Definition

Inclusive communication is the practice of sharing information and inviting contribution in ways that are accessible and equitable for all team members. It requires conscious attention to language, channel, format and culture. In an APC context, inclusive communication is a practical expression of Rule 4 of the RICS Rules of Conduct (2022), which requires members to treat others with respect and encourage diversity and inclusion.

Why this matters for Diversity, Inclusion and Teamworking

  • Level 1 knowledge: you must give at least two concrete examples of inclusive communication practice in a professional team setting.
  • Communication failures are among the most common causes of project disputes and team breakdown — inclusive communication reduces these risks directly.
  • Surveying teams are routinely multi-cultural and multi-disciplinary; norms that work for one group may exclude another without the speaker realising it.
  • Neurodiverse team members may need communication adapted to their needs; failing to do so may breach the reasonable adjustment duty under the Equality Act 2010.
  • Assessors expect candidates to demonstrate awareness of inclusive practice through specific evidenced examples.

Key principles

Language and adapting formats

Inclusive language avoids jargon, idiom and cultural reference that may be unfamiliar or exclusionary. This means using plain English in written communications, defining technical terms across disciplines and using gender-neutral titles (chair rather than chairman). Different team members absorb information most effectively through different channels: a long email may suit one colleague while a brief verbal summary suits another. Practical adaptations include: written summaries of verbal meetings; accessible formats for team members with visual or cognitive impairments; and advance notice of meetings so all members can prepare.

Creating space for contribution

Inclusive communication is active as well as structural. In meetings, it means explicitly inviting quieter participants to share views, managing the tendency of certain voices to dominate and valuing contributions on their merit rather than on the seniority of the contributor. Techniques include: circulating discussion questions in advance; structured round-robin contributions on key agenda items; and explicitly attributing ideas to the colleague who raised them. Without active facilitation, the loudest voices, often not the most expert, shape group decisions disproportionately.

Inclusive written records

Minutes and reports should record decisions and action owners clearly. Where a team member has a different first language, checking comprehension of complex written communications, without condescension, avoids misunderstandings that could affect project delivery. Formal communications directed at clients or members of the public with disabilities must also comply with accessibility standards.

Relevant RICS guidance and legislation

  • RICS Rules of Conduct (effective 2 February 2022) — Rule 4 (respect) and Rule 2 (competence) both require inclusive communication as a professional standard.
  • Equality Act 2010 — the reasonable adjustment duty extends to communication formats for team members and clients with disabilities.
  • ACAS guidance on workplace communication and inclusion — practical frameworks for inclusive communication in UK workplaces.

Ethics and Rules of Conduct angle

Rule 4 requires members to encourage diversity and inclusion; this is impossible without inclusive communication. A team leader who communicates in a way that systematically disadvantages certain members is in breach of Rule 4 even without discriminatory intent. Rule 2 is also engaged: ineffective communication with team members, clients or contractors is a competence failure with direct consequences for project outcomes.

APC-style Q&As

Q (Level 1)Give two examples of inclusive communication practice in a project team meeting.

Circulating the agenda and key discussion questions at least 24 hours in advance, so all team members can contribute equally. And explicitly inviting quieter team members to share their views on each agenda item, rather than allowing the discussion to be shaped only by those who volunteer first.

Q (Level 1)Why is inclusive language important in a multi-disciplinary surveying team?

Inclusive language ensures all team members can understand and engage with communications, regardless of professional background, cultural context or first language. Jargon, idiom and exclusionary terminology create barriers that affect both information-sharing quality and the sense of belonging of team members who do not share the dominant cultural norms.

Q (Level 2)A team member with dyslexia struggles to absorb lengthy written reports circulated before design meetings. How do you respond?

I would treat this as a reasonable adjustment request under the Equality Act 2010. In the immediate term I would offer a one-page executive summary alongside the full report and ask whether a different font or colour scheme on documents would help. Longer term, I would review whether the report format is unnecessarily dense for all team members; dyslexia-friendly adjustments (shorter paragraphs, greater white space, clearer headings) often improve communication for everyone. I would document the adjustment made and review its effectiveness with the team member.

Q (Level 2)How do you ensure a non-native English speaker in your project team is not disadvantaged in design meetings?

(example) On a recent project a structural engineer whose first language was not English rarely spoke in our weekly design meetings despite being highly experienced. I restructured meetings to share a two-page pre-read with three specific discussion questions the day before. His contribution increased markedly; in the third meeting he identified a floor-loading discrepancy the rest of the team had missed.

Q (Level 3)During a project handover meeting a junior female colleague's contributions are consistently talked over or credited to a male colleague by a senior client representative. How do you address this?

(example) I would intervene in the moment, calmly noting that the consultant had not finished speaking and inviting her to continue. I would ensure minutes attribute contributions accurately. After the meeting I would speak privately with the junior colleague to confirm she felt supported. If the behaviour continued I would raise it with the client's project lead, explaining that inclusive meeting conduct is a professional expectation and that the attribution pattern was affecting team dynamics. I would document incidents in case escalation became necessary, given that consistent discrediting of contributions on the basis of sex could constitute harassment under the Equality Act 2010.