Flevy Management Insights Case Study

Equity Enhancement in Maritime Freight Operations

     Joseph Robinson    |    Fairness


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Fairness to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

TLDR The global maritime freight company faced challenges related to fairness in employee promotions and remuneration, leading to internal discontent and high turnover rates. By implementing a comprehensive Equity Management approach and a Fairness Framework, the company achieved a 15% reduction in turnover and improved pay equity, highlighting the importance of structured initiatives in creating a fair work environment.

Reading time: 8 minutes

Consider this scenario: The organization is a global maritime freight company grappling with fairness issues in employee promotions and remuneration.

Despite having a diverse workforce, reports indicate a disparity in the career advancement opportunities and pay scales among employees, which has led to internal discontent and higher staff turnover. The company is committed to fostering a fair and equitable work environment but lacks a structured approach to address these challenges.



In observing the organization's commitment to promoting Fairness across its operations, our initial hypotheses suggest that the root causes of the challenges may include unconscious bias in managerial decisions, a lack of transparent criteria for promotions, and potential gaps in understanding the market standards for remuneration across different regions and roles.

Strategic Analysis and Execution Methodology

The organization's issues with Fairness can be systematically addressed by adopting a comprehensive 5-phase approach to Equity Management. This methodology, which is often leveraged by top consulting firms, enables organizations to assess, redesign, and implement fair practices throughout their operations, ultimately leading to a more inclusive and equitable workplace.

  1. Diagnostic Analysis: Begin by conducting a thorough analysis of current promotion and pay practices, including a review of HR policies, compensation data, and promotion history. Key questions include: What patterns emerge from the data? How do these practices compare to industry benchmarks?
  2. Stakeholder Engagement: Engage with employees at all levels to understand perceptions of fairness and identify areas of concern. This phase involves surveys, interviews, and focus groups to gather qualitative insights.
  3. Framework Development: Develop a Fairness Framework that outlines transparent criteria for promotions and a standardized pay scale. This framework should be informed by best practices and tailored to the organization's specific context.
  4. Implementation Planning: Create a detailed implementation plan, including change management strategies to ensure buy-in from key stakeholders and a communication plan to share the new practices with the organization.
  5. Monitoring & Continuous Improvement: Establish metrics and KPIs to monitor the effectiveness of the new policies and practices. This phase also involves setting up feedback loops for continuous improvement.

For effective implementation, take a look at these Fairness best practices:

Dealing with Unfair Behaviours (20-slide PowerPoint deck)
Performance Management - Fairness Factors (22-slide PowerPoint deck)
View additional Fairness best practices

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

Fairness Implementation Challenges & Considerations

Adopting a new Fairness Framework requires careful consideration of existing cultural norms and resistance to change. A CEO might wonder how to ensure the new policies are embraced by management and staff alike. It is essential to involve a cross-section of the organization in the development and implementation phases to create a sense of ownership and commitment to the new practices.

After fully implementing the methodology, the organization can expect to see a more engaged workforce, reduced staff turnover, and an enhanced reputation as an equitable employer. These outcomes not only contribute to a healthier organizational culture but also to better financial performance, as numerous studies have shown a positive correlation between workplace fairness and profitability.

Potential implementation challenges include aligning the new Fairness Framework with existing organizational structures and processes, as well as ensuring consistency in its application across different departments and regions.

Fairness KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


Measurement is the first step that leads to control and eventually to improvement.
     – H. James Harrington

  • Employee Turnover Rate: Measures the impact of fairness initiatives on staff retention.
  • Pay Equity Ratio: Assesses the fairness of compensation across different employee demographics.
  • Promotion Rate Disparity: Tracks the distribution of promotions to identify any biases or inconsistencies.

For more KPIs, you can explore the KPI Depot, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Implementation Insights

During the implementation of the Fairness Framework, it is crucial to maintain clear and open communication with all employees. Insights from McKinsey suggest that transparency in decision-making processes can significantly increase employee trust and commitment. Furthermore, regularly reviewing the impact of new policies through employee feedback and KPIs ensures that the organization remains responsive to the needs of its workforce and aligned with best practices for equity in the workplace.

Fairness Deliverables

  • Equity Assessment Report (PDF)
  • Fairness Framework Document (PDF)
  • Implementation Roadmap (PowerPoint)
  • Change Management Plan (MS Word)
  • Compensation Analysis Model (Excel)

Explore more Fairness deliverables

Fairness Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Fairness. These resources below were developed by management consulting firms and Fairness subject matter experts.

Ensuring Alignment with Global Diversity and Inclusion Standards

As organizations strive to enhance Fairness in their operations, it is imperative to align with global Diversity and Inclusion (D&I) standards. This not only ensures internal equity but also positions the company favorably in the global market. According to a study by McKinsey, companies in the top quartile for gender diversity on executive teams were 25% more likely to have above-average profitability than companies in the fourth quartile. To achieve this, the organization must benchmark against international D&I frameworks, engage with external D&I experts, and ensure that its Fairness Framework is adaptable to different cultural contexts. The organization should also consider participating in international D&I indices, which can serve as both a benchmark and a driver for continuous improvement. Regularly publishing progress reports on D&I initiatives can further enhance transparency and stakeholder trust.

Integrating Fairness with Business Strategy

Integrating Fairness into the broader business strategy is essential for creating a sustainable competitive advantage. A study by Deloitte found that organizations with inclusive cultures are 6 times more likely to be innovative and agile, and 8 times more likely to achieve better business outcomes. To ensure that Fairness initiatives are not siloed, the organization must embed equity principles into strategic planning, performance management, and operational excellence initiatives. This involves setting clear D&I objectives within the strategic plan, linking executive remuneration to D&I outcomes, and incorporating Fairness KPIs into business scorecards. By doing so, the organization can ensure that its commitment to Fairness is reflected in its products, services, and customer engagement strategies, ultimately driving long-term value creation.

Measuring the ROI of Fairness Initiatives

Measuring the Return on Investment (ROI) for Fairness initiatives is critical for justifying the allocation of resources and for continuous improvement. While it is challenging to quantify the cultural and social impact of these initiatives, there are financial and performance metrics that can be indicative of their success. For instance, the Boston Consulting Group (BCG) has reported that companies with diverse management teams have 19% higher revenues due to innovation. The organization should therefore track metrics such as innovation revenue, market share growth, and employee productivity to assess the financial impact of Fairness initiatives. Additionally, measuring employee engagement and customer satisfaction can provide insights into the social return of these initiatives. By correlating these metrics with the implementation of Fairness policies, the organization can build a compelling business case for ongoing investment in D&I efforts.

Adapting Fairness Initiatives in a Rapidly Changing Work Environment

The global work environment is rapidly changing, with trends such as remote work and digital transformation reshaping the workplace. As such, Fairness initiatives must be adaptable to these changes to remain effective. PwC's 23rd Annual Global CEO Survey highlighted that 78% of CEOs agree that remote collaboration is here to stay for the long-term. In response, the organization must ensure that its Fairness Framework is equipped to handle the nuances of a distributed workforce, such as ensuring equitable access to technology, remote work opportunities, and virtual career development programs. The organization should also leverage digital tools to monitor and promote Fairness, such as using data analytics to identify and address potential biases in remote work assignments and promotions. By staying attuned to these changes, the organization can ensure that its Fairness initiatives are robust, relevant, and effective in fostering an inclusive workplace, regardless of where employees are located.

Fairness Case Studies

Here are additional case studies related to Fairness.

Fairness Enhancement Initiative in Cosmetic Industry

Scenario: The company, a leading cosmetics manufacturer, is grappling with fairness in product representation and marketing strategies.

Read Full Case Study

Luxury Brand Equity Enhancement Initiative

Scenario: The organization in question operates within the luxury fashion sector and has recently identified inconsistencies in the fairness of their brand representation across various international markets.

Read Full Case Study

Diversity Equity and Inclusion Enhancement in Retail

Scenario: The organization is a multinational retailer facing challenges in embedding Diversity, Equity, and Inclusion (DEI) principles into its global operations.

Read Full Case Study

Fairness Alignment Initiative for Retail Chain in Health & Wellness

Scenario: A leading retail firm in the health and wellness sector is grappling with internal Fairness challenges, as rapid expansion has led to disparate treatment of employees and inconsistencies in customer service experiences.

Read Full Case Study

Fairness Framework Enhancement for Cosmetics Brand in Competitive Market

Scenario: The organization in question is a mid-sized cosmetics brand that has been facing challenges in ensuring fairness within its internal promotion and compensation practices.

Read Full Case Study

Equitable Resource Distribution Framework for Construction Sector SMEs

Scenario: The organization, a small to medium-sized enterprise in the construction sector, is grappling with internal challenges related to Fairness in resource allocation and opportunity distribution among its workforce.

Read Full Case Study


Explore additional related case studies

Additional Resources Relevant to Fairness

Here are additional best practices relevant to Fairness from the Flevy Marketplace.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Key Findings and Results

Here is a summary of the key results of this case study:

  • Implemented a comprehensive 5-phase Equity Management approach, significantly enhancing transparency in promotion and pay practices.
  • Developed and deployed a Fairness Framework, resulting in a standardized pay scale and clear criteria for promotions.
  • Employee turnover rate decreased by 15% within a year following the implementation of fairness initiatives.
  • Pay Equity Ratio improved, achieving a more equitable compensation structure across different demographics.
  • Promotion Rate Disparity decreased, indicating a more balanced distribution of career advancement opportunities.
  • Engagement with global Diversity & Inclusion standards led to a 25% increase in alignment with international benchmarks.

The initiative to implement a Fairness Framework within the organization has been markedly successful. The decrease in employee turnover by 15% and the improvement in the Pay Equity Ratio are clear indicators of the positive impact of the initiative on fostering a fair and equitable work environment. The reduction in Promotion Rate Disparity demonstrates the effectiveness of the new transparent criteria for promotions in mitigating biases. The engagement with global Diversity & Inclusion standards and the resultant 25% increase in alignment with international benchmarks further underscore the organization's commitment to fairness and equity. However, the success could have been further enhanced by more aggressively addressing potential resistance to change within the organization and by integrating fairness initiatives more deeply into the business strategy from the outset.

For the next steps, it is recommended that the organization continues to refine and adapt its Fairness Framework in response to ongoing feedback and changing global work environment trends. Specifically, focusing on leveraging digital tools to monitor and promote fairness in a distributed workforce will be crucial. Additionally, further embedding fairness principles into strategic planning and linking executive remuneration to Diversity & Inclusion outcomes could amplify the initiative's impact. Continuous investment in training and development programs to address unconscious bias and promote inclusive leadership across all levels of the organization will also be key to sustaining progress.


 
Joseph Robinson, New York

Operational Excellence, Management Consulting

The development of this case study was overseen by Joseph Robinson. Joseph is the VP of Strategy at Flevy with expertise in Corporate Strategy and Operational Excellence. Prior to Flevy, Joseph worked at the Boston Consulting Group. He also has an MBA from MIT Sloan.

This case study is licensed under CC BY 4.0. You're free to share and adapt with attribution. To cite this article, please use:

Source: Diversity Equity & Inclusion Strategy for Defense Contractor in High-Tech Sector, Flevy Management Insights, Joseph Robinson, 2025


Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.




Read Customer Testimonials

 
"As a consulting firm, we had been creating subject matter training materials for our people and found the excellent materials on Flevy, which saved us 100's of hours of re-creating what already exists on the Flevy materials we purchased."

– Michael Evans, Managing Director at Newport LLC
 
"As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value."

– David Coloma, Consulting Area Manager at Cynertia Consulting
 
"FlevyPro provides business frameworks from many of the global giants in management consulting that allow you to provide best in class solutions for your clients."

– David Harris, Managing Director at Futures Strategy
 
"If you are looking for great resources to save time with your business presentations, Flevy is truly a value-added resource. Flevy has done all the work for you and we will continue to utilize Flevy as a source to extract up-to-date information and data for our virtual and onsite presentations!"

– Debbi Saffo, President at The NiKhar Group
 
"FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The "

– Roderick Cameron, Founding Partner at SGFE Ltd
 
"The wide selection of frameworks is very useful to me as an independent consultant. In fact, it rivals what I had at my disposal at Big 4 Consulting firms in terms of efficacy and organization."

– Julia T., Consulting Firm Owner (Former Manager at Deloitte and Capgemini)
 
"Flevy is our 'go to' resource for management material, at an affordable cost. The Flevy library is comprehensive and the content deep, and typically provides a great foundation for us to further develop and tailor our own service offer."

– Chris McCann, Founder at Resilient.World
 
"My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me "

– Bill Branson, Founder at Strategic Business Architects




Additional Flevy Management Insights

SCOR Model Implementation for a Global Retailer

Scenario: A multinational retail corporation is struggling with inefficiencies in their supply chain, leading to inflated operational costs and reduced profit margins.

Read Full Case Study

Organizational Restructuring for a Global Technology Firm

Scenario: A global technology company has faced a period of rapid growth and expansion over the past five years, now employing tens of thousands of people across multiple continents.

Read Full Case Study

Dynamic Pricing Strategy for Luxury Cosmetics Brand in Competitive Market

Scenario: The organization, a luxury cosmetics brand, is grappling with optimizing its Pricing Strategy in a highly competitive and price-sensitive market.

Read Full Case Study

Pricing Strategy Reform for a Rapidly Growing Technology Firm

Scenario: A technology company developing cloud-based solutions has experienced a surge in customer base and revenue over the last year.

Read Full Case Study

Pharma M&A Synergy Capture: Unleashing Operational and Strategic Potential

Scenario: A global pharmaceutical company seeks to refine its strategy for pharma M&A synergy capture amid 20% operational inefficiencies post-merger.

Read Full Case Study

Strategic PESTLE Analysis for Luxury Brand in European Market

Scenario: A European luxury fashion house is grappling with fluctuating market dynamics due to recent geopolitical tensions, shifts in consumer behavior, and regulatory changes.

Read Full Case Study

Agile Transformation in Luxury Retail

Scenario: A luxury retail firm operating globally is struggling with its Agile implementation, which is currently not yielding the expected increase in speed to market for new collections.

Read Full Case Study

PDCA Cycle Refinement for Boutique Hospitality Firm

Scenario: The boutique hotel chain in the competitive North American luxury market is experiencing inconsistencies in service delivery and guest satisfaction.

Read Full Case Study

Implementation of the Zachman Framework for a Global Financial Entity

Scenario: An international financial firm is in the process of driving a significant technological shift across its global operations.

Read Full Case Study

Game Theory Strategic Initiative in Luxury Retail

Scenario: The organization is a luxury fashion retailer experiencing competitive pressures in a saturated market and needs to reassess its strategic positioning.

Read Full Case Study

ISO 27001 Implementation for Global Logistics Firm

Scenario: The organization operates a complex logistics network spanning multiple continents and is seeking to enhance its information security management system (ISMS) in line with ISO 27001 standards.

Read Full Case Study

Deep Learning Deployment in Precision Agriculture

Scenario: The organization is a mid-sized agricultural company specializing in precision farming techniques.

Read Full Case Study

Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.