Introduction continuously emerged, adding to the diversity of petitions. As the society advances and there is a higher degree of economic development, discriminatory acts tend to be more indirect and inconspicuous, along an increase in their patterns. There are also more complex cases in which various interests are involved. To respond efficiently to such environmental changes, international organizations, anti-discrimination laws in Europe and North America, and laws, Part 1 the Commission not only relies on domestic positive laws but also on standards established by regulations, and guidelines on employment discrimination in key countries (Canada, Germany, the in the previous year, it also commissioned a study to establish systematic criteria for determining discrimination. It strove to enable timely, professional investigations and determination by identifying the common issues by reasons, types, and areas of discrimination in major decisions made, and by developing criteria to determine comparative cases and criteria to determine comparative justification in discrimination claims. Competence-building for staff With large-scale group training becoming practically impossible under COVID-19, the Commission quickly turned to small group and online training for safety. As part of efforts to help working-level staff build competence, the Commission consulted closely with the departments to design tailored programs that can help meet the specific needs of the staff. Also, given the specialty requirements and diversity of investigations, training of investigators in charge of discrimination cases was conducted separately from training of those charged with human rights violations. Also, with the aim of enhancing the human rights sensitivity of the staff, the Commission ran a program titled ‘Understanding the Contemporary and Modern History of Human Rights’ so that participants can learn about the evolution of human rights over time and have discussions looking into the future. By offering specialized training specific to each office, it sought to shape an organizational culture where performance of mission can be informed by training. 23 Introduction United Kingdom, and the European Union). Using the findings of a preliminary study conducted