Maturity of the inclusion, diversity and equality strategy
Your inclusion, diversity and equality strategy measured by theme and turned into a roadmap.
10 themes, a 5-level scale. And the action that moves each level to the next.
The framework’s 10 themes, already written from L1 to L5. One company, one business unit, or 300 at once.
Maturity of the inclusion, diversity and equality strategy
10 themes, 5-level scale.
Nordhavn Industries
53 / 100
They measure their maturity with Datamensio
An example
This could be your situation.
Take one company as an example: three sites, three spreadsheets, no shared answer.
Nobody can consolidate.
Nordhavn Industries, 2,400 people in Hamburg, Lyon and Porto. A client asks where the group stands. Each site answers in its own spreadsheet, with its own scales.
Three weeks, a single base.
One Inclusion, diversity and equality maturity framework (non-certifying) assessment launched across all three sites at once, from the managers’ interview notes. The framework was already written, its 10 themes and levels L1 to L5 too.
Two costs avoided before being committed.
A score of 53 out of 100, with the gap concentrated on three themes. The AI companion spotted that two actions duplicated those of another audit. The committee report took one sentence to request.
What it saved them
- 3sites measured on the same base, instead of three questionnaires to reconcile
- 2duplicate actions caught before the spend
- 1committee report, with no manual rework
These figures are an example. They could be yours.
The standard imposes processes. Datamensio says where you stand.
01
The framework is already written
Themes, questions and levels L1 to L5, all written. You do not start from an empty spreadsheet.
02
The score lands the same day
Online, by self-assessment link or in interview. Theme by theme, comparable over time.
03
The gap becomes a costed plan
Every step up carries its action. The AI prioritises on expected effect, not on the order of the standard.
04
Progress can be demonstrated
Campaign after campaign, against your target and against your own past. That is what your board asks for.
The maturity scale
One level, the next, and the action that links the two.
It is this mechanism, one level, the level above, and the action that links the two, that turns a finding into a trajectory.
Are pay gaps between women and men analysed and corrected in a structured way?
- N1
No gap analysis is carried out. The subject is handled case by case, when an individual situation is reported.
- N2
An overall gap is calculated once a year for reporting obligations, with no breakdown by role or level of responsibility.
- N3
Gaps are analysed for comparable roles, levels and seniority. Unexplained situations are identified and corrected during the pay review.
- N4
Corrections are backed by a dedicated budget, a timetable and delivery tracking. Managers receive the gaps for their own area before making pay rise decisions.
- N5
The analysis is built into the pay process upstream, extended to promotions and variable pay, and its results are reviewed by the executive committee alongside the history of corrections made.
Action to move from L2 to L3
Rebuild a gap analysis by role, level and seniority from payroll data, then put the review of unexplained situations on the agenda of the next pay round, with a named owner for each case.
« With Datamensio, we meet our objectives far more efficiently. The ERDF inspection services and our supervising ministry particularly appreciated an approach that gives them reliable data. »
Director, CCI 94CCI Île-de-France
« We believe this is the most suitable solution to scale our transformation project and measure impact according to our needs. »
Maja SucekChief Operating Officer, Interreg Danube
Rarely on its own
Frameworks combine. Put several together to cover your business, or have the AI write yours.
Take your first measurement
What this framework covers
This framework assesses an organisation’s maturity across the whole inclusion, diversity and equality chain: governance and leadership sponsorship, non-discrimination in recruitment and mobility, pay equity, accessibility and retention in employment, day-to-day inclusion within teams, measurement and steering. It does not focus solely on producing social indicators, but on the organisation’s ability to decide, act and verify the effect of its decisions.
In practice, the subject is difficult to steer because responsibilities are scattered. The HR department owns the processes, managers own the practices, business functions own recruitment and promotion decisions. The questions that arise are concrete. Are your pay gaps analysed for comparable roles and seniority, or observed only in aggregate? Are your public commitments linked to actions with a named owner? Do your managers know what to do with a report, or do they escalate it by default?
The most common confusion is equating strategy with reporting. Publishing an index, a social report or a non-financial performance statement proves that you measure, not that you are progressing. Conversely, many organisations have solid management practices that remain invisible because they are not documented and shared across business units. The assessment separates these two situations, which call for opposite actions.
An audit checks whether a mechanism is in place and concludes with a gap or no gap. The maturity assessment answers a different question: what level your practices sit at, theme by theme, and what specific action moves you up to the next level. This is what allows you to compare two business units, track progress over time, and prioritise between several workstreams rather than running them all at once.
The framework is ready to use and belongs to you. AI adjusts the themes, questions and wording of the levels to your sector, footprint and size, or builds a variant from your collective agreements, internal policy and existing documents.
Reference standard: Inclusion, diversity and equality maturity framework (non-certifying)
The themes assessed
Governance and sponsorship
Existence of a formalised strategy, sponsorship by the executive committee, roles and responsibilities, resources allocated, coordination with employee representative bodies.
Recruitment and onboarding
Job advert wording, broadened sourcing, structured interviews, panel composition, traceability of selection decisions, onboarding pathway.
Pay and equity
Analysis of gaps for comparable roles and seniority, job classification method, review of pay rises and bonuses, catch-up plan and monitoring of its delivery.
Career progression and mobility
Access to training, promotion criteria, talent reviews, talent pools and succession plans, tracking of career paths after family leave.
Disability and accessibility
Accessibility of premises and digital tools, workstation adjustments, retention in employment, use of the sheltered and adapted sector, support with disclosures.
Management practices and day-to-day inclusion
Manager training, team leadership, handling of individual situations, language and internal communication, employee networks.
Prevention and handling of incidents
Reporting mechanism, designated points of contact, investigation procedure, protection of the individuals concerned, sanctions and lessons learnt.
Procurement and value chain
Inclusion criteria in tenders, dialogue with suppliers and subcontractors, role of the sheltered and adapted work sector.
Measurement and steering
Indicators tracked and their granularity, data quality and freshness, review frequency, comparison across entities and over time.
Communication and accountability
Internal reporting of results, information provided to candidates and clients, consistency between public commitments and actions delivered.
A short version of the framework is available for the online self-assessment.
Frequently asked questions
Does this framework lead to a certification?
No. There is no body that awards a title on this subject. The assessment measures the maturity of your practices and produces an action plan. It supports internal steering, comparison between entities and preparation for discussions with your stakeholders.
How is this different from an index or a social indicator?
An indicator gives a result at a given point in time. The assessment explains where the practices producing that result stand, and what will move them forward. The two complement each other: the indicator measures the effect, the assessment steers the cause.
How long does the assessment take?
As an individual self-assessment, it can be completed in one working session. In collaborative mode with several contributors, HR, managers, points of contact, allow one to two weeks, most of the time being spent gathering input from the different teams.
Can the framework be adapted to our organisation?
Yes. You can amend the questions, the wording of the levels, add your own themes or start from a blank base. AI can also build a variant from your agreements and internal policy. The framework remains your property.
How can several business units be compared without pitting them against each other?
The score is set by theme and measured against a target defined per entity. The comparison focuses on gaps to target and on progress over time, not on a ranking. A cross-entity roadmap then consolidates the actions common to several entities.
Who should answer the questions?
The questions concern practices and processes, not individual situations. An HR manager or a diversity and inclusion manager can answer them. Some questions fall under procurement, payroll or the working environment: collaborative mode allows them to be assigned to the right person.
Where is the data hosted?
In France, with OVH, backed up with Scaleway. No transfer outside the European Union. The AI models used can be selected, including from European providers.
What does the assessment produce at the end?
A score by theme, the gap to target, and the resulting action plan. AI groups the actions into a prioritised roadmap, and the service catalogue opens a costed solution against each item, with its timeframe and expected effect on the score.