Solat Chaudhry is the visionary founder and current Chief Executive of the National Centre for Diversity, established in July 2005. Solat has worked passionately in the field of Equality, Diversity, and Inclusion for over 20 years. Working to support victims of discrimination, harassment, and victimisation.
Under his leadership, the National Centre for Diversity has become a leading voice and advocate for FREDIE – Fairness, Respect, Equality, Diversity, Inclusion, and Engagement – a field in which Solat is widely recognised as the UK’s foremost authority.
Instrumental in shaping comprehensive frameworks for workplace inclusion, Solat pioneered the nationally recognised standards ‘Investors in Diversity: Bronze, Silver and Gold’, setting benchmarks for organisational practice. He also conceptualised ‘Inclusion IQ’, a tool designed to elevate understanding and implementation of diversity in leadership contexts, and spearheaded the ‘Personal Inclusivity Development Programme’ aimed at nurturing senior leaders’ capacity for transformative change.
In addition to his UK-based impact, Solat serves as the Executive Chairman of the Irish Centre for Diversity, further extending his influence and dedication to promoting fair treatment, mutual respect, and active engagement within organisations.
With a career marked by innovation, thought leadership, and unwavering dedication to equality, Solat Chaudhry remains a pivotal figure driving systemic change and championing inclusive excellence across industries.
Can you share a little bit about your journey with EDI – what led you to found the National Centre for Diversity?
My journey with EDI began with a passion for fairness, equality, and giving everyone a platform to succeed. I recognised a significant gap in how organisations approached diversity—not just as a compliance requirement but as a transformative cultural shift. The founding of the National Centre for Diversity was driven by a vision to support organisations in embedding values of Fairness, Respect, Equality, Diversity, Inclusion, and Engagement (FREDIE) into their everyday practices. I wanted to create a place where businesses, schools, and public institutions could access tailored guidance, resources, and certifications to become genuinely inclusive spaces.
What have been some of the most rewarding experiences in your time working in the EDI sector?
The most rewarding experiences are seeing the real-life impact that inclusive practices have on individuals and teams. Hearing stories of employees feeling valued for the first time in their careers or organisations transforming their cultures to become more welcoming and productive environments is deeply fulfilling.
Additionally, working with leaders who truly embrace change and witnessing their organiaations thrive as a result of diverse perspectives is always inspiring.
How have you seen this field evolve over the years?
The EDI field has evolved significantly. Early efforts focused primarily on compliance and anti-discrimination policies, but today there is a much stronger emphasis on inclusion, belonging, and systemic change.
Organisations increasingly recognise the link between diversity and better business outcomes. The rise of data-driven diversity initiatives, broader understandings of intersectionality, and the focus on equity rather than equality reflect this evolution. Social movements have also amplified the urgency for action beyond rhetoric.
In your opinion, what are the biggest challenges organisations face today in promoting and maintaining diverse and inclusive cultures?
One of the biggest challenges is overcoming unconscious bias and the resistance to change embedded in existing power structures. Many organisations struggle with moving beyond surface-level initiatives to create sustainable, systemic changes that challenge ingrained norms.
Another challenge is ensuring leadership commitment and accountability. Without authentic buy-in from top leaders, even the best strategies fail. Finally, balancing diverse perspectives while fostering unity and shared values remains complex but essential.
What advice would you give to organisations as they embark on their FREDIE journeys?
Start by understanding that inclusion is a continuous journey rather than a one-time initiative.
Authentic commitment from leadership is critical—leaders should model inclusive behaviour.
Engage in honest reflection and dialogue to understand your unique challenges and opportunities.
Invest in education and training to build awareness and skills, but also be data-driven, setting clear metrics to track progress.
Finally, embed FREDIE principles into every level of the organisation, making it a core part of your identity rather than an add-on. Most importantly, listen actively to your people and remain open to feedback.
