target group(s). 2. Quantifiability: use of metrics to assess impact, including: a clear definition of the metrics; regularity of tracking; and use of metrics towards driving accountability. 3. Scalability: future impact potential within or beyond the organization, including: the set-up of the initiative; future targets; definition of the path forward; and whether the initiative has already reached its full scale in terms of its impact. 4. Sustainability: potential for the initiative to drive long-term impact in the organization, including the length of time the initiative has been running and the structure and governance of the initiative. Common success factors across DEI Lighthouse initiatives The DEI Lighthouse Programme identified five common success factors across the initiatives that yielded the most significant, scalable, quantifiable and sustained impact for underrepresented groups. While these is no “one-size-fits-all” solution, these elements can help set up an organization’s DEI initiatives for success. Five common success factors across DEI Lighthouse initiatives 1. Nuanced understanding of root causes It is important to start by identifying the company’s DEI-related challenges and the associated root causes, to inform opportunity prioritization, goal- setting and solution design. –Understand the problem with a deep fact base: Start with a broad assessment of the organization to identify potential problem areas and any geographic- or segment-specific nuances. For example, an organization may begin with a company-wide survey on employee experience and inclusion and an analysis of its talent pipeline. –Identify the root causes: Assess potential problem areas through deeper data analysis and employee focus groups to identify what causes the issue and what changes are required. Root causes likely include a combination of internal barriers (such as organizational policies) and external barriers (such as cultural beliefs). –Get input from the target population, initially and throughout: It is critical that DEI initiatives are shaped by the voices of the target population without burdening those individuals with the work. At the start of the process, solicit input through surveys, user interviews and focus groups. During the design and piloting processes, continue to seek input from the target population to test and refine the solution. –Prioritize and sequence problem areas: Many areas for improvement may be identified, but not everything can be effectively addressed at once. Prioritize and sequence opportunity areas – for example, by considering impact versus feasibility and urgency versus importance. Maximize potential impact by considering your organization’s core competencies and unique positioning. 2. Meaningful definition of success Setting clear, measurable goals and effectively communicating the rationale behind the DEI effort will guide the initiative and help galvanize support for change. –Set clear and quantifiable aspirations (what and by when): After prioritizing an opportunity area, define success by setting measurable near- and long-term goals. To understand what is feasible, engage a cross-functional, diverse team well-versed in the strengths and needs of the organization. This process should be informed by the fact base developed through root-cause analysis as described under the first success factor (i.e. nuanced understanding of root causes). –Articulate a clear case for change that moves employees to action: The case for change sets out why the organization is focusing on the effort and connects the rationale to the company’s values, mission, business outcomes and “what’s in it for me” at each level of the organization. This helps employees understand what to expect and serves as a call to action. 3. Accountable and invested business leaders Deep commitment from executive management sets initiatives up for success by signalling importance and facilitating adequate resourcing. –Set initiative as a core business priority: Formally incorporating DEI goals into quarterly and annual planning allows for securing the resources, time and attention needed to drive change. –Hold senior leaders accountable for outcomes, not just inputs or activities: Holding senior business leaders accountable by tying outcomes to performance incentives facilitates continued focus on the initiative’s effectiveness, starting from the top of the organization. –Model and lead desired change, starting with the CEO and senior leaders: Senior leadership can, for example, serve as the public face of the DEI initiative, lead the operation, advocate for the initiative’s needs and/or adopt desired behaviours and ways of working. This signals importance to the rest of the organization and Diversity, Equity and Inclusion Lighthouses 2025 40

Diversity Equity and Inclusion Lighthouses 2025