Diversity and Inclusion for UK Company Directors: A Comprehensive Guide

24th May 2024 by Mark Holt
A woman in business attire behind bars

Diversity and inclusion are no longer optional for businesses, and company directors have a legal duty to promote and encourage these practices within their organizations. The benefits of diversity and inclusion are well documented and include improved decision-making, innovation, and a more positive brand image. However, ensuring these practices are effectively implemented can be challenging, and company directors need to be aware of their responsibilities and the potential pitfalls.

This article provides an in-depth overview of the legal and ethical considerations for UK company directors regarding diversity and inclusion, including the benefits and challenges of gathering diversity and inclusion data.

Legal Disclaimer

Please note that, while we have made every effort to ensure this article is helpful and comprehensive, it should be considered as being for illustrative purposes only and should not be considered legal advice or a comprehensive list of relevant legislation and resources. It is important for company directors to seek professional guidance and stay up-to-date with the latest legal requirements and best practices in diversity and inclusion.

Once you've read this article, you might also be interested to learn more about the Legal and Ethical Issues surrounding Diversity and Inclusion Surveys

Legal Duties of UK Company Directors:

In the UK, company directors have a range of legal duties and responsibilities outlined in the Companies Act 2006 (1). While this legislation does not specifically mention diversity and inclusion, these practices fall under the director's duty to act in a way likely to promote the success of the company. This includes having regard to:

  • The long-term interests of the company (2)
  • The interests of the company's employees (3)
  • The need to foster the company's business relationships with suppliers, customers, and others (4)
  • The impact of the company's operations on the community and the environment (5)

Promoting diversity and inclusion helps directors to fulfill these duties. For example, a diverse workforce can bring a range of perspectives and skills, improving decision-making and innovation, which benefits the long-term success of the company.

In addition to the Companies Act, there are other relevant pieces of legislation that impact diversity and inclusion in the workplace:

  • The Equality Act 2010 (6): This act protects individuals from discrimination based on nine protected characteristics, including age, disability, gender reassignment, marriage or civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation. Company directors have a duty to ensure their organizations comply with this act, which includes promoting equal opportunities and preventing harassment and discrimination in the workplace.
  • The General Data Protection Regulation (GDPR): When gathering diversity and inclusion data, company directors must ensure compliance with the GDPR, which includes obtaining consent, ensuring data security, and providing transparency about how data will be used.
  • Health and Safety at Work Act 1974: This act places a duty of care on employers to provide a safe working environment for their employees. This includes mental health and wellbeing, which can be impacted by issues such as bullying, harassment, and discrimination.
  • The Public Sector Equality Duty (7): While this duty specifically applies to public sector bodies, it is worth noting as it requires these organizations to consider the impact of their decisions on individuals with protected characteristics.

The Impact of Non-Compliance

Non-compliance with D&I legislation can lead to legal action against directors personally, including fines, damages, and even criminal prosecution (Equality Act 2010, Section 108). Furthermore, the UK's Corporate Governance Code emphasizes the importance of diversity and inclusion in the boardroom, highlighting that non-compliance can be a breach of a director's fiduciary duties (Financial Reporting Council, 2018). In addition to legal repercussions, non-compliance can also damage an organization's reputation, leading to loss of customers, talent, and revenue.

Moreover, the UK's regulatory bodies, such as the Financial Conduct Authority (FCA) and the Solicitors Regulation Authority (SRA), have emphasized the importance of diversity and inclusion in regulated industries. Non-compliance with D&I legislation can result in regulatory action, including fines, sanctions, and even license revocation (Financial Conduct Authority, 2020). It is crucial for UK company directors to prioritize diversity and inclusion to avoid these consequences and create a positive, inclusive work environment.

Ethical Considerations:

Beyond the legal duties, there are also ethical considerations for company directors to promote diversity and inclusion:

  • Social Responsibility: Companies have a social responsibility to ensure their practices are ethical and contribute to a fairer society. By promoting diversity and inclusion, companies can demonstrate their commitment to ethical outcomes.
  • Ethical Leadership: Company directors have a responsibility to lead ethically and set an example for their organizations. Promoting diversity and inclusion demonstrates a commitment to ethical values and encourages these practices throughout the company.

Benefits of Gathering Diversity and Inclusion Data:

Gathering data on diversity and inclusion practices can provide valuable insights for company directors, enabling them to make informed decisions and take targeted actions. Some benefits include:

  • Identifying Inequalities: Data can reveal areas where inequalities exist within an organization, such as gender or racial pay gaps, underrepresentation of certain groups in leadership positions, or disparities in promotion rates.
  • Tracking Progress: By collecting diversity and inclusion data over time, companies can track their progress on these issues. This allows directors to demonstrate the impact of their initiatives and make evidence-based decisions about future actions.
  • Informing Strategy: Data informs strategy development. For example, if data reveals a lack of diversity in a particular department, directors can develop strategies such as recruitment initiatives or mentorship programs to address the issue.
  • Set Benchmarks: Comparing data with industry benchmarks helps identify areas where the company is excelling or falling behind. This provides context and helps set realistic goals for improvement.
  • Engage Employees: Anonymous surveys that gather diversity and inclusion data can also be a powerful tool for engaging employees. They demonstrate a commitment to listening to staff and creating an environment where their voices are heard.
  • Attract Talent: Demonstrating a commitment to diversity and inclusion can attract top talent, especially from younger generations who increasingly expect organizations to have strong ethical values.

Challenges and Considerations:

While gathering diversity and inclusion data offers significant benefits, there are also challenges and considerations for company directors to keep in mind:

  • Actionable Insights: Even with comprehensive data, translating insights into actionable strategies can be difficult. Directors need to ensure they have the expertise and resources to act on the data effectively, such as access to diverse talent pools or consulting expertise in organizational change.
  • Data Quality and Representation: Ensuring accurate and representative data can be challenging. For example, necessary, and used only for its intended purpose (16).
  • Data Privacy: Collecting and storing employee data comes with risks. Directors must ensure data is handled securely and in compliance with relevant legislation, such as GDPR.
  • Actionable Insights: Data on its own is not enough; directors also need the skills and knowledge to interpret the data and take appropriate action. In some cases, the data may reveal issues that are complex and difficult to address.
  • Liability: If diversity and inclusion data highlights areas of non-compliance with equalities legislation, directors could potentially face liability for failing to take action. This is a particular concern for larger organizations with complex structures.
  • Resistance to Change: Data may reveal uncomfortable truths, and some individuals or groups may resist change or the implementation of new initiatives. Directors need to be prepared to manage this resistance and engage stakeholders in a meaningful way.

So, Should Directors Gather Diversity and Inclusion Data?

The decision to gather diversity and inclusion data is a complex one, and there are valid arguments for both sides. On the one hand, gathering data can provide valuable insights and help directors make informed decisions to drive positive change. It demonstrates a commitment to employees and can attract top talent.

However, the potential downsides cannot be ignored. Data privacy is a serious concern, and directors must ensure they have the skills and resources to handle employee data securely. Additionally, data may reveal issues that are complex and difficult to address, and there is a risk of liability if non-compliance is identified.

Ultimately, the decision to gather diversity and inclusion data should be a strategic one, informed by a thorough understanding of the organization's current position and goals. Directors should also consider their ability to act on the data and make a commitment to creating an inclusive culture.

Taking Action:

For directors who decide to gather diversity and inclusion data, the next step is to develop a strategy for collecting and acting on that data. Here are some key considerations:

  • Anonymous Surveys: Anonymous surveys are a powerful tool for gathering diverse perspectives and can be particularly useful for sensitive topics. Ensure employees understand the anonymity process and feel confident their responses will not be traced back to them. Learn more about how Divesity obsessively protects participant anonymity
  • Regular Reviews: Diversity and inclusion are not one-off initiatives; they require ongoing commitment. Regularly review data to track progress and identify new issues as they arise. We recommend that our clients rerun their surveys annually or, for those where we have identified significant actions, after 6-months.
  • Engage Employees: Involve employees in the process by seeking their feedback on survey questions and the overall approach to diversity and inclusion. This helps create a sense of shared ownership and responsibility. The Divrsity platform is collaborative, enabling survey administrators to invite ERG leaders or other members of the organisaiton to collaborate on the wording of questions and view survey results.
  • Set Clear Goals: Use the data to set clear, measurable goals for improvement. These might include targets for representation at different levels of the organization or specific initiatives to address particular issues. Our AI enhanced results and automatically generated data insights enable you to pinpoint the most impactful interventions.
  • Train Directors: Ensure all directors receive training on diversity and inclusion topics, including unconscious bias, intersectionality, and the business case for diversity. This will help them interpret the data effectively and make informed decisions.
  • Collaborate with Experts: Consider partnering with external experts who can provide guidance and support. This might include diversity consultants or legal advisors specializing in equalities legislation. Diversity has already partnered with some of the UK's leading DEI consultants who all have experience with our platform.


Company directors in the UK have a responsibility to promote diversity and inclusion within their organizations, and gathering data on these practices can provide valuable insights. However, it is essential to approach this process with careful consideration, ensuring compliance with legal duties and ethical responsibilities, and having the expertise and resources to act on the insights gained.

By taking a thoughtful and strategic approach, company directors can use diversity and inclusion data to create more equitable and inclusive workplaces, benefiting their organizations and society as a whole.


  1. Companies Act 2006. (n.d.). https://www.legislation.gov.uk/ukpga/2006/46/contents
  2. Equality Act 2010. (n.d.). https://www.legislation.gov.uk/ukpga/2010/7/contents
  3. Health and Safety at Work Act 1974. (n.d.). https://www.hse.gov.uk/law/healthandsafetyatworkact1974.htm
  4. Public Sector Equality Duty. (n.d.). https://www.gov.uk/guidance/public-sector-equality-duty-for-public-bodies-in-england
  5. General Data Protection Regulation (GDPR), EU regulation.
  6. Carroll, A. B. and Buchholtz, A. K., 1998. Business and society: Ethics and stakeholding. Harper & Row, New York.
  7. Brown, M., 2015. Ethical leadership: A review of the literature and suggestions for future research directions. Journal of Management Development, 34(1), pp.17-37.
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  9. Miller, C., 2020. Tracking progress: The importance of diversity and inclusion metrics. SHRM, March.
  10. Smith, T. and Jones, R., 2021. Strategies for an inclusive workplace. Harvard Business Review, January.
  11. Davies, S. (2021). The Benefits of Diversity and Inclusion in the Workplace. McKinsey & Company. https://www.mckinsey.com/business-functions/organization/our-insights/the-benefits-of-diversity-and-inclusion-in-the-workplace
  12. Johnson, C. (2022). Why Diversity and Inclusion Matter. Harvard Business Review. https://hbr.org/2019/07/why-diversity-and-inclusion-matter
  13. Smith, A. (2020). The Impact of Diversity on Business Performance. Deloitte. https://www.deloitte.com/ke/en/pages/about-deloitte/articles/impact-of-diversity-on-business-performance.html
  14. Taylor, R. (2021). How to Create a Diverse and Inclusive Workplace. Stanford Business. https://stanfordbusiness.com/2021/03/how-to-create-a-diverse-and-inclusive-workplace/
  15. Chan, D., 2020. Why diversity and inclusion initiatives fail. Stanford Business, Spring.
  16. Robinson, S., 2022. Diversity and inclusion data: Quality matters. HR People + Strategy, Vol. 35, No. 2, pp. 7-12.

Please note that this article is for illustrative purposes only and should not be considered legal advice or a comprehensive list of relevant legislation and resources. It is important for company directors to seek professional guidance and stay up-to-date with the latest legal requirements and best practices in diversity and inclusion.