PLEDGES FOR BUSINESSES
- Conduct intersectional pay and progression analysis
Women of colour are more likely than others to be overlooked for promotions or underpaid. Analysing promotion data by both gender and ethnicity – and both combined – helps identify systemic gaps early. Fixing inequities improves retention, boosts engagement, and ensures top talent isn’t leaving unnoticed. - Implement clear, transparent promotion and progression criteria
Nearly half of women of colour feel behind in their careers. Clearly defined, communicated promotion pathways – including criteria and salary bands – reduce ambiguity, help high-potential employees see a fair path forward, can help reduce promotion biases, and decrease the risk of disengagement or attrition. 41% of ethnic minority women say transparent progression would rebuild trust. - Provide equitable access to mentoring, coaching, and sponsorship
Women of colour often carry a “representation tax” and report being overlooked for career-enhancing opportunities. Structured mentoring and sponsorship programs ensure all employees receive guidance and advocacy, accelerating development, reducing frustration, and preparing the organisation’s future leaders. 17% of women of colour say mentors may have supported earlier progression, helping navigate unspoken industry rules and influential networks. - Embed inclusive performance and feedback processes
Research shows women of colour are more likely to receive unclear or unfair feedback. Standardising performance review criteria, training managers on bias, and regularly auditing outcomes ensures recognition is fair and merit-based. This protects the business against disengagement, reputational risk, and potential legal challenges. - Foster an inclusive culture where all voices are heard and people feel safe to speak up
Women of colour report ideas being ignored or dismissed until repeated by others. Train managers to encourage active contribution from all participants in meetings and decision-making. Create environments where concerns about pay, culture or progression can be raised safely. - Build genuinely diverse teams at all levels
Proactively identify underrepresented talent at all levels. Prioritise inclusive recruitment and diversify your talent pipeline. Develop and help progress ethnically diverse leaders – 30% say increasing visible diverse leadership would rebuild trust. - Invest in supportive managers
Train managers to recognise bias and actively support fair career development. - Make what’s implicit, explicit
Take time to show new starters the “unwritten rules” of your organisation. Don’t assume everyone knows how your organisation works. Make informal norms, expectations and ways of working clear to all.
