From Principles to Practice – DI’s Strategic Development of Diversity, Equity and Inclusion

As the initiator of the Diversity Pledge, DI has played a central role in placing diversity and inclusion firmly on the agenda of the Danish business community. To ensure that its internal culture and practices reflected this ambition, DI set out to conduct a strategic and comprehensive DEI mapping of the organisation.

Rambøll and Mannaz carried out a mixed methods analysis that identified both strengths and barriers within DI’s culture and organisational structures. These insights were subsequently explored and validated through workshops, where employees and managers contributed perspectives and priorities. The outcome was a report comprising concrete recommendations and prioritised initiatives, now guiding DI’s continued work with equality and inclusion across the organisation.

Employees and managers were actively involved throughout the process, fostering ownership, engagement and a shared strategic direction. Today, DI has a strong strategic foundation and a data informed roadmap for DEI, supporting both organisational development and leadership transformation.

Rambøll and Mannaz designed a holistic DEI analysis based on a mixed methods approach, combining quantitative and qualitative data to create a nuanced and evidence based understanding of DI as a workplace. The collaboration was characterised by a high degree of co creation, with employees and managers actively involved in both analysis and development.

Methods included:

• Mapping of existing HR data on gender and age distribution across management levels and throughout the organisation, including recruitment data for major job categories.
• Inclusion survey measuring psychological safety and perceived diversity and inclusion in recruitment, talent development, organisational culture, daily collaboration and leadership.
• Qualitative interviews capturing experiences and perspectives from employees and managers.
• Mapping and prioritisation workshops, enabling joint reflection and interactive decision making.
• Co creation of development tracks, resulting in concrete recommendations and a structured action plan.

During the process, DI experienced how a strategic and data driven DEI effort can generate both organisational value and meaningful cultural change—and how principles and ambitions can be translated into concrete action and lasting improvements.

“Through an inclusive and value creating process, we mapped our DEI efforts. This has given us a clear understanding of where we stand and where we need to focus going forward. Throughout the process, we experienced strong leadership and clear governance of the transformation project, alongside a very high level of professional advisory expertise in the DEI field.”

– Pernille Tang Raschke, Director of HR and Organisational Development, Danish Industry (DI)

Rambøll and Mannaz analysed DI’s culture using a mixed-method approach and workshops, which resulted in specific recommendations for further work to strengthen gender equality and inclusion within the organisation.