This standard requires leaders to take active, visible responsibility for inclusion — not by delegating it to HR or DEI programmes, but by shaping the conditions of every meeting, decision, and conversation they influence. Inclusion does not happen passively; it requires deliberate leadership action.
It supports the policy "Champion Inclusion and Belonging" by making inclusion an active, day-to-day leadership behaviour rather than a periodic initiative.
| Category | Description |
|---|---|
| People & Culture | - Inclusion treated as compliance or HR responsibility. - Leaders unaware of how their behaviour shapes inclusion in meetings. |
| Process & Governance | - No expectation that leaders model inclusive practices in their forums. - Decisions made by default from dominant voices. |
| Technology & Tools | - No tools or formats designed to promote equal participation. - Meeting facilitation skills absent or undeveloped. |
| Measurement & Metrics | - No tracking of inclusion in decision-making or participation quality. - Inclusion measured only through diversity headcount data. |
| Category | Description |
|---|---|
| People & Culture | - Some leaders make conscious efforts to include quieter voices. - Inclusion discussed in leadership training but not consistently practised. |
| Process & Governance | - Some structured formats (round-robins, pre-reading) used to support participation. - Inclusion goals exist but are not embedded in leadership expectations. |
| Technology & Tools | - Basic facilitation tools available but not widely used. - Anonymous input mechanisms occasionally used in larger forums. |
| Measurement & Metrics | - Engagement survey includes inclusion questions but actions inconsistent. - Limited data on participation equity in meetings. |
| Category | Description |
|---|---|
| People & Culture | - Leaders actively create conditions for diverse participation in all forums. - Inclusive facilitation practices embedded in leadership norms. |
| Process & Governance | - Inclusive design of meetings (agenda sharing, structured turns, async input) is standard. - Leaders reflect on inclusion in their personal effectiveness reviews. |
| Technology & Tools | - Digital-first tools enable equal participation across geographies and working styles. - Facilitation guides and inclusion checklists available to all leaders. |
| Measurement & Metrics | - Inclusion and belonging scores tracked through pulse and engagement surveys. - Leaders reviewed on inclusion behaviours in 360 feedback. |
| Category | Description |
|---|---|
| People & Culture | - Leaders held accountable for inclusion outcomes, not just intentions. - Inclusion quality analysed as part of team health and leadership effectiveness data. |
| Process & Governance | - Inclusion outcomes tracked across key decisions and talent processes. - Data on representation in decision-making visible to leadership. |
| Technology & Tools | - Participation analytics used to identify and address inclusion gaps in key forums. - Inclusion training linked to measured behaviour change. |
| Measurement & Metrics | - Belonging scores correlated with retention, engagement, and performance outcomes. - Leaders evaluated on measurable inclusion impact. |
| Category | Description |
|---|---|
| People & Culture | - Inclusion is an automatic leadership instinct, not a checklist item. - Leaders continuously learn and adapt their inclusion practices. |
| Process & Governance | - Inclusive design embedded in every governance and decision-making process. - Inclusion practices evolve based on emerging research and team feedback. |
| Technology & Tools | - Platforms designed for equitable participation from the outset. - Real-time inclusion signals visible to leaders during forums. |
| Measurement & Metrics | - Organisation-wide inclusion index tracked at board level. - Inclusion quality a primary input to leadership capability assessments. |