March 2026

Quality of Life and Working Conditions (QVCT) and diversity and inclusion are often handled in silos within organizations. On one hand, the HR department oversees Quality of Life and Working Conditions. On the other, a designated representative or committee handles diversity. Yet these two initiatives share the same goal: to create a work environment where everyone can contribute fully, without any barriers related to their identity or working conditions.

From QWL to QWCT: A Shift That Brings D&I and Working Conditions Closer Together

The 2020 ANI (National Interprofessional Agreement) and the law of August 2, 2021, transformed QWL into QWTC. This shift from “Quality of Life at Work” to “Quality of Life and Working Conditions” is not merely a semantic adjustment. It refocuses the approach on actual working conditions, explicitly including the prevention of discrimination.

The Rebsamen Act requires companies with more than 50 employees to conduct annual negotiations on quality of life at work, covering: work-life balance, anti-discrimination measures, employment opportunities for people with disabilities, workplace equality, and occupational risk prevention. These are all issues that lie at the heart of any diversity and inclusion policy.

Why D&I and QVCT Go Hand in Hand

Discrimination worsens working conditions

An employee who experiences everyday sexism, racism, or homophobia on a daily basis does not have a good “quality of life at work.” Addressing quality of life at work without tackling discrimination is like treating the symptoms without addressing the causes.

Inclusion is a key factor in engagement

Research consistently shows that a sense of inclusion is one of the key predictors of engagement, retention, and individual performance. An employee who feels accepted for who they are performs at their best.

The audiences are the same

The groups most at risk of QVCT-related issues (stress, burnout, disengagement) are often the same ones that face discrimination: women, people with disabilities, older workers, and visible minorities. By cross-referencing these analyses, we can identify more specific areas for action.

How to integrate diversity and workplace well-being into a unified approach

A shared diagnosis

Rather than conducting multiple surveys, conduct a comprehensive assessment that covers both D&I and QWCO. Accordia offers cross-sectional assessments that prevent “survey fatigue” while providing a comprehensive overview.

A coordinated management approach

Build bridges between committees: the D&I Committee and the QVCT Committee (or the CSE’s Health and Safety Committee) should share their findings and coordinate their actions. There are many common issues, including preventing sexism, accommodations for disabilities, work-life balance, and inclusive management.

Cross-functional initiatives

Some actions serve both objectives at the same time:

  • Training in inclusive management: A manager trained in inclusion improves both diversity and inclusion and their team’s quality of life at work
  • Review of HR processes: recruitment, evaluation, promotion – fair processes benefit everyone
  • Raising Awareness Through Play : Fun workshops foster social connections while promoting an inclusive culture
  • Workplace arrangements: flexibility, remote work, accommodations—what is designed for some often benefits everyone

QVCT Week: An Opportunity for Diversity and Inclusion

Every June, the QVCT Week organized by ANACT provides a unique opportunity to launch awareness-raising initiatives that combine QVCT and diversity. It’s a chance to organize awareness-raising workshops, conduct an assessment, or communicate your commitments.

Accordia Support

With 16 years of expertise in diversity and inclusion, Accordia supports companies seeking to integrate D&I and QVCT into a cohesive strategy:

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