EEOC Outlines Strategic Priorities Through 2030, by Jennifer E. Sherven, Esq, 10-2-2026

The United States Equal Employment Opportunity Commission (“EEOC”) recently adopted its Strategic Plan for fiscal years 2026–2030 (the “Strategic Plan”), which took effect immediately.  The Strategic Plan outlines the EEOC’s strategic and operational priorities through 2030 and aligns with the EEOC’s June 4, 2026 National Enforcement Plan for 2025-2029 (“NEP”), which replaced the Strategic Enforcement Plan Fiscal Years 2024-2028.  Neither the Strategic Plan nor the NEP changes employers’ substantive legal obligations. Instead, they provide a framework for how the EEOC intends to carry out its mission, allocate resources, and measure its performance through 2030. 

The NEP specifically prioritized disparate treatment claims over disparate impact claims noting that “allegations of intentional discrimination (disparate treatment) by an employer inherently are more egregious forms of discrimination than unintentional disparities between groups of employees which arise from an employer’s neutral policies or practices (disparate impact).”  The NEP further stated that “in light of the [EEOC’s] limited resources, and pursuant to Executive Order 14281, Restoring Equality of Opportunity and Meritocracy, the EEOC will prioritize disparate treatment theories of liability (including pattern-or-practice liability) in its enforcement of the statutes and regulations within the [EEOC’s] jurisdiction.” The EEOC administers and enforces several federal statutes addressing employment discrimination and equal employment opportunity (see here).

The NEP specified the following categories of priorities:

1. “Matters involving potential violations of anti-discrimination employment laws.”
   1. Examples include but are not limited to:
      1. Facially discriminatory policies, practices, and programs:
         1. Job advertisements that exclude or discourage certain individuals from applying, or encourage certain individuals to apply, including, but not limited to, based on race or sex (e.g., black, Hispanic, Asian, white, male, female, or “diverse candidates”).
      2. Challenging broad-based employment policies, programs, or practices that result in preferences such as DEI policies.
         1. Encouraging or incentivizing race and sex-based decision making.
         2. Limiting training, internships, fellowships, mentorships etc. to certain groups.
2. “Cases having the potential of promoting the development of law supporting the antidiscrimination purposes of the statutes enforced by” the EEOC.
   1. This list specifically includes mention of the scope of liability under the Pregnant Workers Fairness Act (PWFA).
3. Cases protecting vulnerable workers including teens, persons with limited education or literacy skills, individuals employed in low-wage jobs, survivors of sexual assault, and workers with developmental or intellectual disabilities.
4. Cases involving the integrity or effectiveness of the EEOC’s process.
5. Cases where the EEOC can clarify liability for amicus purposes.
6. Evenhanded enforcement of the employment laws.

In addition, the NEP noted that the following complement and are applications of the priorities: 

1. Remedying DEI-related race and sex discrimination;
2. Protecting American workers from anti-American national origin discrimination;
3. Defending women’s rights to single-sex spaces at work and workers’ rights to express the binary nature of sex; and
4. Protecting workers’ religious liberty rights to receive religious accommodations and be free from religious discrimination, harassment, and related retaliation.

The Strategic Plan reiterates that the EEOC’s mission is:

“To prevent and remedy unlawful employment discrimination and advance equal employment opportunity for all.”

The EEOC specifically states in the Strategic Plan that “[t]he Strategic Plan is guided by three values that form the basis of [the EEOC’s] culture and guide our daily work:

• Commitment to Equal Employment Opportunity
• Accountability
• Integrity

According to the EEOC, the Strategic Plan “prioritizes a coordinated, holistic approach to preventing discrimination and enforcing the law, recognizing that while external factors outside of the [EEOC’s] control may impact the EEOC’s yearly progress, we are committed to steadfastly pursue our mission in service to the American public.”  In doing so, the Strategic Plan establishes three strategic goals:

1. combat and prevent employment discrimination through the strategic application of the EEOC’s Law Enforcement Authorities;
2. prevent discrimination and advance equal employment opportunities through outreach and training; and
3. strive for organizational excellence through the EEOC’s people, practices, and technology.

Key areas of focus include enforcement, modernization of the intake process, expanded education and outreach, workforce development, and improved service delivery and operational efficiency.

Strengthening Enforcement and Modernizing Intake

In the Strategic Plan, the EEOC notes that there are “two major enforcement mechanisms available to the EEOC in the private and state and local government sectors.”  First is investigation and conciliation, which is also known as the administrative process.  Second is the litigation process in federal court wherein the EEOC brings an individual, class, or systemic case against a covered entity that the EEOC believes violated one or more laws. 

A central focus of the Strategic Plan is increasing the impact of the EEOC’s enforcement activities by directing resources toward the priorities established in the NEP and using administrative and litigation mechanisms to identify and address discriminatory policies and practices, including systemic practices. The Strategic Plan also emphasizes evenhanded and efficient enforcement based on the circumstances of each charge or complaint.

The plan also emphasizes meaningful remedies when discrimination is found, including “meaningful relief for individuals, the [EEOC’s] goal must be to protect all employees and jobseekers from unlawful discriminatory practices” through targeted equitable relief designed to prevent future violations.  For example, “customized training for supervisors and employees, development of policies and practices to deter future discrimination, and external monitoring of employer actions, as appropriate.”

In light of the EEOC’s focus on policies and training, employers may want to be proactive in ensuring proper policies are in place and employees and supervisors are being trained properly on those policies. 

The EEOC also plans to continue modernizing its intake services through technological improvements intended to expand accessibility, reduce pending intake inventory, and shorten the time needed to process intake inquiries.

Given the EEOC’s focus on improving its intake processes, employers should continue to maintain procedures for identifying and responding promptly to EEOC charges and requests for information.

Education, Outreach, and Efficiency

The EEOC also plans to expand education and outreach to employees, employers, and other covered entities. The EEOC intends to provide up-to-date training on federal employment discrimination laws, expand its outreach through new and existing partnerships, and update existing materials while developing new user-friendly resources.  In addition, the EEOC plans to implement “technological changes to track when charging parties learn about their right to file a charge of discrimination from an outreach training event.”  Further, the EEOC plans to “focus on mission-aligned recruitment, aiming to build a skilled workforce” and “will implement a variety of training and professional development opportunities for employees.” 

The Strategic Plan also focuses on the EEOC’s organizational excellence efforts, including developing its workforce, leveraging technology, and improving service delivery and operational efficiency. Although largely focused on EEOC’s internal operations, these initiatives may affect employers through changes in agency processes, service delivery, and the allocation of agency resources.

What Employers Should Know

The Strategic Plan should be considered alongside the NEP. The NEP guides the EEOC’s substantive priorities across its activities, including outreach, public education, technical assistance, enforcement and litigation, while the Strategic Plan provides the broader operational framework through which the EEOC intends to pursue its mission and measure its performance.

Employers should continue monitoring developments concerning the EEOC’s strategic and enforcement priorities. Employers should also continue to review their personnel policies and practices, necessary trainings, and maintain effective procedures for handling employee complaints, In addition, employers should respond promptly to EEOC charges and inquiries.

For further guidance on the EEOC’s Strategic Plan and its potential implications for employers, please contact one of the skilled attorneys in our Labor and Employment Practice Group.

Author: Long Island Partner Jennifer E. Sherven