• Nominate someone to lead on diversity

• Regularly report on the implementation of diversity and non-discrimination policies and procedures including measures and internal procedures applied to achieve objectives.
• Capturing data is key to establish a baseline and measure progress.
• Where legally possible, monitor the workforce structure regarding age, sex, ethnicity, sexual orientation, religion or belief, and disability to encourage diversity, and to meet the aims and commitments set by Diversity policies.
• Monitoring will assess how the diversity policy, and any supporting action plan works in practice.

• Create a working environment free from bullying, harassment, discrimination and victimisation.
• Educate managers and employees about their rights and responsibilities in relation to company diversity policies and legislation.
• Staff should understand that they can be held liable for acts of bullying, harassment, victimisation, and discrimination, in the course of their employment, against fellow employees, customers, suppliers and the public.
• Take complaints seriously and consider such acts as misconduct under your grievance and/or disciplinary procedures and take appropriate action.
• Companies should instigate transparent processes to raise complaints and to communicate this to all parties, this should include a whistleblowing policy.

• Actions may include ensuring leader’s and manager’s performance objectives cover their responsibilities to support equity and inclusion for all staff.
• Use a diversity and non-discrimination policy in management recruitment to enhance management decisions, encourage innovation and strengthen organisational competitiveness and sustainability.

• Develop the skills and competences in application of diversity and non-discrimination policies for management, employees, and those handling employment, training, and career development.
• Introduce mentoring and sponsorship programmes.
• Develop good diversity practice by collecting and sharing examples that contribute to progress.

• Create corporate conditions to recognise, share and live values of mutual respect and appreciation of diversity.
• Develop awareness and educate employees about diversity policies.
• Include a message from the CEO on the companies diversity and inclusion (D&I) and HR Mission Statement.
• Incorporating the words inclusion and “creating an environment where all voices are welcome and valued” would help to compliment this message.

• Value employees’ diverse skills and talents and company performance requirements.
• Give preference to working with clients and suppliers that apply diversity policies.
• Measure inclusion through culture and engagement surveys, inclusion indexes etc.
• Measure different demographic employee groups responses and take action to ensure an inclusive culture.

• Recognise the diversity of society within and outside the company, value the potential within and utilise this to benefit the company and stakeholders.
• Inform employees about diversity and involve them in Charter implementation.
• Annually report on company activities and progress in promoting diversity.

• Supporting diversity in the workplace is the responsibility of all.
• Create a culture based on mutual respect appreciating individual diversity.
• Ensure diversity management in corporate strategy. Develop policies and practices to promote diversity, combat both direct and indirect discrimination and involve employees in implementation.

• Capture and monitor data for measuring progress.
• Promote internal and external D&I showing commitments, activities, and progress.
• Understand, recognize, and respect workforce D&I and promote it to contribute to equality, mutual respect, acceptance, and social cohesion

• Regularly review diversity and inclusion policies/procedures, action plans and monitoring.
• Examine and ensure procedures strictly and constantly apply equal opportunities and inclusive treatment irrespective of gender, race, colour, nationality, or ethnic origin, religious or other beliefs, disability or chronic disease, age, family or social status, sexual orientation, gender identity or sex characteristics.
• Apply non-discrimination and equal opportunities principles in decision-making processes and human resources management focusing on employee recruitment, training, remuneration and professional promotion.

• Develop the skills and competences of management, employees, and employees responsible for employment, training, and career development, on the application of diversity and non-discrimination policies.
• Develop awareness and educate employees about diversity and inclusion policy.
• Hold diversity benefit awareness and training sessions for all levels of staff.

• Recognise customer diversity: Organisations need to know their customer profile, recognising that their diversity affects innovation and development. Enable an approach that recognises and caters for diverse customers and ensuring that diverse market needs are met.
• Extend and communicate this commitment to administrations, business organizations, trade unions, and other social actors.
• Promote diversity and inclusion stories and best practice examples to highlight the positive impact of a diverse and inclusive industry.

• Ensure diversity management in corporate strategy.
• Develop policies and practices to promote diversity, combat both direct and indirect discrimination and involve employees in implementation.

Percentage of employees from monitored groups compared with company, labour market, industry, country and global benchmarks.

Compare average tenure for employees from monitored groups to average tenure across the workforce or average tenure of dominant group members. Intention to remain significantly differs with age. E.g., Younger age groups may not intend to stay as long as older age groups. This may also differ by country.

Comparing open position applicant numbers from monitored groups against the potential pool of applicants from monitored groups or labour market data.

Tracking appointments of individuals from monitored groups compared with appointments of applicants who are not within a monitored group.

Tracking promotions awarded to individuals from monitored groups compared with promotion of individuals who are not within a monitored group.

Track lateral moves, temporary “act- up” roles, training, learning, and development take up, and stretch assignment opportunities by monitored group.

Compare individuals financial and non-financial rewards where groups are monitored to rewards earned by individuals outside the monitored group.

Compare employee engagement scores for individuals from monitored groups with scores reported by individuals outside a monitored group. Employee engagement surveys can give useful information but, it is essential that companies are careful in how they utilise such information and how they share any data identified.

To gather information on issues and challenges facing diverse talent.

An employee interview held before they leave, typically to discuss their reasons for leaving and experiences whilst working at the organisation.

Review employer brand quality and strength among different identity groups.

Track all grievances, complaints, and ER cases by identity group.