It’s time for a change.

It all starts with how we recruit, who we’re reaching and how we remove bias from the entire hiring process.

Example: People involved in recruitment at Solita are trained to recognise and reduce bias. Our Mitigating Bias in Recruitment training provides practical guidance to help ensure fair and inclusive hiring decisions. See open positions here.

Part of the company’s DEI journey is to help every Solitan progress on their own, personal and professional one. This isn’t a once-a-year exercise. It’s a continuous process centred on personal and collective accountability.

Example: Neurodiversity is a key focus area for us in 2025–2027. We offer eLearning courses, individual neurodiversity-affirming coaching, and embracing neurodiversity as a leader training.

For our leaders, inclusivity isn’t optional. We expect every manager and leader to be an active driver of change, not a passive participant.

Example: Our Leadership Manifesto defines the foundation and target state of how we lead. It guides the everyday choices, behaviours and principles that shape our culture. Inclusive leadership is one of its key commitments, and we support our leaders in putting it into practice. We do this by helping leaders understand what inclusive leadership looks like in real situations and by creating space for open dialogue on how their leadership and behaviours are experienced. This builds awareness, strengthens trust and enables an environment where people feel valued, heard and able to thrive. 

DEI isn’t a separate project, it’s embedded in how we run our business. This means it’s reflected in every process, program and team.

Example: We support employee-led communities that create space for connection and advocacy. Solita Women Forward fosters community and advances gender equality. Our Neurodiversity network champions neurodivergent employees and raises awareness across the organisation. The LGBTQIA+ community creates an inclusive environment for all identities. These groups help us learn, share experiences and drive meaningful change together. 

We can’t improve if we stop listening to each other’s experiences at Solita. It’s about continuous listening.

Example: We work hard to make it easy for Solitans to safely communicate with their managers and leaders, and to participate in discussions around inclusion and belonging. We’re always collecting feedback, tracking our progress, and discovering new ways to improve. Also, we ask our employees’ DEI-related questions every third week in our employee surveys.

In DEI, it’s easy to talk the talk without walking the walk. That’s not good enough. We’ll only improve if we’re candid about our failings.

Example: We’re honest and transparent about our DEI progress and shortcomings, reporting regularly and openly with our statistics available for all our employees to follow. We admit when we’re falling short and invite new ideas from every employee. 

This work is so deeply rooted in our values and core identity that it’s self-evident across the organisation, at all levels, including leadership. 

Diversity and inclusion aren’t something we need to justify; they’re inherently important to us. Our energy goes into determining what we do, not why we do it.

Example: We treat diversity and inclusion as a primary business initiative, with the resources to ensure we’re continuously improving.