Diversity and inclusion strategy 2030.
Date: 2025-02-27
Institutions: General Secretariat of the Council
Subjects: Council of the European Union, anti-discriminatory measure, equal treatment, personnel administration, social integration, staff regulations (EU), working conditions, workplace

Diversity and Inclusion 
Strategy 2030
⸺

Contents

I 

Introduction  

II  Guiding principles  

A. 
B. 
C. 

An integrated approach to D&I  
A data-driven Strategy   
Fit for the future  

III  Mid-term targeted objectives and actions   

A.  Gender  
B.  Disability  
C. 
D. 
E. 
F. 
G. 

LGBTI+  
Ethnic origin  
Socio-economic disadvantage  
Age  
Intersectionality  

 3

 4

 5
 5
 5

 6

 7
 8
 9
 10
 11
 12
 13

IV  Long-term integrated objectives and actions  

 14

A.  Diversify outreach  
B.  Optimise working conditions  
Foster a culture of respect  
C. 
Promote unity  
D. 

Endnotes  

 15
 16
 17
 18

 19

2 — Diversity and Inclusion Strategy 2030

I   
Introduction

⸺

The Diversity and Inclusion Strategy 2021-2024 brought a paradigm 
shift from equal opportunities to diversity and inclusion. 
Its effective implementation showcased the GSC 
as a diverse and inclusive workplace, inter alia, 
by winning the European Ombudsman Award for 
Excellence in Diversity and Inclusion in 20231. 
Building upon progress made so far, our vision for 2030 
is to enhance diversity and inclusion while ensuring 
unity in the GSC, in line with the EU motto ‘United in 
Diversity’ and our core value of ‘esprit de corps’ 2.

II  
Guiding principles

⸺

This Strategy embraces a broader and intersectional3 approach 
to diversity and pursues an integrated approach to inclusion. 
It seeks to be more data-driven through targeted data 
collection and analysis, and aspires to be fit for the future.

A.  An integrated approach to D&I

Instead of having diversity and inclusion as a separate strand of action 
proposed by the Diversity and Inclusion Office (DIO), we will endeavour to 
integrate diversity and inclusion into our organisational goals and objectives4 
by combining mid-term targeted with long-term integrated actions5.

At mid-term – to be reviewed after 2027 – actions on targeted diversity 
parameters will still take place, with an emphasis on diversity intersections. 

This approach to diversity beyond parameters and identities will 
prepare and support the implementation of integrated measures:

At long-term – until 2030 – we will aim to integrate diversity and 
inclusion into GSC organisational goals and objectives.

B.  A data-driven Strategy 

Diversity and inclusion surveys have been gaining ground among EU institutions. 
Building upon the experience of the diversity questions in the GSC staff surveys 
in 2021 and 2023, data should be collected throughout the life of the Strategy 
implementation period to measure progress in diversity and inclusion6, in 
full compliance with data protection rules. More targeted data will provide 
insightful evidence on the impact of our actions and will allow prioritisation, 
with the support of in-house data analytics expertise. To the extent possible, 
data must be disaggregated by gender to tackle gender data bias7.

C.  Fit for the future

Our Strategy should be flexible to adapt to change. Digital transformation 
and the unprecedented advancement in artificial intelligence8 are 
rapidly changing the way we think, decide and act. While embracing 
this evolution and the opportunities it represents, we should do so 
in a way that is accessible to all, leaves no one behind, minimises 
bias9 and mitigates any potential discriminatory effects10. 

This Strategy should also be integrated into major GSC 
strategic initiatives, such as the green transition. 

5 — Diversity and Inclusion Strategy 2030

III 
Mid-term targeted 
objectives and actions 

⸺

To ensure and consolidate progress on diversity and 
inclusion, we will continue targeted actions until 
2027. These actions will then be reviewed and, 
depending on progress made, discontinued or 
continued as targeted or integrated actions.

A.  Gender

Gender balance remains a priority for our organisation. To secure 
the progress made so far for management positions and to also 
improve gender balance beyond management, we will: 

1.  Continue implementing the Action Plan for Gender Equality 

in Management aiming at gender equality in management 
positions within a 45 to 55% margin by the end of 2026. 

2.  Enhance efforts to achieve gender balance in other positions of 
higher responsibility (Head of Unit equivalent, Head of Sector, 
Head of Office, Senior Administrator and Senior Assistant).

3.  Enhance awareness-raising initiatives around job stereotypes that result 
in under- or over-representation of either gender in certain services11. 

Yet, the gender parameter goes beyond balance of representation and should 
be considered in all decisions affecting our workplace. In this regard:

4.  We will support relevant services to ensure that our 

future building projects integrate – to the extent possible 
– elements of gender-inclusive architecture.

7 — Diversity and Inclusion Strategy 2030

 
B.  Disability

Around one in six people today experience some form of disability12.  
The UN Convention on the Rights of Persons with Disabilities13 and Article 
1d(1) of the Staff Regulations require that persons with disabilities have 
equal opportunities for employment and career development, an accessible 
working environment, and reasonable accommodation. In line with the 
principle ‘nothing about us without us’, all our actions are designed in 
close cooperation with the GSC disability and carers networks. Given that 
misconceptions surrounding disability still exist within the workplace and only 
1% of our staff identify as having a disability, in the coming years we will:

5.  Continue raising awareness about invisible disabilities - and handling 
reasonable accommodation requests in an efficient manner - and 
include explicit references to reasonable accommodation in all our 
vacancy notices to attract more candidates with disabilities.

6.  Raise awareness among staff and managers about 
neurodiversity and ensure in-house expertise14.

7. 

Increase employment opportunities for persons with disabilities, including 
through traineeships and the selection of disability-inclusive contractors.

8.  Prepare a comprehensive guide on all entitlements and 

assistance available to our staff with disability and carers.

8 — Diversity and Inclusion Strategy 2030

C.  LGBTI+

Article 1d(1) of the Staff Regulations prohibits discrimination based on sexual 
orientation. The GSC remains engaged to its commitment to support the 
LGBTI+ community. We will continue raising awareness and collaborating with 
the LGBTI network and the interinstitutional network Égalité. To ensure that 
everyone feels safe, respected and welcome in our workplace15, we will: 

9.  Support changes towards a non-binary approach16 in 
our IT tools, communication17 and infrastructure.

10.  Communicate information and guidance on entitlements and 
reimbursements that are of interest to the LGBTI+ community.

11.  Discuss issues of concern for LGBTI+ colleagues with 
other institutions and civil society organisations. 

12.  Continue supporting, including at interinstitutional level, 
administrative rules and practices that facilitate the 
inclusion of all forms of family and parenthood.

9 — Diversity and Inclusion Strategy 2030

 
D.  Ethnic origin

Article 1d(1) of the Staff Regulations prohibits discrimination based on ethnic 
origin. The EU institutions have been criticised for not reflecting the ethnic 
diversity of the EU population18, that is estimated at 10%19. Attracting and 
including ethnically diverse staff doesn’t just make our institution a better 
reflection of the society it serves, it also opens new perspectives and improves 
decision-making20. We will focus on increasing ethnic diversity among GSC 
trainees, who constitute a pipeline for further recruitment21. To that end, we will: 

13.  Enhance and diversify our outreach through ethnic diversity networks22 

and organisations and social media, in close collaboration with EPSO.

14.  Endeavour to reach the above level of ethnic diversity among 
our trainees and subsequently encourage our ethnically 
diverse trainees to act as our ambassadors23.

15.  Anonymise applications for the preselection of trainees to avoid bias risks.

16.  Encourage managers to sponsor our Ethnic Diversity Network.

10 — Diversity and Inclusion Strategy 2030

E.  Socio-economic disadvantage

Article 1d(1) of the Staff Regulations prohibits discrimination based 
on social origin. There is evidence that social origin inhibits career 
progression more than any other diversity parameter24. Socio-economic 
diversity opens new horizons and increases productivity, creativity 
and innovation at work25. To attract and include people with socio-
economic disadvantage26, in collaboration with EPSO, we will: 

17.  Reach out to disadvantaged communities27 by extending the 

EU Back to School and EU Back to University initiatives to other 
educational institutions that are not typical EU staff pipelines.

18.  Provide hardship allowance to trainees from 
disadvantaged socio-economic backgrounds.

19.  Support the assessment of potential as much as formal 
qualifications of candidates and ensure pre-selection of 
candidates from various educational backgrounds28.

20.  Provide candidates from outside Belgium with the possibility to opt 
for an online interview or physical interview with travel costs paid by 
the GSC and ensure that candidates unable to travel for a physical 
interview in Brussels are not disadvantaged as a result of their choice. 

21.  Collect data on access to management of staff 

with socio-economic disadvantage29.

11 — Diversity and Inclusion Strategy 2030

 
F.  Age

Article 1d(1) of the Staff Regulations prohibits discrimination based on age. 
In an organisation with staff from different age groups, intergenerational 
collaboration is essential30. Age diversity makes it possible to transfer ideas, 
knowledge and skills, improve innovation, and reinforce engagement among 
all staff31. To make the best of age diversity in our workplace, we will: 

22.  Continue raising awareness among managers about the benefits 

of forming cross-generational project teams32.

23.  Support initiatives aimed at reskilling and upskilling, with an emphasis on 

digital literacy.

24.  Integrate intergenerational exchanges in GSC events and panel discussions.

25.  Continue monitoring anonymous data by age group on mobility, including 

for management positions, and signal any observed imbalance. 

12 — Diversity and Inclusion Strategy 2030

G.  Intersectionality

An overarching parameter of this Strategy is intersectionality, which considers 
the interplay of multiple identities, leading to multiple discrimination33. 
In embedding this reality into all our targeted actions, we will raise awareness 
about the interplay of multiple diversity parameters, e.g. age and gender34, 
take action to tackle multiple disadvantage resulting from combined identities, 
e.g. ethnic diversity and socio-economic background, and continue bringing 
our networks closer together and facilitating synergies among them.

13 — Diversity and Inclusion Strategy 2030

 
IV 
Long-term integrated 
objectives and actions

⸺

Our actions on diversity and inclusion seek to create an equitable 
workplace where everyone finds a sense of belonging, including 
those colleagues who do not identify with any diversity group. 
Our Strategy embraces a vision of unity that will strengthen 
team cohesion and the ‘esprit de corps’ as one GSC. 
Therefore, we propose that diversity and inclusion be incrementally 
integrated into our organisational goals and objectives. 

 
A.  Diversify outreach

Wide and diversified outreach will effectively allow the hiring of staff at ‘the 
highest standard of merit and on the broadest possible geographical basis’ as 
required by Article 27(1) of the Staff Regulations35 36. To achieve this, we will:

26.  Establish diversity and inclusion as a main component of our 
corporate identity37, outreach and employer branding38.

27.  Promote employment opportunities – including our diverse 

traineeship offer – more widely and inclusively with EPSO, 
Member States’ Permanent Representations, and higher 
education institutions and media in the Member States.

28.  Endeavour to select external contractors who 

commit to D&I in their recruitment policies.

15 — Diversity and Inclusion Strategy 2030

 
B.  Optimise working conditions

Under optimal working conditions, employees are ready to give their 
best self39. In the coming years, we will continue our efforts to optimise 
working conditions considering the needs of our colleagues. This covers 
both the built and digital environment and flexibility in the way we 
work. As regards our built and digital environment, we will: 

29.  Ensure inclusive infrastructure in all GSC buildings beyond legally binding 
accessibility requirements, also taking into account the gender parameter. 

30.  Continue training staff and striving for a high level of digital 

accessibility in our IT tools and website in line with our Digital 
Strategy, the current aim being compliance with WCAG40 at level A41 
for our IT tools and intranet and level AA42 for our external website.

As regards working arrangements and flexibility in an 
organisation based on trust and results, we will:

31.  Invite managers to show flexibility and treat equitably requests related 
to working arrangements to accommodate different identities or 
personal situations while ensuring solidarity within their service.

16 — Diversity and Inclusion Strategy 2030

C.  Foster a culture of respect

A workplace where everyone feels respected is key to our well-being, 
performance and success43. To foster a culture of respect, we will:

32.  Introduce mandatory compact training on inclusive communication, 

respectful behaviour and unconscious bias for managers44.

33.  Introduce mandatory training on anti-harassment for all 

staff, similarly to the mandatory training for managers.

34.  Make mediation more widely available, especially 
for conflicts at work not qualifying as harassment.

17 — Diversity and Inclusion Strategy 2030

D.  Promote unity

To carry out our mission as the GSC, we need to reinforce our 
sense of purpose and unity by cultivating the sense of being 
part of ‘one GSC team’45. To achieve this, we will:

35.  Continue involving services and bringing staff together 
to mark International Days46 and transform the Diversity 
Month into ‘United in Diversity’ Month.

36.  Continue providing support to networks, facilitating exchanges and 

synergies among them, and encourage their sponsoring by managers.

37.  Facilitate exchange of real-life experiences and promote 
common values beyond individual differences47.

38.  Acknowledge contribution to diversity, inclusion 
and unity, e.g. by organising D&I awards.

18 — Diversity and Inclusion Strategy 2030

Endnotes

1. 

 Ombudsman Award for Good Administration | Press release | European Ombudsman 
(europa.eu).

2.  GSC Mission Statement

3. 

4. 

Intersectionality considers the interplay of multiple identities leading to multiple 
disadvantages. See indicatively: T. Makoni, Intentional about intersectionality: Tackling 
DE&I from the bottom-up, HRD Connect, 2023; L. Praslova, An intersectional approach to 
inclusion at work, Harvard Business Review, 2022.

‘An integrated organization has defined its DEI strategy, developed a culture of 
inclusion, and taken a close look at the impacts of discrimination and inequity across its 
stakeholders, seeking to address those challenges’: E. Washington, The Five Stages of DEI 
Maturity, Harvard Business Review, 2022. 

5.  The Commission’s 2020-2025 Gender Equality Strategy illustrates the importance of 

combining specific and integrated measures.

6.  For instance, in its Special report 20/2023: Supporting persons with disabilities, the 
ECA recommends that the EU institutions specifically measure progress towards 
including persons with disabilities into their workforce. The Commission highlights the 
importance of disaggregated equality data both in its Report on the implementation of 
EU anti-racism action plan 2020-2025 and on national action plans against racism and 
discrimination and in its Report on implementation of the 2020-2025 LGBTIQ equality 
strategy (2024).

7.  On gender data bias: C. Criado Perez, Invisible Women: Exposing Data Bias in a World 

Designed for Men, Chatto and Windus, 2019. In its Quality Considerations for EIGE’s 
Gender Statistics Databases - Evolving trends in producing gender equality data and 
intersectional perspectives (2024), the European Institute for Gender Equality (EIGE) 
suggests: ‘all statistics should be disaggregated by sex and (…) also by additional 
characteristics (…), to highlight both overall gender inequalities and intersectional 
inequalities’.

8.  Artificial intelligence and a new era of human resources, IBM Consulting, 2023.

9.  The EU Artificial Intelligence Act refers explicitly to the need for diversity in teams 

developing AI tools and the risk of erroneous or biased AI-assisted decisions in critical 
areas such as education and employment. See in this regard Commission Report 
on the implementation of EU anti-racism action plan 2020-2025 and on national 
action plans against racism and discrimination, 2024: ‘The use of AI may negatively 
affect fundamental rights such as the right to non-discrimination, as algorithms can be 
biased or become biased over time potentially leading to discrimination in the fields of 
employment, education (…) AI tools in law enforcement might increase racial profiling.’

10.  See for instance C. Lytton, AI hiring tools may be filtering out the best job applicants, 

BBC, 2024; A. Malik, AI bias in recruitment: Ethical implications and transparency, Forbes 

19 — Diversity and Inclusion Strategy 2030

Technology Council, 2023. On how the AI Act addresses issues of gender equality and 
non-discrimination, see F. Lutz, The AI Act, gender equality and non-discrimination: 
what role for the AI office?, ERA Forum, 2024.

11.  Gender stereotypes are an expression of sexism at work: Sexism at work: How can we 
stop it?, European Institute on Gender Equality. As regards women’s careers in human 
resources more specifically, see: Is it getting harder to succeed in HR? (ft.com), Financial 
Times, 2024, and Global Chief Human Resource Officers Turnover Index, Russel Reynold 
Associates, 2024.

12.  Key facts on disability, World Health Organisation, 2023.

13.  UN Convention on the Rights of Persons with Disabilities, ratified by the EU in 2011.

14.  The term neurodiversity covers a wide spectrum of conditions, some of which qualify 
as a disability under the Staff Regulations and may have an impact of what is typically 
expected in terms of performance or behaviour. E. Gregory, What does it mean to be 
neurodivergent?, Forbes Health, 2024; N. Baumer, J. Frueh, What is neurodiversity?, 
Harvard Health Publishing, 2021.

15.  Data indicates that around 10% of the population identifies as LGBTI+: Is 10% of the 

population really gay?, The Guardian, 2015.

16.  According to the Commission report on implementation of the 2020-2025 LGBTIQ 

equality strategy (2024), non-binary and gender-diverse people are particularly exposed 
to hostility and harassment.

17.  We already provide the option ‘non-binary’ in the question form on our website and in 

our staff surveys.

18.  On the under-representation of non-white and Muslim Europeans see P. Zerka, 
Welcome to Barbieland: European sentiment in the year of wars and elections, 
European Council on Foreign Relations, 2024. See also S. Islam and E. Woodford, 
Diversity and Power in the European Union, European Policy Centre, 2022. The European 
Policy Centre and the German Council on Foreign Relations organised an event in 2022 
on Diversity in EU policy-making discussing the issue that ‘while Brussels represents a 
wide variety of nationalities, the EU policy community still fails to reflect the increasingly 
diverse European societies it legislates for’.

19.  As estimated by the European Network Against Racism, ENAR’s election analysis: Ethnic 
minorities in the new European Parliament 2019-2025, and confirmed by a McKinsey 
report on Ethno-cultural minorities in the EU: An untapped growth opportunity, 
McKinsey and Company, 2023. According to the Court of Justice of the EU, the 
concept of ethnicity has its origin in the idea of societal groups marked in particular 
by common nationality, religious faith, language, cultural and traditional origins and 
backgrounds, see judgment of 20 November 2017, Udo Voigt v European Parliament, 
T-618/15, EU:T:2017:821, paragraph 76; judgment of 20 November 2017, Andrei Petrov 
v. European Parliament, T-452/15, EU:T:2017:822, paragraph 35; and judgment of 16 
July 2015, CHEZ Razpredelenie Bulgaria, C 83/14, EU:C:2015:480, paragraph 46. In 
developing this definition, the CJEU took account of the definition used in the case law 
of the European Court of Human Rights, more particularly in judgment of 22 December 

20 — Diversity and Inclusion Strategy 2030

2009, Sejdić and Finci v. Bosnia and Herzegovina [GC], nos. 27996/06 and 34836/06, 
paragraph 43.

20.  J. Schindler, The Benefits of Cultural Diversity In The Workplace, Forbes Coaches 

Council, 2021.

21.  Discrimination at work on the grounds of ethnic origin is discussed in the EU survey 
on immigrants and descendants of immigrants compiled by the Fundamental Rights 
Agency (2023), where it is underlined that ‘almost a third (32%) of respondents 
(immigrants and their descendants) who are in employment work in elementary 
occupations, compared with an average of 8% for the general population across all 27 
EU Member States’ (p. 21). The EU Anti-racism Action Plan 2020-2025 emphasises the 
importance of EU institutions ‘human resources leading by example with a workforce 
‘representative of our society as a whole’.

22.  Such as the interinstitutional ethnic diversity network Diversité Europe and the 

European Network Against Racism.

23.  The EU Careers Student Ambassadors Programme organised by EPSO gives university 
students the opportunity to act as points of contact for students interested in an EU 
career via university networks and through an active online and social media presence. 
On the importance of diversity ambassadors, see N. Toke, The Power of Diversity 
Ambassadors, Diversity for Social Impact, 2023.

24.  See KPMG and Bridge Group, Social Mobility Progression Report, 2022.

25.  R. Anderton, Socioeconomic diversity in the workplace and education: Smart, 

underprivileged, and overlooked means missed opportunities for all, Centre for 
Economic Policy Research, 2023.

26.  Socio-economic disadvantage may be defined by a combination of factors such as 
individual and family income, occupation, social and educational background. See 
indicatively in this regard: What is social diversity in the workplace? Why it matters, 
Inclusive Employers; and Socioeconomic status explained – How does it impact our 
society?, Diversity for Social Impact, 2021.

27.  Especially in rural areas, where young people are at higher risk of having fewer 

opportunities for employment, education and training. See in this regard: Youth in rural 
areas - Empowering the next generation, European Commission Rural Pact, 2023.

28.  See in this regard: Why You Should Hire for Learning Potential, Not Experience, Forbes, 
2024; The Great Hiring Reset: Selecting Talent on Skills, Not Degrees, Forbes, 2023; D. 
Bradshaw, ‘Elite universities hold the key to top corporate jobs’, Financial Times, 2015.

29.  According to S. Sancier-Sultan and S. Zavjalov (McKinsey) in ‘Beyond gender: promoting 

diversity in French companies’ (2022), ‘62% of executives in French corporations 
have parents who were also executives/professionals’. In ‘Who gets ahead and how? 
Socioeconomic background and career progression in financial services: a study 
of eight organisations’ (Bridge Group, 2021), it is reported that ‘89% of senior level 
employees in UK financial services are from a higher socio-economic background’.

21 — Diversity and Inclusion Strategy 2030

30.  Good for business: Age diversity in the workplace and productivity | Promoting an Age-

Inclusive Workforce: Living, Learning and Earning Longer, OECD, 2021.

31.  M. Gerhardt, Why We Need Intergenerational Friendships at Work, Harvard Business 

Review, 2024.

32.  According to a survey by Deloitte, only 6% of respondents strongly agree that their 

leaders are equipped to lead a multigenerational workforce effectively, Leading a multi-
generational workforce | Deloitte Insights, 2020.

33.  Intersectionality is a concept of the theory and practice of equality and anti-

discrimination law. See, for example, case law of the European Court on Human Rights 
(Grand Chamber) Verein Klimaseniorinnen Schweiz and Others v. Switzerland (2024) on 
the intersection between gender and age; D. Schiek, A. Lawson (eds), European Union 
Non-Discrimination Law and Intersectionality, Routledge, 2011, on racial, gender and 
disability discrimination. Interesectionality is also used in social policy: see the La 
Hulpe Declaration on the Future of the European Pillar of Social Rights (2024) linking 
intersectionality to policies against discrimination in the labour market; Commission 
Report on the implementation of EU anti-racism action plan 2020-2025 and on national 
action plans against racism and discrimination, 2024: ‘The EU has, therefore, pursued an 
intersectional approach to the issue that pays attention to the combination of different 
grounds of discrimination to deepen the understanding of structural racism’, and the 
European Institute for Gender Equality (EIGE) acknowledges the impact of sources of 
inequality coexisting and interacting on analysis and report of equality data: Quality 
Considerations for EIGE’s Gender Statistics Databases - Evolving trends in producing 
gender equality data and intersectional perspectives, 2024.

34.  Some examples: Menopause at work: Guide for people managers, Chartered Institute 
of Personnel and Development, 2023; The ‘male menopause’, UK National Health 
Service, 2022.

35.  ‘Recruitment shall be directed to securing for the institution the services of officials of the 
highest standard of ability, efficiency and integrity, recruited on the broadest possible 
geographical basis from among nationals of Member States of the Union. No posts shall 
be reserved for nationals of any specific Member State.’

36.  On the importance of broad outreach for diversity, see T. Clarke, Beyond box-checking: 
How to address diversity in the workplace, Forbes Human Resources Council, 2024; 
and Guide on inclusive recruitment: A step by step guide for employers to ensure fair 
processes are set up to attract a more diverse talent pool, CIPD, 2022.

37.  https://www.consilium.europa.eu/en/general-secretariat/corporate-policies/; https://
www.consilium.europa.eu/en/general-secretariat/jobs/diversity-and-inclusion/

38.  Strengthen your employer brand with D&I initiatives, Randstad UK, 2024.

39.  A. Parent-Lamarche, How do work organization conditions affect job performance? The 
mediating role of workers’ well-being, Journal of Workplace Behavioural Health, 2021.

40.  Web Content Accessibility Guidelines (WCAG) are technical standards on web 

accessibility developed by the World Wide Web Consortium (W3C). The WCAG standards 
set out four qualities that are necessary for digital content to be considered accessible: 

22 — Diversity and Inclusion Strategy 2030

information has to be perceivable, operable, understandable and robust. These 
standards form the basis of the European standard of accessibility EN 301 549 of the EU 
Web Accessibility Directive.

41.  Level A is the minimum level of conformance and contains basic success criteria for 

removing serious accessibility barriers that affect a wide range of users.

42.  Level AA removes additional barriers and establishes a level of accessibility that works 

for most devices and assistive technologies.

43.  On the importance of respect to business success, see D. Todd, Cultivating kindness: A 
blueprint for business success, Inc., 2023; N. Rossingol, Why respect in the workplace is 
non-negotiable, runn, 2023; I. Sadiq, Why dignity and respect in the workplace matters, 
ewgroup.

44.  On both the difficulty and the importance of finding ways to overcome unconscious 

bias, see D. Kahneman, Thinking, Fast and Slow, Penguin Books, 2011.

45.  On the importance of unity, especially in divisive times, see T. Germain, Seven Strategies 

To Keep Your Team United In Divisive Times, Forbes Business Council, 2024.

46.  Indicatively, International Women’s Day on 8 March; International Day for the 
Elimination of Racial Discrimination on 21 March; International Day Against 
Homophobia, Biphobia, Transphobia on 17 May; World Day for Cultural Diversity for 
Dialogue and Development on 21 May; International Day of Persons with Disabilities on 
3 December.

47.  This could be our own version of the Human Library, which creates a safe space 

for dialogue based on ‘books’ – real life experiences and helps eliminate bias and 
stereotypes.

23 — Diversity and Inclusion Strategy 2030

NOTICE
This publication is produced by the General Secretariat of the Council and 
is intended for information purposes only. It does not involve the responsibility 
of the EU institutions or the member states.

For further information on the European Council and the Council contact the Public 
Information service of the General Secretariat of the Council:
—
www.consilium.europa.eu/infopublic
—

Neither the Council of the European Union nor any person acting on behalf of the 
Council can be held responsible for the use that might be made of the information 
contained in this publication.

—
PDF 

—

  ISBN 978-92-850-0230-5

 doi: 10.2860/0434927     QC-01-24-013-EN-N

Reuse is authorised provided the source is acknowledged. The reuse policy of the 
Council is implemented by the Council Decision (EU) 2017/1842 of 9 October 2017 on 
the open data policy of the Council and the reuse of Council documents (OJ L 262, 
12.10.2017, p. 1).

© European Union, 2025
For any use or reproduction of elements that are not owned by the European Union, 
permission may need to be sought directly from the respective right holders.

Cover : © European Union
—
EN_2024_939
—

 
⸺

Rue de la Loi/Wetstraat 175
1048 Bruxelles • Brussel
Belgique • België
Tel. +32 (0)2 281 61 11

⸺

www.consilium.europa.eu

⸺

                /eucouncil