as professionals on par with their non-disabled counterparts (E3).

Moreover, despite management's awareness of the significance of the company embodying diversity and striving to reach long-term diversity objectives, it is typical to see a tendency to favor straight white men when selecting and hiring talents, thereby overlooking minority groups. It is imperative to emphasize that fostering diversity is a collective obligation. Every individual must contribute to promoting diversity within their sphere, challenging unconscious biases, and embracing diverse perspectives.

The integration of black individuals and women into the industrial sector poses a significant challenge. While there is a talent pool within the framework of DCPs, a comparable level of effort has not been observed for black individuals and women in the industry. E5 suggests that the company's emphasis on quotas may be perceived negatively by numerous employees, aligning with studies highlighting the contentious nature of implementing racial quotas (Amaral & Ribeiro, 2009; Modesto et al., 2017).

Ultimately, a cultural shift in leadership is essential to not merely tolerate but actively foster diversity, integrating it seamlessly over time. Embracing diversity is a fundamental mission. Hence, E5 highlights this as the pivotal hurdle facing Company X, underscoring the imperative for heightened consciousness to propel management towards genuine promotion of diversity, transcending mere acceptance.

Ideally, all our managers should embody the role of ambassadors, as they are volunteers. I aspire to be an ambassador, advocating for a cause I believe in. I actively engage in promoting diversity across all levels. Envision the impact if every manager within our organization embraced the ambassador role. (E5).

Despite the initiatives and actions taken, instances of prejudice persist in management's interactions with candidates from the minority groups discussed in the study. For instance, during an interview, Interviewee 4 recounted an incident where the manager made homophobic remarks, using derogatory language. Subsequently, the interviewee utilized the company's reporting tool (ombudsman) to address the issue. The presence of a reporting channel within the company, allowing employees, suppliers, or customers to report incidents anonymously, significantly impacts and offers a sense of security to individuals from minority groups.

The company showcases a diverse range of practices, engaging key minority groups, employees, and managers in the diversity management process, signaling a forward-looking approach to sustaining diversity and inclusion initiatives. Table 2 outlines the identified practices.

Table 2
Identified diversity and inclusion practices within the company.

Source: Developed by the authors.

The company clearly implemented both non-discrimination and support and accountability practices, expanding on those outlined by Leslie (2019). While support practices yielded positive outcomes, the same unanimity was not observed with the non-prejudice practices, underscoring the challenges of promoting awareness in a society plagued by discrimination against minorities (Almeida, 2021; Oliveira, Oliveira & Cardoso, 2020; Souza Lima, 2021). Although accountability practices were mentioned, they were neither lauded for their effectiveness nor criticized for their lack of impact. This outcome may stem from the perception of the interviewed ambassadors, who primarily focus on tactical and operational aspects, making these practices and their effects less conspicuous in daily operations.

The identified benefits suggest that the efforts yielded significant outcomes (Hunt et al., 2018; Smulowitz, Becerra & Mayo, 2019; Beauregard et al., 2020), albeit sometimes only partially, aligning with literature indicating that advancements in diversity management implementation can be gradual and encounter obstacles.

The challenges encountered highlight that implementing diversity management is a lengthy endeavor, involving the simultaneous consideration of various pertinent and intricate matters, necessitating time to accomplish goals across all aspects. Identifying the issues faced can serve as a crucial informative component in the learning process, enabling course corrections. Additionally, the struggle to attain desired outcomes through diversity initiatives is compounded by the pervasive presence of prejudice, discrimination, and exclusion within the organizational milieu, reflecting systemic societal norms (Almeida, 2021; Oliveira, Oliveira & Cardoso, 2020; Souza Lima, 2021). Table 3 outlines the benefits and good diversity practices recognized.

Table 3
Benefits and difficulties identified in the company

Source: Developed by the authors.

The establishment of a diverse environment relies on interventions that transform the organizational culture, awareness, and behaviors of its members. The company has demonstrated clear positive outcomes from implementing these practices, along with challenges documented in the literature (Almeida, 2021; Oliveira, Oliveira & Cardoso, 2020; Souza Lima, 2021; Hunt et al., 2018; Smulowitz, Becerra & Mayo, 2019). Nevertheless, the practices perceived by participants appear to lack strong alignment with strategic planning, are of limited scope, and lack substantial theoretical underpinning. The insufficient involvement of strategic sectors may impede the proliferation of a culture of diversity within the organization, despite acknowledgment of support from senior management by interviewees.

Perceived gains are believed to serve as motivators for sustaining and enhancing actions and incentives focused on diversity, enabling effective resolution of encountered challenges within the organization (Mannix & Neale, 2005). Strengthening the institutionalization of diversity management practices will undoubtedly support the enhancement of achieved outcomes and employee satisfaction. Consequently, raising awareness among senior management to engage, broaden efforts, and improve outcomes is essential for overcoming resistance (Soranz, 2019; Velasco & Sansone, 2019).