In 2017, Caroline Casey created a plan: to improve the global unemployment rate among individuals with disabilities. While this task might seem daunting to some, Caroline embraced it as a challenge. She believed that if the 500 most valuable companies in the world pledged to prioritize disability employment, it could raise awareness about the significantly low employment rates of people with disabilities and initiate positive change throughout the world.
After two years of meticulous planning and strategizing, Caroline launched The Valuable 500 at the World Economic Forum Annual Meeting in 2019. Since then, the initiative has evolved into the world’s largest business partnership following the UN Global Compact. Four years later, the organization has successfully achieved its objective of securing pledges from 500 companies. Now, The Valuable 500 transcends mere pledge-taking; it has become a movement propelling disability inclusion to the forefront of corporate agendas worldwide.
They have been invited to speak at The UN, multiple One Young World summits, Davos and they have recently created their own SYNC 25, the Valuable 500 Accountability Summit in Tokyo.
Caroline stepped down as CEO in 2022, and Katy Talikowska assumed the role of CEO of the organization. Alongside Chief Communications Officer Ryan Curtis-Johnson and newly appointed Communications Manager Charlotte Armstrong. Together, the Valuable 500 team will continue to lead as staunch advocates for disability employment globally and ensure that their companies and partners uphold their pledge with accountability.
I interviewed Katy to find out more.
- Can you give me some background about The Valuable 500? How did it begin and how successful has it been?
The Valuable 500 began in 2019 as a global movement to improve disability inclusion in business and place disability on the corporate leadership agenda. Since launching at the World Economic Forum Annual Meeting in 2019, we have evolved into the world’s biggest business partnership after the UN Global Compact. In the first year, we received commitments from 500 of the world’s most influential businesses, representing 22 sectors in 41 countries, and amassing a remarkable 23 trillion in market capital.
We were founded on the belief that if business takes the lead, society and government will follow. Now, we’re harnessing the power of this influential collective and driving change through Synchronised Collective Action in three areas: leadership, reporting, and representation. By working together, in the same way, to address a shared challenge, we know that we can make a real difference to the lives of the 1.3 billion people living with disabilities around the world, all while unlocking business growth.
- What was your involvement with the company before you became CEO in mid-2023 and what have you been doing since you took over?
My journey with The Valuable 500 began in 2019 when I partnered with Caroline Casey to launch the initiative at Davos. This built on over three decades of experience in global advertising, where I worked on major brands and campaigns highlighting inclusive representation, like Maltesers’ iconic ‘Look on the Light Side’ ad.
Since becoming CEO in 2023, we have sharpened our strategy around driving change through Synchronized Collective Action in three areas: leadership, reporting, and representation.
Last year we launched the Reporting Action with a white paper on disability inclusion KPIs. Following this, our Self-ID Guide published in collaboration with Google and Deloitte to support the workforce representation KPI and make the business case for moving beyond disability inclusion as just a DEI construct.
We have also piloted Generation Valuable, a mentoring program pairing executives with mid-level employees with disabilities. This programme will be rolled out in 2024 and sets the stage for better representation of disabled people in senior roles across Valuable 500 companies.
Most recently, our white paper on inclusive representation laid the groundwork for developing a global standard to improve performance across sectors.
It’s been an exciting and productive time, but this is just the beginning. We have ambitious plans ahead as we continue building momentum toward a more inclusive future.
- What strategies does The Valuable 500 employ to ensure accountability among companies that commit to the pledge, particularly in terms of reporting and governance?
The Valuable 500 is more than just a pledge – it is a movement propelling disability inclusion to the top of corporate agendas worldwide.
As a collective, we build accountability by working together. Right now, we’re working towards SYNC25, the Valuable 500 Accountability Summit which will take place in Tokyo at the end of 2025. This landmark event will be a moment for companies to own their commitments, highlight successes, learn from setbacks, and set ambitions for the future. By sharing their disability inclusion journey on a global stage, organizations demonstrate accountability to the collective and the world.
Additionally, our consistent emphasis on public reporting via standardized KPIs keeps disability inclusion top of mind. This transparency and peer benchmarking motivates continuous improvement.
Ultimately, the Valuable 500’s collective power comes from a shared vision. When companies unite under this common cause, hold each other to account, and move forward in sync, we can achieve systemic change.
- What are the Key Performance Indicators (KPI’s) that The Valuable 500 have set out? What does success look like?
Each of our strategic focus areas has associated actions and goals. Specifically, our Reporting SCA centres on 5 Key Performance Indicators that provide a standardized framework for disability inclusion tracking and disclosure: workforce representation, leadership goal-setting, training, employee resource groups, and digital accessibility.
By transparently disclosing performance data across these KPIs, companies can benchmark progress, identify best practices, and heighten accountability.
Our aim is to normalize disability reporting and make it a fundamental aspect of ESG. The collective power of 500+ companies consistently reporting on the same metrics can establish new standards and drive systemic change.
Ultimately, success is disability inclusion being fully embedded into company cultures. Universal KPI adoption moves us toward workplaces where people with disabilities can thrive without barriers.
- What advances have you seen in terms of representation of people with disabilities in these companies and in the media? Are there any specific case studies you can tell me about that have seen a real improvement since they came on board as a client?
True disability representation requires breaking down barriers across three key areas. First, we want to see companies providing accessible consumer experiences that serve the disability community. This should be supported by media and branding that realistically reflects the prevalence and lived experiences of people with disabilities. And finally, companies must move beyond tropes and stereotypes to create authentic narratives that showcase the diversity and intersectionality of the disability community.
Our recently published white paper on inclusive representation spotlights some of the great examples being set by Valuable 500 companies to advance disability representation. Industry leaders like Jaguar Land Rover, Lancôme, P&G, Sony, and Zalando are championing a holistic approach to disability representation that addresses challenges across the consumer journey. From vehicles and beauty tools tailored to meet user needs, to pioneering accessible ads, products and online experiences, these companies represent the future of inclusive industries.
Collectively, 500 global companies embracing these practices, insights, and our representation framework can catalyse a new era for disability inclusion and authentic representation worldwide.
- What are some of the biggest challenges The Valuable 500 find in convincing potential clients to improve the representation of people with disabilities in their company? How does The Valuable 500 convince potential clients of the business case for greater representation for people with disabilities?
The challenge often lies in dispelling misconceptions and highlighting the business benefits of disability inclusion. We overcome this by showcasing the clear translation of diverse and innovative thinking, to embedding inclusive practices, to financial success. Our programs, especially Generation Valuable, provide firsthand opportunities to learn from those with lived experience, fostering a deeper understanding of the positive impact of disability representation on organizational culture and performance.
- How did the pandemic impact the company in terms of its growth and mission? What benefits can the company take from this time?
Changing minds and winning people over is a nuanced process, especially when advocating for a cause like disability inclusion. The pandemic introduced an initial challenge for The Valuable 500 in terms of our need to foster connections with leaders of some of the world’s most influential businesses. The traditional avenues for engagement were hampered by COVID-19 restrictions, prompting us to seek and implement new, innovative ways to connect with these key stakeholders. Despite these obstacles, we successfully achieved our mission to end the CEO silence on disability.
The experience compelled us to leverage virtual platforms and creative strategies to engage business leaders, ensuring that the message of disability inclusion reached the highest levels of corporate leadership. Through perseverance and adaptability, we overcame the barriers imposed by the pandemic and established meaningful connections that reinforced our commitment to breaking the silence and driving transformative change in disability inclusion at the highest organisational levels.
Amid the challenges, the pandemic also provided valuable lessons on leveraging the benefits of distributed teams and digital collaboration. It became evident that remote work could be a powerful tool in fostering inclusivity, particularly in removing barriers that many disabled individuals face, along with those balancing childcare or caring responsibilities.
- What’s next for the Valuable 500 as you move towards 2024 and beyond?
Right now, our sights are firmly set on SYNC25, the Valuable 500 Accountability Summit. Until that time, we aim to expand our programs, foster more partnerships, and elevate disability inclusion as a fundamental aspect of corporate strategy globally.
- In an Irish context what Irish people, companies or programmes are you big fans of or have been in contact with recently?
I admire the efforts of Ellie Doyle, founder of Talent Hub, and Niamh Kelly of Leaders for Accessibility. Their commitment to building more inclusive and accessible workplaces is really moving the needle on this important issue. Inclusion Ireland is another Irish organisation doing phenomenal work through their campaign for Inclusive Education. Their advocacy ensures students of all abilities have equal access to educational opportunities. It’s encouraging to see this kind of meaningful work being done to create positive change in the Irish context.