People: Equality, diversity and inclusion

At Tenth Revolution Group, our mission is to create a diverse culture of equality and inclusion where the contribution of each employee is respected, valued, and encouraged.

We champion parity of opportunities across our global business and in the wider tech industry and strive to empower our customers to build inclusive teams. We believe in creating a workplace where our employees can thrive and feel empowered to bring their whole selves to work, and we value everyone’s individual strengths and perspectives.

To reflect this ethos, we have developed an all-encompassing EDI strategy that not only considers our company’s priorities and goals but also looks outward to diversity issues in the wider tech sector and cultural events and movements in society. As such, our strategy is ever-evolving to reflect the world of today and tomorrow.

We are an international business with specialist knowledge of local markets and this approach translates into our EDI strategy, which is to think globally but take action locally. This means we can make a significant impact across our offices and communities worldwide and ensure that employees from all corners of the globe can join us on our ambitious journey to drive inclusion, tackle inequalities, and build lasting change.

Our Diversity Matters program

We’re all about people; that’s one of our five values, and so, to propel our EDI strategy and Diversity Matters program forward, we appointed an EDI Strategy Lead to take ownership for:

  • Identifying the key needs of the business in relation to EDI
  • Formalizing a timeline of actions to support our EDI mission and vision
  • Ensuring alignment of EDI actions to our business priorities

Caroline Fox

Global EDI Strategy Lead

APSCo Embrace Committee member
Head of Diversity, Equity & Inclusion of the Year Award shortlisted nominee (2023 Diversity, Equity & Inclusion in Tech Awards)

Our internal approach

Equality and inclusion are an integral part of our culture. We believe it is every employee’s responsibility to uphold our values and help us build a workplace where everyone is treated fairly, can flourish as their true selves, and succeed in their roles.

But this belief centers on so much more; by shaping more inclusive behaviors among our workforce, we hope our employees will adopt this approach outside of work in their interactions with family, friends and the other people they meet in their daily lives.

Positive change begins with each individual person. But it is our collective efforts that drive meaningful impact inside our organization and, ultimately, in the wider world.

About the data we collect

All the data we collect about our workforce, referenced throughout this report, is self-declared by our employees. They have the option to choose which fields, if any, they would like to complete, and we always provide the option to tick ‘prefer not to say’.

Where applicable, employees are also given the opportunity to self-describe their responses. This ensures the data accurately reflects their true identity and characteristics without any pre-imposed restrictions or assumptions. Employees are welcome to update their personal data at any time.

Our data is confidential, and all reporting is anonymized. If any data enables an individual to be identified, we do not include it in our reports.

What we've achieved

Enabling an inclusive culture

  • Hiring processes – an inclusive approach to how we advertise, recruit and onboard candidates who join Tenth Revolution Group
  • L&D – workshops educating employees on EDI in the workplace that cultivate a culture of inclusion and address unconscious biases
  • Performance management – building a diverse, equitable workplace with clear goals and benchmarks in place that remove the potential for subjectivity and bias
  • Promotion criteria – ensuring progression is based only on objective factors such as job performance, skills, and experience
  • Reward and recognition – appreciating the talents, contributions, and achievements of every employee and enhancing their sense of belonging
  • Data tracking and reporting – anonymized self-declared data to help us understand the makeup of our employee population
  • Inclusive culture goals – building a work culture aligned to our values that is safe and supportive, where each individual feels valued

Business / leader-led initiatives

  • Diversity Matters Steering Committee – originally created to put EDI on the map for senior leadership and now incorporated into our board meetings
  • Inclusivity training – a course covering harassment and discrimination prevention and inclusive management practices, with modules explicitly aimed at people managers
  • Executive sponsorship and Board member engagement – helping to communicate and sell our vision across the business and align our goals with the wider company strategy
  • Board-hosted workshops – fostering employee engagement from the top and driving positive change through topical interactive sessions
  • Balance coaches – a cohort of mentors in senior roles who provide guidance, advice, feedback, and support to participants of this coaching program
  • Board first to sign Zero Discrimination Pledge – leading by example, our board pledged their support to this initiative, which launched on Zero Discrimination Day
  • Policy reviews – ensuring our frameworks and procedures are fit for purpose and aligned with our EDI goals
  • EDI engagement at industry events – helping to catalyze change and tackle gender inequality by supporting various tech industry events globally

Employee engagement

  • Employee Social Groups – networking for employees with shared characteristics, experiences, and interests
  • Consultation with employees with lived experience – drawing on our employees’ unique perspectives to ensure our processes and programs are inclusive of their needs
  • Regional committees – employee-led committees responsible for driving awareness of EDI issues and organizing events in our offices worldwide
  • Your Voice Matters – a survey that’s completed by employees twice a year featuring questions that gauge their sentiment towards EDI in our workplace
  • Feedback workshops – proactively seeking insights and opinions from our global workforce to inform our decision-making and actions
  • Contribution to inclusivity training module creation – ensuring our module is fit for purpose and increasing our employees’ ownership and satisfaction with our training
  • Zero Discrimination Pledge – a commitment from employees to celebrate diversity, embrace inclusivity and reject discrimination
  • Diversity calendar awareness events – raising the profile of, and marking, various awareness dates and important EDI-related issues
  • Cultural education efforts – educating our employees and deepening their understanding of cultural differences

Our EDI goals

As part of our commitment to long-term, sustainable action on EDI, we set our first-ever goals in 2023 as a minimum expectation for progress.
These include:
0 %

Obtain and maintain an Inclusion Index Score of 95% by 2030

0 %

Women and non-binary employees to represent 50% of our global workforce and 50% of our Leadership team by 2030

0 %

All global employees at all levels of seniority to have inclusive practice accountability criteria in place by 2030

Measuring our impact

By setting benchmarks and tracking changes over time, we can monitor the progress we are making towards creating a more diverse and inclusive workplace while also identifying areas that need improvement. We currently measure our impact via the following channels:

Your Voice Matters employee survey

We include EDI questions in our bi-annual employee engagement surveys to provide us with consistent feedback. This also forms the basis of our goal to achieve and maintain an Inclusion Index Score of 95% by 2030.

Employee feedback workshops

We run workshop sessions hosted by our senior leaders to help us understand the challenges faced by employees of different minority characteristics and communities.

Data tracking

We continuously review the demographic makeup of our business using diversity data that is self-declared by employees and conduct a bi-annual review of our data points.


  • UN Global Compact Communication on Progress – Our mandatory annual report allows us to identify progressive change and gaps in our work compared to our peers.
  • Women’s Empowerment Principles Gender Gap Analysis Tool – A voluntary self-assessment that highlights our strengths and weaknesses, in line with an anonymized peer group.
  • Tech Talent Charter annual data – We submit data to the Tech Talent Charter, which contributes to an annual analysis of the diversity of the UK tech industry.
  • Gender Pay Gap – We are legally required to report on our gender pay gap in several countries and also analyze our global gender equality practices.
  • Affirmative Action – In the USA, we must submit an annual Affirmative Action Plan outlining our actions to ensure equal employment opportunities.

Case study: Balance

After conducting gender equality data analysis, we identified a disparity in the gender representation of our Sales employees across Tenth Revolution Group.

The data told us that people of underrepresented genders were taking longer than their male counterparts to reach leadership positions, moving laterally away from Sales or leaving the business before progressing into leadership roles.

We hosted a series of feedback workshops with more than 100 employees to delve further into these findings and obtain greater insight. Mentoring was a recurring theme across all 11 sessions, and we decided to move forward with that idea. This led to the creation of Balance, a six-month coaching program open to employees who identify as women or non-binary.

How it works

Participants are matched with a more senior colleague and meet regularly, usually once a month, for confidential one on one sessions. Together, they work towards achieving the participant’s professional or personal goal of their choice. There is no set structure, ensuring each coaching journey is bespoke to the participant’s individual needs.

Coaches of all genders are enrolled in the program voluntarily and undergo an onboarding session to ensure that they are equipped for the role. They represent a range of management and leadership roles across all of TRG.

A valuable experience

Feedback from our first two cohorts was overwhelmingly positive. Participants benefitted from meeting new people across the business and building a more comprehensive network of role models. Many also reported a greater understanding of the career opportunities available and felt more confident in their abilities, achievements and ambitions afterwards.

Coaches also reported feeling proud of their participants and the contribution they had made to support their career journey. Participating in the program also allowed them to develop their own leadership skills.

An evolving program

This year, we have rolled out Balance to more employees across Tenth Revolution Group, including individuals from other departments outside our Tenth Talent division. We’ve also allowed additional levels of seniority to be coached and, for the first time, men have been able to opt in for coaching on equality, inclusivity and allyship behaviors.

These enhancements have been positively welcomed. Our first 2024 cohort, comprising 52 new partnerships, is due to complete the program in October of this year.

What previous participants say

"I didn't fully know what to anticipate in the Balance program and it exceeded my expectations! The open dialog and trust allowed me to ask questions I didn't even know I had."

"I am really pleased that I've taken part in the Balance program since it was launched. I've been introduced to new colleagues that I'd never met before and learned loads of new skills that I can transfer to benefit my team in my 'day job' as a Manager."

Our impact in the tech industry

At Tenth Revolution Group, we recognize that we have an important role to play in tackling inequalities and biases across the tech industry and must use our unique position to exert influence on key players and decision-makers in the ecosystem.

In practice, this means we are committed to sharing our EDI expertise with our customers, creating opportunities for underrepresented groups, and facilitating conversations between thought leaders to instigate positive change. Here are some of the ways we are shifting the dial:


Digital Revolution Awards

Our Digital Revolution Awards shine a spotlight on excellence within the tech industry. Our EDI award categories recognize individuals and organizations making tangible efforts to promote inclusivity, foster diversity and champion underrepresented groups.

Careers & Hiring Guides

Every year, we publish a series of Careers and Hiring Guides that profile the latest recruitment trends and salaries across global tech communities. These publications also include a snapshot of EDI developments and commentary from trailblazers and experts.

EDI consultancy

Through our EDI consultancy offering, we help our customers to diversify their own workforce. We deliver this tailored service alongside our recruitment solutions and align our approach to their EDI strategy and goals.

Round table events

We invite customers and contacts across our network to take part in round tables, which are an opportunity to discuss key issues impacting the tech community, including those centered on EDI, and how we can enact positive change.


Salesforce Talent Alliance

We joined the Salesforce Talent Alliance in 2020, pledging to support its mission to grow and diversify the Salesforce ecosystem.

Tech Talent Charter

We are signatories of the Tech Talent Charter, a membership group that brings organizations together to drive greater diversity and inclusion in tech roles.

10,000 Interns Foundation

In 2022, we partnered with the 10,000 Black Interns program, offering internship opportunities to UK students and graduates of color.

UN Global Compact

Signatories to this voluntary initiative, which encourages the adoption of sustainable and socially responsible policies.

Case study: HSO

How Revolent helped HSO increase its delivery bandwidth by attracting a diverse pool of net-new Microsoft Dynamics 365 specialists.

HSO is a global business transformation partner specializing in leveraging the power of Microsoft technology to transform the way businesses work. Founded in 1987, HSO has become one of the world’s top business solution and implementation partners, with 2,200 employees serving 2,100 clients worldwide.

The challenge

HSO had grown its core business areas by 60% and needed to attract additional talent to meet the increased demand. Faced with fierce competition for talent in the Microsoft Dynamics 365 partner channel, coupled with ever-increasing salary expectations and high attrition rates across the ecosystem, HSO was looking for an alternative way to attract net-new mid-career talent that could be more effective than an early careers model.

The solution

To meet its immediate hiring needs, HSO turned to Revolent. Offering a combination of hiring, training, placement, and ongoing support, we were the obvious organization of choice. With access to hundreds of recruiters and best-in-class training provisions, a bespoke learning pathway was created to take a diverse cohort of professionals (known as Revols) with deep domain expertise and cross-train them as Microsoft Dynamics 365 F&O consulting specialists.

The impact

Since their deployment, all Revols have been involved in pre-sales, best practice development and project delivery activities. Based on the impact the Revols have had on the business so far, HSO is keen to progress its partnership with Revolent.

  • 62% of Revols from ethnic minority backgrounds, bringing fresh perspectives to HSO
  • 31% of Revols are women, maintaining gender parity at HSO and in the wider Microsoft Partner Channel
  • 29 Microsoft certifications gained by all Revols placed at HSO so far with an 89.7% first-time certification pass rate

Next steps

To further expand and evolve our internal EDI frameworks and strategy, our plans include:

Diversity data tracking update

A full review of the diversity data we collect, how we collate it, and how we use this information

EDI learning review

Re-aligning our EDI learning modules to our employees' roles, departments and level of seniority, and improving accessibility for all our company training by varying the delivery platforms we use

Expansion of focus

Widening the scope of our EDI activities to incorporate the intersectionality between gender and other diversity characteristics

Equality plans

New country-aligned equality plans comprising a new framework for our EDI actions, processes, metrics and targets

Voluntary reporting review

We will be voluntarily reporting on our gender pay gap in more countries globally and exploring other voluntary reporting options such as ethnicity pay gap reporting

Inclusive hiring

Exploring Equal Employment Opportunity (EEO) data capture processes to acquire further insights about our talent pipeline

Upgrading our EDI intranet

Revamping this internal platform to provide a wider and better range of information for employees to self-serve in a more accessible way

Skip to content