Our DEI approach
People-first. Family-first. Future-ready. Diversity, equity and inclusion are not “nice-to-haves”. They are how we build a high-performance culture, one where people feel respected, supported and able to do their best work, across every team and every engagement.
What we mean by that in practice:
- Diversity of backgrounds, perspectives and lived experiences, so we build better teams and make better decisions.
- Equity in opportunity, development and progression, so outcomes are not determined by privilege, proximity or confidence.
- Inclusion in how we communicate, collaborate and lead, so people can contribute fully and safely, without having to shrink themselves to fit.
DEI is not a side initiative at Brightbox. It is part of how we operate, how we manage, and how we grow, and it informs the standards we expect across our ecosystem.
Where we are today
Representation that we protect and improve. We have built a culture where diversity exists across the organisation, including leadership and management. Representation is not something we “achieved once”. It is something we protect, review and strengthen as the company scales, so progress does not get diluted by growth.
Current snapshot:
- 50% of our workforce are women
- 33% of our leadership team are women
- 60% of management roles are held by women
Our target:
Maintain and strengthen diverse representation across the business as we grow, and ensure representation remains visible across leadership, management and delivery functions.
Our commitment:
We support this through structured training, fair performance reviews, and long-term development pathways, so representation scales with the company rather than being diluted by growth. We also review where hiring, progression and visibility may be unintentionally uneven, and correct early.
Health, safety and wellbeing
Our commitment:
Safety isn’t just physical. It’s personal. Remote-first work changes what “safe” means. It includes physical health and safety, but it also includes mental wellbeing, psychological safety, and sustainable workloads, especially when work is complex and delivery pressure is real.
We have always had strong health and safety policies. In 2025, we strengthened them with a global training provider, Litmos, so our approach is consistent, up to date, and built for a remote-first workforce.
What’s different now:
- 100% of employees have completed up-to-date health and safety training
- Training includes physical safety and mental wellbeing
- Training goes beyond legal requirements because compliance is not the finish line, consistent care is the standard
Our target:
Maintain 100% completion of up-to-date health and safety training in 2026, and reinforce a culture where people can surface risks early without stigma.
Our commitment:
Mandatory annual reassessment for every employee, scheduled and tracked, not left to chance. We prioritise prevention over reaction, and clarity over assumptions. We also encourage early conversations when workload, wellbeing or personal circumstances change, so support is timely and practical.
Career progression and development
Growth paths that fit real people.
We want our team to stay long-term, for the good of the business and for the people in it. That means investing in skills, creating fair opportunity, and supporting different versions of “progress”, including deepening expertise in-role.
How we do it:
- Quarterly development conversations with line managers, focused on goals, capability and support needs.
- Leadership team review opportunities monthly, to ensure progression is visible, structured and actively managed.
- Internal-first progression where possible, so growth is not only available to new hires.
- Access to learning through Litmos, including compliance and a library of over 2,000 development courses employees can complete remotely and at their own pace.
Importantly, as an equal opportunities employer we also respect that not everyone wants to progress into new roles. Some people want to stay where they are and get better at it. We invest in you to excel, not pressure you to change.
Our target:
Create three client management roles over the next five years that current employees can apply for, and ensure internal candidates have the capability support to compete well for those roles.
Our commitment:
- Grow our client base, measured through introductory meetings and pipeline, so progression is funded by sustainable growth rather than stretched capacity.
- Agree a development plan for each employee, including at least one relevant course, plus clear goals that translate learning into practice.
- Commit both financial investment and working hours so learning is realistic, not theoretical, and so development does not only happen “after hours”.
Working conditions, flexibility and fairness
Remote-first needs proactive care. Because we work remotely, good working conditions do not happen by accident. We check in, we listen, and we act, so people are equipped, supported and clear on expectations.
What employees can expect:
- Flexible working with a clear “family first” philosophy.
- Time for medical appointments and family commitments without losing holiday or pay.
- Monthly check-ins on equipment and working conditions.
- Practical support, including equipment upgrades where needed.
- Clear expectations around communication, working patterns and support, so people are not left to guess, and so boundaries remain respected.
Benefits that show we mean it:
- Paid day off on your birthday, not deducted from holiday allowance.
- 100% of employees paid above the national minimum wage.
- Annual salary reviews benchmarked against the wider market, so pay remains fair as the market shifts.
Accountability and continuous improvement
We measure what we care about. DEI commitments are reviewed as part of our ESG framework through regular meetings and company-wide annual reviews. We do not treat DEI as a one-off initiative. We treat it as a standard, updated, improved and reinforced as the business grows.
That includes:
- Reviewing progress against targets.
- Listening to feedback and acting on it.
- Identifying where policies or practices need to evolve.
- Ensuring leadership remains accountable, not just supportive, through measurable follow-through.
DEI across the Brightbox ecosystem
Respect is a delivery requirement. Brightbox is an ecosystem, employees, Associates, delivery partners and client teams working together. That means our expectations do not stop at “Brightbox HQ”.
We work to promote:
- Respectful, inclusive working environments across every engagement.
- Clear communication and psychological safety.
- Working practices that support wellbeing and sustainability.
- Standards that protect people as well as outcomes, because long-term performance depends on both.
