What are you looking for?

Diversity, Equity and Inclusion

Data-driven decisions to promote Diversity, Equity, and Inclusion

Diversity, equity, and inclusion (DEI) are essential elements for organizations striving for better performance, innovation, and an attractive work culture.  

At Highberg, Diversity, Equity and Inclusion is not a one‑off measurement or isolated initiative. We act as a long‑term partner for organizations that want to embed DEI structurally into their strategy, leadership and culture. 

Our strength lies in combining robust data and analytics with practical implementation, ensuring that DEI ambitions translate into measurable impact and lasting change. 

Join Highberg in taking action and make data-driven decisions to promote diversity, equity, and inclusion!

Get started

"Data enables change and guides the transformation into a diverse, equitable, and inclusive organization.”

DEI

What is diversity, equity, and inclusion in the workplace? 

 

Diversity, equity, and inclusion in the workplace involve recognizing, valuing, and leveraging differences among employees. 

Diversity refers to visible and invisible characteristics such as gender, cultural background, sexual orientation, and neurodiversity. 

Equity involves providing fair opportunities by considering the specific needs of different individuals. 

Inclusion means that everyone feels welcome and valued and has the chance to contribute to the organization’s success in their own way. 

The importance of diversity, equity, and inclusion in the workplace is greater than ever. Organizations that invest in this see a positive impact on employee satisfaction, performance, and talent retention. However, to do this effectively, a data-driven approach is necessary. 

 

What is data-driven diversity, equity, and inclusion? 

 

Data-driven diversity, equity, and inclusion means that decisions are based on facts and data, rather than assumptions or gut feelings. Highberg helps organizations gain insight into DEI by analyzing existing data andcollecting new data where necessary. By combining quantitative and qualitative data, one can obtain important and clear insights that enhance support for proposals. 

Without a data-driven approach, research on DEI often provides insufficient insight. Often, decisions are based on gut feelings, observations in the workplace, or conversations with employees. This often proves to beinadequate. DEI frequently concerns differences that are not visible to everyone, and employees often hesitate to openly discuss such issues. Moreover, in large organizations, it is easy to lose track of the overall picture. 

 

How we do it

  • AkzoNobel, a global company in paints and coatings, conducted a comprehensive equal pay study in collaboration with Highberg. This study revealed a wage gap of only 0.9% in favor of men, significantly better than the European average of 11%. Based on the results, AkzoNobel is taking targeted actions to further reduce this gap and received the Equal Pay Certificate from Highberg. 

  • A Dutch multinational, in collaboration with Highberg, conducted qualitative research on diversity and inclusion. This study, carried out through interviews and focus groups, focused on equal opportunities for men and women within the organization. The analysis uncovered valuable insights, such as unconscious discriminatory behavior and cultural differences between regions. Employees identified LGBTQI+ issues and ethnicity as significant themes, even before gender, highlighting the need to develop further policies across multiple diversity areas. The research was completed in 2.5 months and led to concrete recommendations for improvements. 

  • Highberg has conducted the DEI Scan for a Dutch media company for four consecutive years. The results of the DEI Scan clearly show the differences in inclusion between employee groups and departments. It alsoprovides insights into the extent of unwanted behavior and how this media company can work to improve diversity and inclusion. 

  • A Dutch bank has set itself the goal of achieving 30% women in top management positions by 2030. However, they have noticed that the percentage of women has stagnated for the past few years and have askedHighberg to create a predictive model. With this model, they gain insights into whether they will meet their goals if they take no action and what levers the bank can pull to increase the percentage of women and achievethe 30% target. 

Book your discovery call

What Does Highberg Offer?

  • Highberg combines specialized knowledge of diversity, equity, and inclusion with a strong background in business strategies. This enables us to seamlessly integrate DEI into broader business operations, ensuringlasting, measurable impact. 

  • Every organization is unique, and the same applies to DEI challenges. At Highberg, we provide tailored solutions that align with the specific needs and goals of your organization. No one–size-fits-all, but a customized strategy. 

  • Our approach focuses on results that are achievable and directly implementable. We help organizations not only set ambitious goals but also make concrete progress step by step that is visible and tangible in the workplace. 

  • We use data analysis, benchmarking, and research to optimize DEI strategies and make progress measurable. This ensures that your organization not only intends to be inclusive but can also prove it with hard data. 

  • Highberg offers more than just consultancy—we are a long-term sparring partner. This means we not only assist in the implementation of DEI initiatives but also help with monitoring, adjusting, and continuously improving your programs. We stand by you for the long term. 

Want to know more about DEI?

Reach out to Henrieke Stay in touch
Henrieke van Bommel is Capability Lead Diversity, Equity & Inclusion at Highberg and a PhD candidate at the Open University. She holds a Master’s degree in Management from the Open University and combines academic research with advisory work on DEI, pay transparency and inclusive leadership. Henrieke advises organizations on diversity, equity and inclusion (DEI), with a strong focus on pay transparency, DEI measurement and evidence-based change. She helps clients translate DEI ambitions into concrete strategies, governance and interventions, combining data, research and practice to create more inclusive and equitable workplaces. Henrieke combines analytical depth with genuine curiosity and a strong sense of purpose. She values both evidence and dialogue, and works in a thoughtful, pragmatic way to help organizations make DEI concrete, credible and sustainable. Her approach is both critical and constructive, always focused on meaningful impact. Want to know more? Connect with Henrieke on LinkedIn.
  • henrieke.vanbommel@highberg.com
Get to know Henrieke
Henrieke van Bommel
Diversity, Equity, and Inclusion expert

Stay informed

Highberg advisors share insights and expert advice. You can also learn more about the latest trends shaping your industry.

Related insights
Article
2 years ago | 4 min read
Thrive through diversity (2/4)

This article is the second article as part of the series ‘Thrive through diversity’. In the first article , we explored how embracing diversity increases the resiliency, stability, and relevancy of an organization in times of turmoil by creating a solid foundation. Three domains of diversity were quickly introduced. For the next three parts of this series, we dive deeper into each of these domains. This article explores workforce diversity and the importance of it to become a sustainable organization.
Article
2 years ago | 5 min read
Does a 50/50 gender ratio target make business sense? An HR-Analytics perspective

BHP Billiton recently announced they aim for a 50% female workforce by 2025. This target is one of the boldest gender targets any global company has set, especially since mining is often regarded as a men’s world. The driver behind this decision is value creation. The miner says that a better gender balance in the workplace will improve performance and ultimately improve shareholder value. When I read this news, as a Data & Analytics professional, a number of questions immediately popped up in my mind. Let me share the four most relevant ones. Does diversity indeed improve performance? Should there be a 50/50 ratio, or could a similar performance impact be achieved at a different ratio? Is this ambition realistic? Will this decision indeed create shareholder value? Let’s have a closer look at these questions. Can they already be answered and/or how could HR Analytics help in answering them?

Related services

People and Organization
Learn more
Also of Interest