Daniel Similaki has a background in chemistry and works for a leading global provider of products and services in the pharmaceutical and biotech sector. In 2022 he founded the Afro-Caribbean Commercial Science Network (ACCSN) to improve ethnic representation in the life science sector. 

Last year, the APPG launched its new project on Equality, Diversity, and Inclusion (EDI) strategies in STEM. As part of the project, we are inviting EDI experts and network leaders to share their ideas on how EDI strategies can better reflect the lived experience of groups underrepresented in STEM.  

We spoke to Daniel about the ACCSN, the challenges in developing a strategy, and the benefits to employees, employers and wider society when EDI strategies are developed and integrated well. 

Can you tell us why you founded the Afro-Caribbean Commercial Science Network? 

I founded the Afro-Caribbean Commercial Science Network after experiencing first-hand the isolation and challenges faced by Black and ethnic minority professionals in the life science industry, in which I encountered microaggressions, overt racism, and a clear lack of mentorship. 

To address these challenges, I started a simple WhatsApp group as an accessible platform for like-minded individuals to seek allies, share experiences, and support one another. This humble beginning quickly evolved into ACCSN, a structured network that now offers mentorship programmes, networking events, and career development initiatives designed to empower professionals in commercial and broader life science. 

What are the ACCSN’s aims, or mission? 

The Afro-Caribbean Commercial Science Network was born out of the urgent need to combat the severe underrepresentation of Black and ethnic minorities in the commercial science industry. What began as colleagues sharing advice and finding support has grown into a dedicated network with a clear mission to: 

Provide Mentorship and Role Models: Connect emerging talent with experienced professionals who understand their journey. 

Enhance Career Opportunities: Increase awareness of diverse career pathways in commercial science 

Address Systemic Barriers: Tackle challenges in education and employment that restrict diversity. 

Foster a Supportive Community: Create a space where individuals can find encouragement, guidance, and a genuine sense of belonging. 

What are your plans and hopes for 2025? 

Our vision for 2025 focuses on three strategic pillars: 

Expand Our Reach: Grow the network across more regions of the UK, engaging with a wider range of educational institutions, industry leaders, and research organisations. 

Deepen Partnerships: Forge stronger collaborations with our current and future sponsors and partner organisations to provide enhanced support, mentorship, and career development opportunities. 

Sustain and Measure Impact: Continue hosting high-quality events, workshops, and networking opportunities while implementing data-driven strategies to monitor progress and refine our approach. 

The All-Party Parliamentary Group (APPG) on Diversity & Inclusion in STEM, for which the British Science Association provides the Secretariat, are looking into EDI strategies in STEM as part of its current project.  

Why do you think it is important for STEM organisations to have an EDI strategy? 

In today's competitive landscape, a robust Equality, Diversity, and Inclusion (EDI) strategy is not just a nice-to-have, it is a business imperative for STEM organisations. I firmly believe that embracing diversity drives innovation, enhances performance, and secures a sustainable future. 

It drives innovation. Diverse teams bring together a spectrum of perspectives that challenge the status quo and fuel creative problem-solving. McKinsey UK analysis reveals that organisations in the top quartile for both gender and ethnic diversity in leadership are up to 25% more likely to achieve above-average profitability. In the rapidly evolving STEM landscape, leveraging this diversity isn't merely beneficial, it is essential for staying ahead of the curve. 

Organisations that mirror the diversity of the wider population are better equipped to create solutions that truly resonate with their customers. The UK Bioindustry Association DE&I report 2023 reveals a stark underrepresentation of Black employees in life sciences, underscoring the need for systemic change. By reflecting our communities, STEM organisations can design products and services that are both relevant and impactful. 

Inclusive workplace cultures enhance performance. They lead to higher employee engagement and retention. McKinsey research highlights that companies with high levels of ethnic and gender diversity are 35% more likely to outperform their industry peers. When every team member feels valued and empowered, the organisation benefits from improved productivity and a stronger competitive edge. 

Beyond the compelling business case, there is a clear ethical responsibility or moral imperative to ensure fairness and equal opportunity. Robust EDI strategies tackle systemic barriers and cultivate a culture where every individual can thrive. This ethical commitment not only drives positive change within the organisation but also strengthens the broader talent pipeline. 

The next generation of STEM professionals, Millennials and Gen Z, are prioritising workplaces that champion diversity and inclusion. According to a Glassdoor survey, 76% of job seekers consider workforce diversity a key factor when evaluating potential employers. By fostering an environment where diversity is celebrated, organisations position themselves as employers of choice, attracting top emerging talent and ensuring long-term success. 

What are the common challenges that STEM businesses and research organisations face when developing their approaches to EDI? 

Despite growing recognition of the importance of EDI, STEM organisations continue to face significant challenges: 

Unconscious Bias: Deeply ingrained biases that affect recruitment, promotion, and day-to-day interactions, often operating below the level of conscious awareness 

Limited Role Models: A critical shortage of diverse leaders and mentors who can inspire and guide underrepresented groups through their career journeys 

Cultural Resistance: Entrenched workplace cultures and scepticism regarding the benefits of diversity that can slow progress and impede change 

Resource Constraints: Insufficient investment and budget for long-term EDI initiatives and lack of robust mechanisms to measure their impact 

Sustaining Engagement: The challenge of ensuring that EDI initiatives are meaningfully integrated into organisational practices rather than being treated as one-off events 

What is the role of staff networks and how can they contribute to EDI strategies? 

Staff networks play a vital role in both driving and sustaining EDI efforts within organisations. They: 

Provide Safe Spaces: Create environments where minority employees can share experiences, seek support, and gain mentorship without fear of judgment. 

Magnifies Minority Voices: It provides a voice for minorities through the marginalised groups with the support of allies. 

Facilitate Dialogue: Act as bridges between staff and leadership, ensuring that concerns and suggestions are heard and acted upon at all levels. 

Drive Policy Change: Inform and influence organisational policies through grassroots insights and regular feedback from those most affected. 

Enhance Visibility: Promote diverse role models and success stories, reinforcing the importance and benefits of inclusion within the workplace. 

What do you think is the key to a successful EDI strategy? How can an EDI strategy make a real difference for STEM organisations, their employees, and the wider sector? 

Truly effective EDI strategies require: 

Leadership Commitment: Genuine support from top management, backed by clear, measurable goals and personal accountability. 

Data-Driven Approach: Establishing metrics to track progress, identify gaps, and adjust strategies based on evidence rather than assumptions. 

Employee Engagement: Involving all levels of the organisation in the design and implementation of EDI initiatives, including regular training and mentoring. 

Continuous Improvement: Fostering a culture of openness to feedback and a willingness to evolve strategies as needs change and new insights emerge. 

Holistic Integration: Embedding EDI values into every aspect of organisational operations, from recruitment and career development to product design and customer engagement. 

The most impactful EDI strategies go beyond improving representation numbers; they create spaces where diverse individuals not only feel welcome but can truly belong and thrive.  

By listening continuously to diverse voices and responding to their needs, STEM organisations can build environments that nurture innovation, drive business success, and contribute to a more equitable industry for all.