As change occurs its important to have a multitude of voices at the table, to avoid issues such as unconscious bias. As a consequence we support people from a broad range of backgrounds to become part of our industry.

We understand how important it is to have a workforce with different skills, perspectives and experiences.

Across the group, we are making sure that our workplaces are inclusive and supportive enough to attract the diversity of talent that will enable us to grow.

This year we undertook a baseline assessment to understand what the make-up of our business is and how we can do better. You can find our full results here. 

We have set ourselves the targets below to achieve in our first 12 months. We will continue to measure, plan and improve our inclusivity policies until we are confident that we are achieving equality of opportunity at every level in the business.


Our Targets

0 %
female representation in senior roles
0 %
BAME representation*
0 %
employees from lower income backgrounds**
0 %
female board members
*UK only
** working and non-working class backgrounds according to the NS-SEC


“We will intentionally, by design, remove unfairness, inequality and biases from our business. ”

Neal Gandhi, CEO

Our commitments

Last year we did a baseline diversity and inclusion (D&I) survey to assess the current make-up of the business. Using the results of that survey we set ourselves some targets and made commitments in order to help us achieve them.

To deliver unconscious bias training for all hiring managers

We went beyond just hiring managers and rolled out the training for all interested employees. The training was delivered by local facilitators and over a third of the Group’s workforce have participated to date.

To ensure that the interview process is consistent and objective

Our HR teams have been working to ensure that the whole recruitment process is consistent and objective by:

• Introducing blind CVs at shortlist stages

• Setting diversity requirements for applicants at the shortlisting stage

• Ensuring that the interview panels are diverse

• Having a consistent and transparent approach to salary decisions

To create networking opportunities for under-represented Groups within the business

We piloted a global LGBT network this year by elevating an existing, self-organised group within the business. The network exists to influence policy and culture and to ensure that TPXimpact is an inclusive, safe-space for the LGBT community. We intend to roll out this model for other groups within the company, focusing this year on black talent and working parents.

To invest in a pipeline of diverse talent through partnerships and volunteering

We have looked to diversify our recruitment channels this year, in part by strengthening our relationships with community partners. We take a long-term approach to investing in our talent pipeline and therefore are sponsoring talent from secondary school age onwards.


Target 2019 2020 (target) 2020 (actual)
To increase representation of people from BME backgrounds* 17% 20% 16%
To increase female representation in senior roles 32% 37% 39%
To increase the representation of those from less privileged backgrounds (Lower middle class and below) 19% 24% 28%
To increase representation of people with a disability 0% 5% 3%
To increase female directors on company boards 26% 30% 32%