• Introduction
• What JEDI 2.h Requires
• How to design programs: step-by-step
• Document Evidence for B Impact and Audit

Introduction

This article explains how to design sponsorship and mentorship programs that meaningfully support underrepresented groups in line with JEDI2.h of the Justice, Equity, Diversity, and Inclusion (JEDI) Impact Topic. Under JEDI2.h, companies are expected to provide structured sponsorship or mentorship opportunities that are accessible to all employees, while ensuring that at least two underrepresented groups participate. 

These programs are part of the “Within the workplace” JEDI action set, which focuses on inclusive practices such as supporting employee resource groups, inclusive hiring, mentoring, and accessible communication tools. 

What JEDI 2.h Requires

JEDI2.h sits within the broader JEDI2 requirement, which asks companies to “choose and implement JEDI actions” based on data and stakeholder feedback. 

• To comply with  JEDI2.h, companies take the following actions:  Provide sponsorship or mentorship opportunities to all employees.

• Formalise the program in a procedure or policy document.

• Ensure that sponsorships or mentorships are free for participants and last at least six months.

• Give participants time during standard working hours to participate t.

• Track the participation of two underrepresented groups.

• Achieve representative participation* of at least two underrepresented groups. 

The intent is to provide tailored support and guidance to advance employees’ personal and professional development. 

How to design programs: step-by-step

Step 1 - Identify underrepresented groups and set representation targets

To design programs that actually support underrepresented groups, companies need a clear, data-driven understanding of who is underrepresented in their context. 

Under the JEDI Impact Topic, underrepresented groups are identified “by comparing the proportion of a group in a sample with a population” (for example, comparing women employees with women in the country, or women managers with women employees). 

Key design actions: 

• Use JEDI1 data and Human Rights metrics to identify at least two underrepresented groups (e.g. women in leadership, racial or ethnic minorities, people with disabilities, LGBTQIA+ workers, etc.)

• Define what “representative participation” means for your company by matching or exceeding the group’s share in the relevant workforce segment (e.g. if 20% of employees identify as having a disability, aim for at least 20% of program participants to be from that group). 

• Decide which workforce segment is most meaningful to compare to (e.g. whole workforce vs. a specific level, such as managers) and document that logic. 
  
  

Step 2 - Choose the right format: mentorship, sponsorship, or both

JEDI2.h is intentionally flexible: companies can offer mentorship, sponsorship or a combination, as long as the program is formalised and meets the participation and duration criteria. 

Mentorship focuses on guidance, skill-building, and career navigation (e.g. regular conversations about goals, feedback and development paths). 

Sponsorship goes further, requiring senior leaders to actively use their influence to open doors for underrepresented employees (e.g., recommending them for skill-building assignments, promotions or high-visibility projects). 

When designing the program: 

•  Choose the format based on  barriers identified in JEDI1 data and stakeholder feedback (e.g. if underrepresented groups are less likely to be promoted, sponsorship may be particularly relevant). 

• Clarify the expectations of mentors/sponsors and mentees/protégé in writing (e.g. minimum meeting frequency, confidentiality, shared goal-setting). 

Step 3 - Formalise the program in policy or procedures 

To demonstrate that JEDI2.h is embedded in the organisation, the program must be recorded in a policy or procedure document. 

Your documentation should typically cover:

• Purpose and scope: how the program supports justice, equity, diversity and inclusion, and who is eligible to participate

• Roles and responsibility: who coordinates the program, how mentors/sponsors are selected, and how matches are made

• Program structure: minimum duration (at least six months), expected meeting cadence, and any training or orientation for participants

• Working time and workload: confirmation that participation is during standard working hours and recognised as part of normal responsibilities, not “extra” or unpaid work

• Data and privacy: how participation will be tracked (especially for underrepresented groups) while respecting confidentiality and data protection rules 

This document can sit within a broader JEDI action plan or HR policy framework as long as the specific elements required by JEDI2.h are clearly identifiable. 

Step 4 - Make the program accessible and free to employees

To meet JEDI2.h, sponsorship or mentorship opportunities must be: 

• Available to all employees, not only those already in leadership tracks or specific locations.

• Free for participants, with no financial contribution required (e.g. no training fees or travel costs borne by mentees). 

To design for accessibility:

• Offer clear, inclusive communications that explain the program, how to join, and what support participants can expect.

• Consider flexible formats (e.g. virtual meetings, multiple time‑zones) so that employees in different sites or with caregiving responsibilities can participate.

• Use inclusive, accessible internal communication tools and language, using JEDI 2.i (inclusive language guide) and JEDI 2.l (accessible internal communication tools) where relevant.

Step 5 - Design intentional support for underrepresented groups

Although all employees must be eligible, JEDI 2.h emphasises representative participation of at least two underrepresented groups.  

To avoid “one‑size‑fits‑all” mentorship that replicates inequities:

• Co‑design aspects of the program with employee resource or affinity groups where they exist, leveraging them as partners in defining needs and matching criteria.

• Offer targeted outreach and tailored messaging to underrepresented groups that explains how the program can support their specific development goals and addresses concerns (e.g. psychological safety, time pressure).

• Train mentors/sponsors on JEDI principles, power dynamics, and bias (e.g. how systemic inequities affect development opportunities), connecting to JEDI 2.b where relevant on building JEDI knowledge and capacity among leaders.

Step 6 - Track participation and outcomes

JEDI 2.h requires both tracking and achieving representative participation of two underrepresented groups. 

Tracking should cover: 

• Overall participation (number of mentors and sponsors, and their corresponding mentees and protégés).

• Participation disaggregated by at least two underrepresented groups.For example:

  • Gender identity,

  • Race or ethnicity,

  • Disability,

  • Other locally relevant identities (e.g. caste, migration background).

• Progress against the “representative participation” benchmark (e.g. % of participants who are from each identified group vs. their share of the workforce).

To understand the impact over time, companies can also: 

• Link participation data to retention, promotion, or engagement metrics for underrepresented groups (where legally and ethically feasible).

• Include questions about the program in JEDI‑related surveys or stakeholder feedback processes (JEDI1).

Document Evidence for B Impact and Audit

To show compliance with JEDI2.h in the B Impact platform and during the audit, companies should be ready to provide: 

• A copy of the policy or procedure describing the sponsorship/mentorship program, including duration, eligibility, and working-time arrangements. 

• Disaggregated participation data showing: 

  • Total number of participants, 

  • Number and percentage of participants from at least two underrepresented groups 

  • How do these compare to the workforce or other chosen population (to show representative participation) 

• A brief note explaining how the program draws from insights from JEDI1 data and stakeholder feedback, and clarifying how the program advances justice, equity, diversity and inclusion.

• Any internal communications used to invite employees to the program, demonstrating that opportunities are available to all employees and not restricted to a narrow group.

How this Supports the Broader JEDI Strategy

Designing robust sponsorship and mentorship programs for underrepresented groups helps companies:

• Address inequities revealed in JEDI1 data and stakeholder feedback.

• Deliver on the “Within the Workplace” JEDI action set in a way that is grounded in employees’ lived experiences.

• Contribute to longer‑term goals such as increasing representation (JEDI 2.j) and making leadership more reflective of community diversity.