Diversity & Inclusion Consultancy

If you’re reading this there must be a part of you that would like to support change within your team/organisation or yourself. Already you are committed to making a difference – just not sure how or what to do? You sense it’s not enough to have policies committing to fairness and equality if the culture within your organisation is systemically biased towards a particular population. In the UK this is likely to be white and male. You might be seeking evidence to support a change in recruitment policies for your company?

What can you do?

  • Think for a minute or two about the following; Look around you… what do you see in your workplace?
  • What visible diversity do you notice?
  • Have you got recruitment biases?
  • Who heads up HR?
  • How do you develop talent?
  • What are your sickness/absence rates?
  • Is your building accessible?
  • Are there visible role models in senior positions?
    • Who supports the role models?
    • How do you invest in your leadership/executive team?
  • Could you move to a non-heirarchical structure?

How can we work together?

Understanding where you are at personally and organisationally will form the foundation of any evolution. Ignoring the needs perpetuates the systemic issues that miss out on the benefits of having a diverse workforce.

Understanding how to shift culture in the workplace to become a place where diversity, inclusion and equality is standard is a committment to creating a sustainable, robost business suitable for the 2020’s and beyond.

No two companies or people are exactly the same, working together we would see where your organisation is at and see how/what might need to happen to improve inclusion, equality and diversity.

To arrange a conversation contact: Paula@majellagreene.co.uk

Somethings to consider:

Information from McKinsey’s research Diversity Matters (2018), Equality and Human Rights Commission and the Chartered Management Institute:

78 percent of UK companies have senior-leadership teams that fail to reflect the demographic composition of the country’s labour force and population
  • Companies in the top quartile for racial and ethnic diversity are 35 percent more likely to have financial returns above their respective national industry medians.
  • Companies in the top quartile for gender diversity are 15 percent more likely to have financial returns above their respective national industry medians.
  • Companies in the bottom quartile both for gender and for ethnicity and race are statistically less likely to achieve above-average financial returns than the average companies in the data set (that is, bottom-quartile companies are lagging rather than merely not leading).
  • In the United Kingdom, greater gender diversity on the senior-executive team corresponded to the highest performance uplift in our data set: for every 10 percent increase in gender diversity, EBIT rose by 3.5 percent.*
  • The unequal performance of companies in the same industry and the same country implies that diversity is a competitive differentiator shifting market share toward more diverse companies.

*earnings before interest and taxes

UK Stats


Black people leaving school with A-levels typically get paid 14.3% less than white peers
  • Unemployment rates were significantly higher for ethnic minorities at 12.9 per cent compared with 6.3 per cent for White people
  • Black workers with degrees earn 23.1 per cent less on average than White workers
  • in Britain, significantly lower percentages of ethnic minorities (8.8 per cent) worked as managers, directors and senior officials, compared with White people (10.7 per cent) and this was particularly true for African or Caribbean or Black people (5.7 per cent) and those of mixed ethnicity (7.2 per cent)
  • Black people who leave school with A-levels typically get paid 14.3 per cent less than their White peers



Among the largest publicly listed companies in the European Union (EU-28) in 2019, only 17.6% of executives and 6.9% of CEOs were women.

Men 40% more likely than women to be promoted in management roles

In 2018 women were 23.7% of those employed as Chief Executives and Senior Officials.27    

People with disabilities

Disabled workers paid 12% less, UK official figures show

The highest pay gap was in London, where disabled employees were paid 15.3% less than non-disabled employees, while the narrowest was in Scotland, at 8.3%. Reference


According to statistics from Stonewall, 19 per cent of lesbian, gay and bi workers have experienced verbal bullying from their colleagues, customers or service users because of their sexual orientation, but 13 per cent say that they would not feel confident in reporting homophobic bullying in their workplace.

In addition to this, 42 per cent of trans people who are not living permanently in their preferred gender role say that they are prevented from doing so because they feel it will threaten their employment status. 10 per cent of trans people also report having experience verbal abuse in the workplace and six per cent say that they have been physically assaulted at work. Consequently, a quarter of trans people feel obliged to change their jobs because of harassment.

The Business Impact of LGBT-Supprotive Workplace Policies report by the Williams Institute found that LGBT employees who make an effort to hide their identity in the workplace experience higher levels of stress and anxiety, which can lead to health problems and work-related complaints. By introducing LGBT-friendly policies and ensuring that they are implemented, businesses can reduce the impact on individuals’ wellbeing.