Have you started thinking about planning your inclusion projects for 2026?<\/p>\n\n\n\n
If the answer is \"not yet\", calm down. You're not alone. This stage requires preparation, strategy and, above all, space for Diversity, Equity and Inclusion (DEI) to enter and remain on your company's agenda.<\/p>\n\n\n\n
In this article, we'll show you how you can set up an inclusion structure based on data, realistic targets and deliverables that make sense, both for the culture<\/strong> and for business results<\/strong>.<\/p>\n\n\n\n To start now is to ensure protagonism<\/strong><\/p>\n\n\n\n August is here and that means the start of the second semester. This is the best time to open the conversation with the leadership about budget<\/strong>goals and 2026 priorities<\/strong>After all, what's in planning<\/a> since now it has a better chance of becoming a project.<\/p>\n\n\n\n By including defined objectives in the annual plan, you position your area as part of the structure that generates business value. This helps to bring the Finance, Legal and Sustainability areas closer to the mapped practices.<\/p>\n\n\n\n DEI with integrated planning is an investment to implement an inclusive culture, with a return in <\/strong>innovation<\/strong><\/a>reputation and <\/strong>belonging<\/strong><\/a> of people.<\/strong><\/p>\n\n\n\n First step: look at the data<\/strong><\/p>\n\n\n\n Before proposing targets or actions, you need to understand your company's reality. But what data to collect?<\/p>\n\n\n\n This information shows where you are today and where you need to go.<\/p>\n\n\n\n Goals that make sense (and a difference)<\/strong><\/p>\n\n\n\n Now that you know the scenario, it's time to set realistic and impactful goals.<\/p>\n\n\n\n An inclusion goal doesn't need to be grandiose, but it does need to be measurable, relevant and time-bound.<\/p>\n\n\n\n Examples:<\/p>\n\n\n\n Each goal needs to be accompanied by resources, people responsible and expected deliverables.<\/p>\n\n\n\n Planning is risk management<\/strong><\/p>\n\n\n\n Good inclusion planning helps your company avoid crop risks<\/strong>legal, reputational and financial. Shall we look at a real example?<\/strong><\/p>\n\n\n\n On the other hand, companies with culture of inclusion<\/strong><\/a> robust:<\/p>\n\n\n\n Culture of inclusion with business results<\/strong><\/p>\n\n\n\n After data <\/strong>e goals<\/strong>then comes the practical part: what will your company deliver in DEI in 2026?<\/strong><\/p>\n\n\n\n Some points that strengthen the culture and show results:<\/p>\n\n\n\n Well-structured deliveries show that you, in HR, consider the whole: culture, people and results<\/strong>.<\/p>\n\n\n\n
And this is possible with data<\/a>.<\/p>\n\n\n\n\n
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With this, you can argue with the leadership objectively and highlight the risk management<\/strong><\/a> culture<\/strong>.<\/p>\n\n\n\n\n
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This process makes it easier to keep track of tasks and progress until they are completed. results<\/a>.<\/p>\n\n\n\n
And more than that: it generates value.<\/p>\n\n\n\n
A human resources company has been ordered to pay R$ 5,000 for discriminating against a 45-year-old candidate who submitted a CV for a vacancy (g1 SC<\/a>).<\/p>\n\n\n\n
With well-structured inclusive policies, and objectives of age diversity<\/a>For example, this situation could have been avoided.<\/p>\n\n\n\n\n
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