Meet our team – Mira Faas

Hi Mira, can you start by telling us a bit about yourself? 
 My name is Mira Faas. I’m 45 years old, married, and have two daughters. I live in Rotterdam. By profession, I am an accountant. I followed the accountant’s path at one of the Big 4 firms, but after 15 years—where development was always central—I found that it no longer aligned with my vision of the world and the type of company I wanted to work for. So, I decided to start my own business, closer to home and closer to my heart. 
It has been a journey where I have worked as an HR business operations manager in healthcare and at growing non-profit organisations. Now, five years into my new career path, I am beginning to find my feet again and see a clear common thread. I combine my accounting expertise with broad knowledge and experience in business operations. I enjoy doing this at organisations that engage in activities I believe in. During my student years, I met Esther, and we have always kept in touch. What has now brought us together is that, in addition to supporting 2Impact in its business operations during its growth phase, I am also heavily involved in research and reporting on diversity and inclusion, which naturally aligns with the themes 2Impact advises and collaborates clients on. 

 
You focus on Diversity, Equity, and Inclusion (DEI), but what exactly does this topic entail? 
It is difficult to provide a single definition. At the very least, explaining the terminology is the first step. DEI is about recognising differences between people, whether in gender, age, cultural background, or cognitive processes. Inclusion means accepting these differences and leveraging everyone's talents, precisely from the perspective of diversity. Equity implies acknowledging that people are not identical but should be treated fairly and inclusively. 
This is an incredibly broad and at the same time in-depth topic, with everyone viewing it from their own perspective. The challenge does not necessarily lie in defining the term but in implementing the concept in an organisational context. 
A concrete example: When I worked at one of the Big 4 firms, I was part of a team that explored the idea of “equal pay” between men and women. This led to an investigation, starting with an examination of company policies. The policy itself showed no differences—men and women were treated equally according to the employee handbook. Salary and promotion processes were formally identical. Yet, when we looked at net annual salaries, differences appeared, mainly due to varying bonus amounts. Finding the root cause of these discrepancies proved more complex. While policies can be equalised and processes standardised, real differences arise in execution. This is where human behaviour and biases come into play. People tend to recognise positive attributes more quickly in those who resemble them, which influences evaluations and indirectly affects compensation. 

Beyond salaries, additional factors such as secondary benefits play a role. Who gets time off more easily? Who gets more development opportunities? To achieve real equity, organisations must scrutinise all these aspects and train managers to overcome unconscious biases. This makes DEI a comprehensive and complex topic that requires significant time and effort to improve. 
Summing it up, there are countless definitions of DEI, but for me, it is about creating an equitable environment where everyone has the same opportunities. Achieving this requires a thoughtful and thorough implementation. 
 

Why is it important for companies to focus on this topic? 
There are multiple perspectives on this question. From a moral standpoint, it is an obvious goal, but not everyone approaches it from a business perspective in that way. Additionally, laws and regulations are evolving in this area. 
Beyond obligations, research shows that diverse teams perform better and achieve better results. Teams that bring together different perspectives—whether neurodiversity, introverts versus extroverts, or cultural differences—deliver demonstrably better outcomes. By enabling people with diverse backgrounds and talents to collaborate effectively, companies maximise their strengths and build stronger teams. 
The labour market also plays a crucial role. With aging populations and declining birth rates, more people are retiring while the workforce supporting the economy and social security is shrinking. This means businesses must tap into the broadest possible pool of talent. A company that only attracts a homogeneous group limits its access to talent and excludes valuable perspectives. 

Finally, internal company culture plays a role in employer branding. Employees are often the best ambassadors for an organisation. When they feel heard and valued, they promote a positive company image, which helps attract new talent. A good example of this is a law firm which I in a previous role supported with an inclusivity scan. Based on the results, they implemented more transparent career progression policies and better awareness training. This led to employees feeling more acknowledged and it made the company more attractive to a wider range of talent. Companies operate in an ever-changing world, and their workforce must adapt accordingly. Diversity, equity, and inclusion are not just “nice-to-have” aspects but essential components of a future-proof and successful organisation. 
 
What are your experiences with DEI? 
 I firmly believe in the business case for diversity. In fact, it goes beyond belief—it has been proven. 
Additionally, this topic has a personal dimension for me. As a woman in a male-dominated industry, I have experienced firsthand the importance of equity. I have also noticed that people have different needs to feel comfortable and perform optimally. As I delved deeper into this subject, I began to see parallels between different minority positions—whether it is women in a male-dominated environment, people from different cultural backgrounds, or individuals at different life stages, such as young professionals, parents, or those over 60. This awareness has only strengthened my engagement on the topic. 

My professional journey in DEI began with research on diversity within the accounting sector for the Dutch Association of Accountants (NBA). I conducted this research through The Diversity Company. Inspired by developments in this sector and beyond, I started working with data-driven approaches such as inclusion scans, often integrated into employee satisfaction surveys. 

The principle of “measuring is knowing” is particularly relevant within the broader sustainability landscape. Not only is this expected under European legislation for large enterprises, such as the Corporate Sustainability Reporting Directive (CSRD), but it also offers opportunities for strategic improvement. 
At 2Impact, everything comes together: DEI is a fundamental pillar within the CSRD and related social regulations. Organisations are required not only to report on workforce diversity but also to take real action. For industries where human capital is central—which is almost everywhere—this is a strategic necessity. 
I see a tremendous opportunity in this. Even companies and individuals who are not yet fully convinced of the importance of DEI will eventually have to adapt. Once urgency arises—whether driven by regulations or otherwise—that is when real change happens. This realisation brought Esther and me together, and we have now secured our first client. In line with this theme, we will conduct an in-depth diversity and inclusion scan for them. 
In short, DEI is not just a moral or social responsibility; it is a fundamental success factor for companies aiming to remain futureproof. 
 
 
What developments do you see in the business world regarding this topic? Do you have good practical examples? 
I have very positive examples of companies that are genuinely making progress in inclusion and diversity. A great example is a law firm in the business services sector that I have been working with for several years. We started with an inclusion scan, because if you want to improve something, you first need to know where you stand. That is the power of such a scan: it provides facts. In a world where “blue thinking” dominates—where everything must be measurable and objective—this is a way to make diversity tangible. 

The results showed that the main differences were in perception: how men and women, or people from different cultural backgrounds, experienced inclusion within the company. And that is precisely what makes it so complex because perception plays a huge role. 
Based on these insights, very concrete interventions were implemented. Think of more transparency in career advancement opportunities, better awareness training, and adjustments in how feedback is given. But also very practical changes: the invitation policy for the annual company outing was revised. A year later, we conducted the scan again and saw measurable improvements. Employees scored higher on the question of whether they believed their company was truly committed to inclusion. Additionally, the differences in perception between, for example, men and women became smaller. That is the power of measuring, intervening, and remeasuring: you do not only make progress visible but also create a continuous cycle of improvement. 
At the same time, you naturally see that the broader forces at play have an impact. There is resistance, and there are counter-movements. What is currently happening in the US is striking and has a global impact. But what I have learned over the years is: focus on the singers, not the hummers. You can spend endless energy on people who are not willing to change, but that will only drain you. 
Moreover, constantly fighting can make you bitter. If you always approach things with full force, at some point, it will exhaust you. At 2Impact, we work with people who truly believe in this, and that gives energy. Sometimes you need to let things go and focus on where movement is actually happening. That is the key—and precisely where we direct our efforts. 

 
What are the biggest challenges organizations face when it comes to DEI? 
One of the biggest challenges, linked to the previous point, is that we do not focus all our energy on "fighting" the counter movement. There are still strong voices opposing diversity and inclusion, and this affects how organisations deal with it. Not everyone is convinced of its importance, making it a long-term effort. 
Additionally, there is a deeply human tendency: we prefer to work with people who are like us. That is natural because it feels easy and comfortable. I also find it easiest to work with 45-year-old women who speak the same language, both literally and figuratively. But that is exactly where the challenge lies: knowing that diversity is the best choice for better results and doing it anyway, even if it is sometimes uncomfortable. It requires a conscious effort to connect, even when it does not come naturally. 
Another issue is that diversity does not just mean bringing different people together, but also actively investing in mutual understanding. In one of my assignments, I work in a completely different culture, where I am one of the few white Dutch women. That feels different. In that situation, I realise, from the minority perspective, how important it is to “subtitle” yourself—consciously explaining why you say or do something instead of assuming that everyone automatically understands you. 
That might be the core of the challenge: diversity takes energy. It requires an extra step, patience, and a willingness to put yourself in someone else’s shoes. But if you make that effort, you eventually see the benefits. So, the question is: who believes in the potential and is therefore willing to put in the effort? 
 

What are common misconceptions companies have about DEI? 
 One of the most common misconceptions is that DEI is seen as a hassle and something that belongs in the private sphere. I recently heard someone say: "Aren’t we just here to work? Just sit behind your computer and do your job." That is precisely the problem—the idea that inclusion and diversity are separate from the workplace when, in reality, they directly influence how people collaborate, perform, and develop. 

These kinds of statements often stem from a certain blindness to what it means to be different within a group. People who have never been in a minority position often think: "What’s the big deal? It’s just work." But anyone who has ever been in a situation where they were the only "other"—whether in terms of culture, gender, or background—knows how uncomfortable and alienating that can feel. Imagine sitting in a group where you do not understand the language, customs, or social norms. That affects you. The problem is that many people do not realise this, which leads them to underestimate the importance of inclusion. 
Another misconception is that DEI is an HR project. As if it is just a one-time training session, something that HR handles while the rest of the organisation does not need to be involved. Companies that view it this way completely miss the business case. They do not invest in diversity scans, interventions, or structural improvements simply because they fail to see the importance. 

But DEI is not about hassle—it is about better collaboration, innovation, and maximising talent. The companies that understand this are the ones that will make a difference in the future. And for those "non-believers" and more reactive organisations, legal and regulatory developments such as the CSRD, as well as the impact of frameworks like the TIFSD, will make it inevitable to address the topic and eliminate misconceptions. 
 

Can you tell us about your research with the Dutch Association of Accountants (NBA)? 
This research is where it all started for me. I have always remained a Registered Accountant, now working "in business," as they say. I have also maintained a strong connection with this professional field. I found it interesting to examine how diversity and inclusion are developing within this sector. The NBA is the professional association for accountants and has close ties with the firms where these accountants work. In line with their diversity goals, they have established an agreement with firms that actively want to engage in diversity and inclusion. 

The research began with a simple question: What is the state of diversity within accounting firms? Initially, the focus was on gender ratios, as these are relatively easy to measure. Over time, we expanded to include cultural diversity. Age is also a diversity factor—easily measurable but only recently becoming more relevant due to generational differences that lead to workplace challenges. Cultural diversity, however, remains largely underreported. 
My role in this research is to support the NBA annually in collecting, analysing, and presenting diversity data—focusing on current distributions but, more importantly, on career progression within organisations. At the entry level, the gender distribution is roughly fifty-fifty, but higher up in the hierarchy, the picture becomes skewed, sometimes resulting in only about 17% women in top (partner) positions—a clear sign that succession planning remains a challenge in this area. 
We also see that supervisory roles are increasingly filled by women, partly due to regulations requiring a minimum percentage. However, executive boards remain predominantly male. The research helps make these trends visible and facilitates discussions on the issue. 
 

What are the first steps an organisation can take to improve DEI structurally? 
Call me, or one of my colleagues from 2Impact or The Diversity Company! 
But in all seriousness, there is no single, clear first step. There are different reasons to address DEI, and the approach must fit the organisation. The main thing to avoid is making it an "HR-only project." Of course, in many companies, HR takes the lead on diversity and inclusion, but if it remains isolated there without strategic embedding, little will change. 

Sometimes, other priorities take precedence—that is the reality. But even in such cases, small steps can be taken. A simple way to start is by incorporating DEI into an existing people survey or employee satisfaction survey. Ask targeted questions about inclusion and diversity and analyse the results. This ensures that the topic gains broader attention and does not remain solely within HR. 
And a true first step? Ensure that DEI becomes a theme supported at the board and strategic level, linked to employee well-being. It should not just concern HR—finance, risk, and operations must also recognise its relevance. 
Finally, celebrate the next 1%. Small steps also count as progress. Instead of focusing on what is not yet perfect, emphasise what is already working—and celebrate that. Positive change is already happening, and that is what we should build on. 
 

How is 2Impact helping companies develop a DEI strategy? 
Within our team, we have many experienced professionals who combine their knowledge and expertise to support clients on their sustainability journey and create real impact. A diverse and inclusive environment is an essential part of that, so we align with our clients to find the best way to integrate DEI in a way that fits their specific needs. Step by step, we work together to make a greater impact. 
 
Are you inspired by this article? Contact us and let’s explore how DEI can benefit your company!