race for opportunity annual dinner 2014 · 6 race for opportunity awards 2014 case study booklet...

Case Study Booklet

Race for OpportunityAnnual Dinner 2014

Generouslysupported by:

“Equal rights, fair play, justice, are all like the air:

We all have it, or none of us has it. That is the truth of it.”

Maya Angelou(1928 - 2014)

Contents

Foreword Adrian JosephIntroduction Sandra KerrAwards CriteriaAwards Judges

Awards Categories and Finalists

Champion Award

Developing Talent Award: Attraction

Developing Talent Award: Progression

Employee Network Award

Future Workforce Award: Large Organisation

Future Workforce Award: Small Organisation

Recruiting Diverse Talent Award

Transparency, Monitoring and Action Award

Race for Opportunity Board MembersRace for Opportunity ChampionsYouth Advisory Panel MembersA Word from this Year’s Supporter

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Race for Opportunity Awards 2014 Case Study booklet2 Race for Opportunity Awards 2014 Case Study booklet 3


Foreword by Adrian Joseph

This year, Race for Opportunity had a number of key objectives, including engaging government and boards on increasing BAME (Black, Asian and Minority Ethnic) representation in the workplace and reducing BAME youth unemployment. The year has seen many highlights around these issues, including our first The Prince’s Seeing is Believing visit - which was designed and co-led by the Race for Opportunity Youth Advisory Panel - to open business leaders’ eyes to the barriers facing young unemployed ethnic minorities, and which led to a Race for Opportunity Mentoring Circle for Unemployed People pilot in partnership with Brixton Jobcentre. We also launched our Race for Opportunity Cross Organisational Mentoring Circle pilot programme and we published our ‘Race at the Top’ report - a review of BAME leadership in the UK.

‘Race at the Top’ certainly served us in engaging with government around the lack of BAME representation in senior levels and highlighted areas of real concern. For example, between 2007 and 2012 we lost more than 21,000 senior BAME managers. This is even more worrying given the demographic changes that show whilst one in four

primary school children now come from a BAME background, only one in eight of the UK working age population is BAME – narrowing to only one in 16 in senior management positions. By 2050, the ethnic diversity of London will be replicated across the whole of the UK, so it is vital that both private and public sector employers develop plans now to ensure their workforces reflect their clients, customers, communities and service users.

The organisations shortlisted for the 2014 Race for Opportunity Awards understand that having diverse workforces simply makes good business sense. They have demonstrated strong management and leadership on this agenda and their efforts will increase BAME employees’ mobility into and within the workplace at all levels. I hope other organisations will learn from their continued best practice.

Now is the time for businesses to take action to ensure they are reaching out to the best possible candidates and supporting their BAME staff to achieve their career goals. The UK’s growing BAME population represents consumer power and talent resource that business cannot afford to ignore.

I would like to thank my fellow Board members, the Race for Opportunity team and all of you here tonight for your continued support and commitment to change. I hope you enjoy the evening.

Adrian JosephDirector, Customer Solutions and Innovation, GoogleChair, Race for Opportunity

Introduction by Sandra Kerr

Sandra Kerr OBEDirectorRace for Opportunity Business in the Community

Welcome to the 2014 Race for Opportunity Awards Dinner.

This year’s theme is ‘Management, Monitoring, Mentoring, Mobility – Collaborate and make change happen’. This year Race for Opportunity has:

• Engaged Management – more than 50 managers were actively involved in our Race for Opportunity Mentoring Circles for Unemployed People and Cross-Organisational Mentoring Circles pilots.

• Encouraged Monitoring – more than 100 employers participated in this year’s Race and Gender Benchmark.

• Facilitated Mentoring – 20 employers were involved in our two pilot mentoring circles for progression and youth unemployment, with 200 BAME employees and young people benefitting.

• Inspired Mobility – 52 of the 90 young people who took part in our Mentoring Circles for Unemployed People pilot are now in full time work.

Management, Monitoring, Mentoring and Mobility is at the heart of our latest report Race at the Top. We need diverse leaders in business and public life as reflective of our multi-cultural, multi-ethnic population, while giving our young BAME people positive role models and inspiring their career choices. We have called on politicians and businesses to take action on this through a government led review into race and by adding two words – ‘and race’ – to the UK Corporate Governance Code.

The impact of this report and our call to action has led to direct engagement with government. I anticipate positive progress as we approach the campaign’s 20th anniversary in 2015 and look forward to your support in calling on wider UK plc to take action on race and diversity.

The organisations shortlisted for this year’s Race for Opportunity Awards are great examples of the increased impact intelligent and ingrained strategies have on workplace diversity. I know I say this

every year, but this year’s shortlists really are all worthy finalists and I’m sure you’ll join me in congratulating them all on their success.

It’s now more important than ever that increasing BAME representation at all levels is at the heart of organisations in the private and public sectors. But it is also important we recognise that we cannot do this alone – let us continue to collaborate and take action to create the change we want to see in business and in society.


Awards CriteriaOur independent judges were drawn from a wide range of organisations representing both the public and private sectors and NGOs. The judges were looking for evidence of best practice which delivers business value and real impact. The entries were judged against the following criteria:


This award recognises organisations that have developed processes, initiatives and programmes that aim to help young BAME people prepare for and enter the UK workforce.

Shortlisted companies:African & Caribbean Diversity, National Grid, Rare


This award recognises those organisations that have developed and implemented strategies to improve progression opportunities for their BAME employees, ensuring that a strong BAME talent pipeline is evident within their workforce.

Shortlisted companies:Affinity Sutton, EY, HM Revenue & Customs, Morgan Stanley, Partnership of 5 organisations: Imperial College London; Institute of Education; King’s College London; Queen Mary University of London; and University College London

Future Workforce Award: Large Organisation and Small Organisation

This award recognises large and small employers that are addressing the talent pool challenge by taking action to raise the aspirations and attainment of young BAME people and to enhance their employability and skills.

Shortlisted companies - Large Organisation:Barclays, BT, Civil Service, Shell, Your Future Your Ambition supported by Cisco

Shortlisted companies - Small Organisation:Circle Housing Group, Generating Genius, SEO London


Awarded to an organisation for a programme that widens the pool of BAME talent entering its workforce.

Shortlisted companies:Barclays & SEO London, Eversheds, Foreign and Commonwealth Office, Hogan Lovells

Transparency, Monitoring & Action Award

Awarded to an organisation for a programme or initiative that delivers best practice in monitoring and evaluating the attraction, recruitment, progression, development, employee engagement, appraisal/performance ratings and retention of BAME employees in their workplace.

Shortlisted companies:Imperial College London, Nationwide Building Society, Runnymede Trust, The University of Manchester

Champion Award

For an individual demonstrating significant leadership within the workplace in order to progress the race equality, diversity and inclusion agenda. This award is aimed at an individual whose primary job function is not in HR or diversity yet has shown leadership and a personal passion in this area.

Shortlisted companies:American Express, BP, Citi, Crown Prosecution Service, HSBC


Awarded to an organisation with a race or cultural diversity employee network that has had an impact on performance and innovation in the workplace.

Shortlisted companies:BP, Citi, EY


The Judges We would like to thank the following individuals for their time and dedication in judging the awards.

Brigadier Mark Abraham OBEChief of Staff, Support

Command

British Army

Fleur Bothwick OBEDirector of Diversity & Inclusive

Leadership for EMEIA

EY

Heather ButlerManaging DirectorPeople Development Team

Ravi Chand CBE QPMDirector, Workforce

Management

HM Revenue & Customs

Paul Cleal Partner, Government & Public

Sector Leader

PwC

Collette Cork-HurstNational Officer for Equalities

Unite the Union

Kully DhaddaDirector

Flame Public Relations Ltd

Cecil EdeyManaging Director

Minority Share Limited

Romeo EffsChief Executive Officer

Aspyre Group

Pam FarmerIndependent Consultant

Dennis GissingIndependent Consultant

Judy GreevyDeputy Director, Diversity and

Engagement


Nick GurrDeputy Chief of Defence

Intelligence

Ministry of Defence

Professor Anthony Heath CBEProfessor of Sociology

University of Manchester and

University of Oxford

Dr Elizabeth HenryNational Advisor Minority Ethnic

Anglican Concerns

Church of England

Janet Hill Director, Diversity & Equality

Civil Service

Rebecca HowardEmployment Judge, DCRJ

Ministry of Justice

Graeme HughesGroup Director, Human

Resources & Corporate Affairs

Nationwide Building Society

Pamela HutchinsonChief Diversity & Inclusion

Officer for EMEA & APAC

Northern Trust

Dr Omar KhanDirector

Runnymede Trust

Mark McLaughlinDirector of Finance

Environment Agency

Professor Monder Ram OBEDirector, Centre for

Research in Ethnic Minority

Entrepreneuship (Creme)

University of Birmingham

Andrew QuinceyDirector of Commercial

Transport for London

Dale Simon CBEDirector of Equality and

Diversity

Crown Prosecution Service

Alan SmartIndependent Consultant

James SmithChair

The Carbon Trust

Dr Marie Stewart MBEDirector

Taylor Stewart Associates Ltd

Carmen WatsonChair

Pertemps

Anne Watts CBEIndependent Adviser

Dr Kathlyn WilsonReader in Organisational

Behaviour, London

Metropolitan University


MotivateAmrita became Chair of BAAN UK (American Express’ Black and Asian Network) in August 2012. BAAN was established in 2007 and was predominantly seen as a London-based network.

To support American Express’ philosophy of promoting growth and developing employees to their fullest potential, Amrita strived to build a professional, business-focussed, fit for purpose and sustainable network, with an emphasis on what members want.

ActUnder Amrita’s leadership, the BAAN Committee regularly solicits member inputs through surveys and communicates through regular newsletters. This feedback process led to the creation of the BAAN Mentoring Programme after 88% of survey respondents indicated that they would value having a mentor. The programme matches diverse American Express talent with senior mentors from departments and locations of their choice.

Amrita focused on developing a targeted Sussex strategy to extend BAAN offerings locally where a substantial number of American Express employees are based. This included recruiting and developing local BAME Committee talent and hosting events in Sussex to make BAAN more inclusive, enabling a wider talent pool to benefit.

American Express / Amrita Aurora, Director - Governance, Foreign Exchange Services

Champion Award

ImpactBAAN is one of 16 global networks with 93 local chapters. Since August 2012, BAAN Membership has grown at an annual average rate of 50% to over 500 members. Amrita is known across the organisation as a “go to” network chair able to share the benefits of her experience with others whenever a new network launch is considered globally, and her approach to gathering member inputs has now become a best practice across networks.

The BAAN Mentoring Programme is oversubscribed for the second year running, establishing mentoring relationships in the UK, India and USA.

MotivateCharles founded the Positively Ethnic Network (PEN) in 2006. His objectives were greater inclusion and progression of BAME employees through broadening their awareness on means of progression, as well as encouraging them to seek and take advantage of opportunities.

ActOne of Charles’ biggest challenges was senior leadership buy-in. He convinced BP leadership that BAME issues were relevant by finding an executive sponsor for PEN and regularly meeting with senior leaders. Charles also created a Network of Networks to connect with other minority support groups in BP, which gave him greater leverage when appealing for leadership support.

Charles instigated cultural awareness events within BP and educated employees about the various festivals and holidays celebrated by their colleagues and contractors. This ‘soft entrance’ into diversity and inclusion helped to increase staff engagement in PEN’s work.

ImpactPEN now has 550 members and receives support from senior leaders for its programmes supporting BP’s BAME employees.

Ethnicity is now a key area of focus of BP through the Diversity and Inclusion (D&I) department. Since BP’s CEO declared D&I a key enterprise priority in 2011, PEN has worked with the D&I team on a global ethnicity strategy. BP also now collects ethnicity-related demographic data in its global Employee Engagement Survey to allow for further research into BAME employees’ needs.

Sharing information around cultural celebrations has fostered an environment where open celebration of employees’ culture and traditions is now accepted and encouraged by senior leaders, and managers and leaders now highlight these events in their yearly calendars.

BP / Charles Thompson, Founder of PEN

Champion Award


MotivateHaving joined Citi as an intern on a similar scheme, and now business sponsor of the Citi Roots network, Amir believes strongly in continuing the company’s commitment to diversity for the next group of leaders. He feels that Citi must reflect the places and clients it does business with to be successful.

In 2012 and 2013, Amir asked Citi Managing Directors to provide internship placements within their teams in order to offer more opportunities to BAME 17-19 year-olds.

ActAmir engages senior leaders to take on BAME interns for Summer Internships and to participate also in the Citi Roots Mentoring programme, which provides mentees with at least two training sessions.

Amir self-funds provision of leadership books for attendees at Citi’s Business Skills Workshops for BAME students in London, and teaches a session in these workshops on Personal Effectiveness.

ImpactIn 2013 Amir obtained 10 paid Summer Internship places, up from four and six in previous years.

Over 60% of mentors have committed to the programme for more than one year, and 10 new mentors joined in 2013. Other senior managers are encouraged by Amir to be involved in Citi Roots activities, specifically the ‘Inspire and Lead’ series where Citi Roots members have unique access to key role models.

Amir has been a Citi Roots mentor for 10 years and has supported his mentees towards achieving success and visibility within the organisation. One of his recent mentees, who was promoted to Director level, mentioned that Amir’s support and guidance was instrumental to achieving the promotion.

Citi / Amir Karimi, TTS Client Operations Head, Business Sponsor, Citi Roots

Champion Award

MotivateAs Equality Champion for the Crown Prosecution Service (CPS), Peter provides strong visible leadership to the equality agenda, including race equality, by promoting an environment in which equality and diversity is actively supported, inappropriate behaviour is challenged, and where employee networks can flourish. In this influential role, he embodies the commitment of the CPS to be honest, fair and to treat everyone with respect.

ActPeter has engaged with a number of teams, senior leaders, trade unions and staff networks to help them pool resources and work together to raise awareness. He reinforces the leadership commitment to race equality by participating in a range of staff and community engagement activities which ensure the voices of BAME staff and communities are heard.

Peter launched the CPS People Strategy, which includes a strand of work to promote fairness and inclusion. He is an active senior sponsor of the National Black Crown Prosecution Association and provides valuable support to the Positive Action Pathway programme to ensure

a diverse pool of talent exists within the CPS. Peter personally endorses and encourages BAME staff to take part in these schemes from a senior level.

Crown Prosecution Service / Peter Lewis, Chief Executive and Equality Champion

Champion Award

ImpactThe CPS has seen positive improvements in BAME representation across all levels of the CPS.

The BAME talent pipeline is strong and as a result the representation of BAME men in senior management is expected to rise to reflect their wider representation in the workforce. Improvements in the management of employee relations have also contributed to higher levels of engagement and fewer complaints from BAME staff. Hate crime prosecutions have improved, and employment tribunals have decreased.

To ensure these positive developments continue, Peter has approved the revised CPS Diversity Strategy, incorporating behaviour & culture, leadership and accountability, talent management and representation, capability, and service delivery.


MotivateNigel aims to build an inclusive culture where employees are comfortable bringing their whole self to work, different perspectives are encouraged and everyone can contribute. As Sponsor, Nigel’s goal is to help the BAME Network add value to HSBC and increase its benefit to the organisation. His aims include articulating the importance and impact of diversity, role model inclusive behaviours and address resistance or barriers.

ActNigel has hosted numerous events for the BAME network including its initial launch where he leveraged his then position as COO of the UK Bank to attract a wide variety of senior leaders. He has continued to share the network’s progress and issues with senior leaders, which has led to increased BAME and non-BAME Network membership. Nigel also works directly with the BAME Chair in a sponsorship capacity to connect

with key stakeholders and drive the agenda, and works in partnership with Internal Communications to communicate activity.

ImpactThere is now a shift occurring within the organisation to own key actions to drive BAME diversity. BAME Network outputs are integrated into the overall UK Diversity & Inclusion Strategy and shared with all other UK employee networks as best practice, and alignment overall.

Since the BAME Network was founded two years ago, other sponsors are often referred to Nigel to learn and obtain best practice from him. As an inclusive leader, Nigel continues to lead the way in driving action that leads to more diversity at senior levels to address ethnicity.

HSBC / Nigel Hinshelwood, Chief Operating Officer for EMEA & Executive Sponsor of the HSBC UK BAME Network

Champion Award

MotivateSince the 1970s, black British pupils have consistently ranked at the bottom of league tables measuring academic attainment. The African & Caribbean Diversity (ACD) organisation understands that early interventions that take into account the personal, cultural, and social risk factors of the individual can make a positive impact on their future.

ACD’s Mentoring and Enrichment Programme aims to raise the academic attainment, career aspirations, and social mobility of pupils of African and/or Caribbean heritage in the Greater London area.

ActThe programme involves a yearly minimum of 10 workshops and 20 sessions with a corporate mentor, as well as company visits and residentials at Cambridge University. Students are equipped with the right information to make informed choices of GCSE and A-level subjects, understand what examination results are required and how one’s university choice can impact career opportunities, as well as exposure to commercial organisations.

Corporate mentors from London’s city-based companies tailor one-on-one sessions to meet the professional aspirations of each student. Mentors commit to two academic years, but many continue for the full four years, and some throughout university.

Parents are involved through introductory sessions, workshops, university visits, and opportunities to meet the mentors.

African & Caribbean Diversity / Mentoring and Enrichment Programme

ImpactOver 300 students have come through the programme:• 95% attained five GCSE passes.

(The 2013 average for Black/Mixed Caribbean students was 52%).

• 97% continued into post-16 education.

• 71% gained admission to university, with 27% graduating from a top 30 university.

• Over 90% of alumni are in employment, including 60% in competitive graduate recruitment programmes.



MotivateThe black underrepresentation at Oxford and Cambridge (Oxbridge) is a perennial issue. Oxford’s 2011 offer rates for white and black Caribbean applicants respectively was 24% and 18.9%. For Cambridge in 2013 it was 30.8% and 18.9% respectively.

In 2011 Rare set up Target Oxbridge, a community-led voluntary initiative to support black and mixed-black students with the potential to get into Oxbridge and experiences of educational, familial or socioeconomic disadvantage

The goal: to get every participant who wants to go to Oxbridge, into Oxbridge.

ActTarget Oxbridge demystifies Oxbridge and its application process for students and parents, and highlights the institutions’ academic, social and extracurricular opportunities.

Students develop personally and academically. Personal mentors and subject-specific mentors - Oxbridge alumni, many of whom are from BAME

backgrounds – give application guidance and interview preparation.

Current Oxbridge students, tutors and alumni help with campus visits, study seminars, tutorials, test masterclasses and weekly reading groups.

Each year, Oxbridge admissions staff give time to the programme. Each Head of Admissions spends one day with the Target Oxbridgers and their parents, shattering myths and securing parental buy-in.

ImpactTo date, five out of ten candidates reaching interviews received Oxbridge offers. Three of these were from Oxford University in 2013, representing 6.4% of the University’s declared black and mixed black admissions that year. Two of the candidates who received Oxbridge offers secured their places in 2014.

“Target Oxbridge showed me that if I put my mind to it, I could achieve.” Target Oxbridger 2013

Rare / Target Oxbridge

MotivateNational Grid is committed to enhancing its pipeline of BAME leadership talent, in line with the business’s ambitious eight year growth plan. A diverse workforce ensures an increased range of ideas to innovate and provide customer satisfaction.

National Grid monitors the percentage of BAME employees, per quarter, within all levels, for hires, leavers, promotions and workforce representation. These metrics highlighted a clear gap in BAME representation at senior level.

In order to increase the number of BAME senior managers, the Diversity & Inclusion and HR teams worked together to develop a programme to investigate and remove any existing barriers to BAME progression.

ActWorkforce metrics and understanding gained from interviews with a breadth of BAME employees about their career experiences, informed the development of targeted interventions including:

• Unconscious bias training for line managers and recruitment assessors.

• The recruitment team engaged specialist agencies.

• Launch of BAME development programme, Ambassadors of Perspective Integration, in 2012/2013 with progress reported to senior leaders.

• BAME cross-sector mentoring programme.

The HR and D&I teams collaborated with different internal business functions and external organisations to deliver these initiatives.

ImpactThe number of senior BAME managers went from one out of 160 (0.6%) in 2011, to three out of 167 (1.8%) in 2013.

The number of BAME managers increased from 69 managers out of 1,243 (5.5%) in 2011, to 81 out of 1,303 (6.2%) in 2013.

The overall BAME population increased from 7.8% in 2011, to 8.9% in 2013.

National Grid / BAME Leadership Pipeline

Developing Talent Award: Attraction Developing Talent Award: Attraction


MotivateEY’s race diversity goals are that at least 10% of new partners each year, measured on a rolling three year basis, are BAME (Black Asian and Minority Ethnic). We also aim to increase the diversity of the partner and director group by 1%. Currently 4% of partners are BAME and there are disproportionate attrition and promotion rates among BAME staff.

Career Watch was refreshed in 2013 and is now a structured two-year sponsorship programme targeting high performing female and BAME managers.

ActManagers on Career Watch are paired with a partner in their business, who is asked to sponsor them to senior manager level. In this way, a significant number of senior leaders are involved in building a diverse pipeline for the future.Each of EY’s four main service lines has a partner sponsor for Career Watch who

has been involved in selecting those on Career Watch, allocating their Watcher, leading introduction sessions and sending communications.

Career Watch also includes master classes to help build relationships, with topics including sponsorship and BAME careers. BAME master classes are run separately for Watchers and Watchees thus creating a forum to discuss ethnicity in the workplace.

In total we have 78 BAME managers on Career Watch whose careers are watched by 60 partners.

ImpactStaff on Career Watch are significantly more likely to retain or improve their performance rating, stay with the firm and be promoted.

In a January 2014 survey over 80% of Watchees said they would recommend Career Watch to others and more than half agreed it had increased their engagement with EY.

EY / Career Watch

Motivate9.4% of Affinity Sutton staff come from a BAME background but only 3.4% of directors are BAME. The Stance Cultural Diversity Network therefore set up the BAME Mentoring Programme to address this lack of representation.

ActThe BAME Mentoring Programme currently benefits four mentees, with each mentored by a senior manager or director. Each mentee completed a recruitment process and attended a mentee training programme to understand the programme’s remit. The mentors were selected via a formal application process and undertook a mentoring training programme before being matched with mentees by HR.

Progress is measured through monitoring take-up of the programme, sponsorship of mentees by their line managers and directors and visibility of the mentees, and is reported quarterly to the Diversity & Inclusion Steering Group who in turn report to the Group Executive Team.

ImpactTwo mentees have been promoted and the other two are actively seeking opportunities to advance their careers. Two mentees have also been elected Chair and Vice-Chair of the Stance network to shape future BAME programmes, including a role modelling initiative which will encourage mentees to develop leadership skills and become role models for junior BAME staff.

The Stance Cultural Diversity Network has committed to the programme for three years and is extending it to a second phase where the current mentees will become mentors. All the mentees have given inspirational feedback about their experience and how they had grown during the process.

Affinity Sutton / BAME Mentoring Programme

Developing Talent Award: Progression Developing Talent Award: Progression


Developing Talent Award: Progression Developing Talent Award: Progression

MotivateIn 2012, data analysis highlighted a low rate of Black Heritage employees in Morgan Stanley’s UK office compared to the wider population and a higher rate of attrition, particularly before reaching middle/senior management levels. Additionally, Black Heritage employees had lower performance ratings on average compared to other ethnic groups. The Diversity Team therefore set up the Jet Programme sponsored by the Diversity Action Council (DAC), which focused on giving Black Heritage employees the skills to improve their performance ratings and served to increase their engagement.

ActThe programme was attended by 56 Black Heritage employees for six months. It included developmental workshops, skill-building sessions, group mentoring sessions, role model panel discussions, a business insight session and networking events with senior leaders.

Focus groups were held with Black Heritage staff to develop the programme content. The DAC also

engaged with regional Division Heads and Management Committees to gain senior management support, which was vital to continually engaging participants. Managers and team members were encouraged to have open dialogue about participating in the programme.

Impact82% of participants rated the programme as very good or excellent, and the positive feedback has led to the programme being extended into 2014. Of those who took part, ten have improved their performance rating and six have been promoted.

Mentoring relationships have been established between junior and senior employees within and across ethnicity boundaries and there has been notable increased understanding from managers about how cultural background impacts individuals at work. The managers involved also became advocates for the initiatives due to witnessing participants putting what they had learnt into practice.

Morgan Stanley / Jet Programme


MotivateThe Embrace programme was set up to address low numbers of BAME staff in management and leadership positions. The programme aims to prepare administrative and first line manager (EO / O) grade staff for leadership roles and help them realise their career aspirations, with the goal to promote 50% of participants within three years.

ActHMRC used informal discussions to assess potential participants’ competence, passion for the programme and self-awareness. The discussions also sanctioned the use of external competencies to select candidates – a first for HMRC – and a one-day intensive development workshop for unsuccessful applicants to retain goodwill.

The programme is supported by 72 senior leaders who have volunteered as mentors. Their involvement provides a different perspective on how participants approach challenges and personal development. The senior leaders also sponsor the business improvement projects participants work on.

Managers have quarterly career conversations with participants and ensure participants are able to demonstrate their learning from the programme. To ensure managers could support participating staff, regional leads were put in place and the programme was designed so managers must commit to supporting staff after changing roles.

ImpactThe programme has grown from 20 places in its first year to 72 in 2014, and 15 participants have already been promoted or secured a secondment/level move. All the participants said they now feel more confident about their own skills and abilities.

HMRC has continued its dialogue with other Government departments and is also working with Civil Service Learning to share best practice.

HM Revenue & Customs / Embrace Programme /


MotivatePEN has 550 members across nine sites and aims to promote the representation, inclusion and advancement of UK-based BAME employees. It is an officially recognised Business Resource Group.

Half of BP applicants at graduate level are already BAME. However one of PEN’s aims is to widen the pool of minority STEM applicants to BP’s internship in order to exceed the current level of 15% new hires among the BAME population.

ActPEN has recognition and support from senior leaders, with an Executive Sponsor and two senior leaders on its leadership team. Specific department leadership teams have support for PEN included in their annual performance contracts.

PEN’s Widening Participation Programme is a one-week summer programme for first-year BAME STEM students (65 to date), providing training on resume writing, interview and presentation skills.

PEN’s mentoring programme is tailored to address barriers in mid to senior management progression for BAME employees.

Throughout 2013, PEN partnered with BP Shipping on a major project in Korea, identifying individuals with a Korean background or understanding of Korean culture who then lead workshops for employees heading to the region.

ImpactPEN has played an integral part in the increase of UK-based BAME employees from 6% in 2004 to 12% in 2012.

Ethnicity-related questions are now included in the annual BP Pulse Surveys, allowing employees to feedback on their work experiences.

PEN was consulted throughout the development of a BP Group 6-year organisational plan to address BAME issues – a testament to its influence and business relevance.

BP / BP Positively Ethnic Network (PEN)



MotivateEquality and Diversity and staff development professionals at the participating institutions were concerned about the lack of BME academics and researchers in senior roles, and a discussion about career development for BME academic staff led to the idea of a shared mentoring scheme using the five institutions’ resources. The B-MEntor programme was set up to help BME academic staff reach their full potential and enhance organisational and learning cultures. The scheme was made cross-institutional to respond collectively to the problem.

ActThe co-ordinators matched 25 pairs of mentors and mentees following induction and training workshops. The mentees all came from BME backgrounds whilst the mentors came from a range of backgrounds. When mentors and mentees have completed

the project they receive a letter from their project lead which can be used in appraisals and as evidence for promotion applications.

The programme was supported by a planning group of equalities managers from the institutions and a professional development manager, who contributed a budget to cover training and evaluation, with each university bearing associated staff costs. The close proximity of the participating institutions made collaboration easier.

ImpactFive mentors and 12 mentees said the programme had impacted on them, and all the mentors agreed they had developed their knowledge and mentoring skills.

The programme has now been independently evaluated and recommendations for improvements have been made, including a launch event, targeting mentors to ensure more specific discipline matches and networking opportunities for mentees.

Partnership of 5 organisations: Imperial College LondonInstitute of EducationKing’s College LondonQueen Mary University of LondonUniversity College London /B-MEntor


MotivateIn 2008, EY recognised that although it had many employees from a Far Eastern background, they had a higher attrition rate and a lower satisfaction rate than other groups. Yet the Far East region is a strategic market for EY.

EY had networks representing its Black and South Asian Employees, but none for employees from the 18 countries of the Far East. Far East Network (FEN) was initially established as an affinity network but has since extended its activities to align with EY’s global strategy which focuses on winning in the market and creating high performing teams.

ActFEN has three focus areas:• Markets: connecting our members

to the market.• High performing teams: personal

and leadership development to help members realize their potential.

• Affinity: reduce attrition through increased engagement.

FEN works collaboratively with EY’s international trade route teams and external partners to deliver market-focused events that are open to internal and external guests, and runs leadership and skills development events for members.

FEN has a senior partner sponsor experienced in working in the Far East who is accountable to the board for FEN’s work.

ImpactFEN’s member base has increased from 100 members in 2008 to 400 members today and is supported by two further partner sponsors from a Far Eastern background who champion FEN within EY.

EY’s Chairman consistently communicates to internal and external audiences his strong support for the work of FEN and other networks and their contribution to EY’s business strategy and diversity and inclusion goals.

EY / Far East Network (FEN)



MotivateCiti Roots is an inclusive multicultural network run by Citi employee volunteers. The network is 12 years old and has over 400 members. It aims to promote Citi as an employer of choice for existing and potential BAME personnel, and to raise cultural awareness in a multicultural organisation with a global client base.

The network is funded by the Citi Diversity Office, and activities run in parallel with and complementary to Citi’s HR diversity strategy.

ActCiti Roots is committed to supporting the retention and development of high potential BAME talent – through personal development, mentoring, networking and school outreach.

Senior endorsement is crucial to success. The Senior Business Sponsor and network champion is Amir Karimi, Managing Director, Global Head of Client Operations. He actively fosters internal and external partnerships with key stakeholders, directly engaging senior leaders to take on more BAME

interns every year and to become mentors. Multiple senior leaders from diverse backgrounds participate in these and other Citi Roots programmes.

Citi Roots hosts events to celebrate and raise understanding of different cultures amongst the Citi population. It collaborates with other Citi networks (such as Citi disAbility, Toastmasters and Citi Pride) - sharing budgets, ideas and delivery to maximise impact in changing perceptions around multiple diversity agendas.

Impact• Mentoring for minimum 20

mentees every year.• Networking, development and

awareness: 20 network events in 2013.

• Paid Internships: 10 places in 2013 for BAME students from London boroughs schools.

• Business Skills Workshops: minimum 20 students per year learn about CV writing, interview skills and personal effectiveness.

Citi /Citi Roots Network

Future Workforce Award: Large Organisation Future Workforce Award: Large Organisation

MotivateIn recent years BT’s BAME graduate and apprentice recruitment has remained static. The BTEMN School Mentoring Programme was therefore developed from the network’s successful internal mentoring programme, which also enabled EMN members to build on their skills and experience gained through the scheme.

ActThe programme was piloted in three London schools in 2012/3 to help Year 10 and 11 pupils fulfil their academic potential.

All mentors attended a workshop and coaching session and two further mentoring master classes were held to ensure they were fully prepared. Mentors were also given access to supporting material on the BTEMN website, and are made accountable through feedback in place with the schools. To help CEOs support mentors in their teams, mentoring was linked to BT employees’ three annual volunteering days.

BT’s apprentice team also visited the schools and students were encouraged to network with employees from various areas of the business.

ImpactThe three pilot schools gave positive feedback and requested a programme extension of one year. Following the pilot the programme has been extended to two more schools and in 2014/5 26 mentors will help 52 students through two mentoring sessions per term. BT is also looking into extending the scheme outside London and the programme is being adapted by the BT Women’s Network for community outreach.

In the 2012/3 academic year, every student involved achieved 100% success rate at GCSE level and all students passed their interviews for college places. The mentors have also gained from the programme by developing their mentoring skills and understanding of the issues the students face.

BT /BT Ethnic Minority Network (BTEMN) School Mentoring


MotivateBarclays’ aim to become the UK’s go-to bank means it must attract, develop and retain world class talent. With goals of giving one million people access to relevant skills to transition into work by 2015 and creating 2,000 opportunities for 16-24 year olds, the organisation must recruit, inspire and support BAME young people to reach their full potential.

ActThe Inclusive Talent Management programme involves examining recruitment processes to remove unintended barriers, from where programmes are targeted to training for recruiters and managers. It also includes ‘joining-up’ existing Citizen, Early Careers and Mentoring agendas, creating a variety of early talent pipelines and capitalising on existing partnerships.

Senior leaders have diversity performance targets underpinned by clear responsibilities and engagement expectations. Leaders also participate in community projects and lead mentorship circles for BAME employees,

and BAME candidates are mentored by business managers to develop their interview and networking skills.

Integrating diversity targets and aligning senior leaders around the programme also ensures that diversity and BAME targets receive the same attention as gender and allows open conversation around diversity targets.

ImpactSince 2012 positions have been created for 1,200 apprentices, 56% of whom are under 21.

45% of the 2013 undergraduate Spring Week class were from BAME backgrounds and there has been a 200% increase in offers accepted by BAME interns. The 12 BAME candidates enlisted on last year’s financial apprenticeship programme have successfully met standards and are fully integrated into permanent roles.

All Managing Directors and Directors now undertake continuing mandatory unconscious bias training, and ongoing leadership engagement and sponsorship ensures continued focus.

Barclays / Inclusive Talent Management Programme

Future Workforce Award: Large Organisation Future Workforce Award: Large Organisation

MotivateBAME employees have traditionally been under-represented in the energy industry. Part of Shell’s Diversity & Inclusion strategy in the UK is to raise awareness of STEM careers to BAME students and to build a diverse talent pipeline.

Since 2009, Shell has run a work experience programme in the UK for BAME students aged 16-21 through its African Network. The programme aims to increase the diversity of Shell’s workforce and give young people business experience in STEM careers.

ActStudents are placed into departments for a 2-3 week placement based on their interests and a dedicated ‘buddy’ helps them navigate the corporate environment.

Senior leaders encourage employees to host students and take on placements in their own team, giving the students direct exposure to leadership. They also promote the programme internally, alongside the African Network.

Shell seeks feedback from host teams and students, which is incorporated into the programme, and annually reviews the success rates of eligible students’ applications to Shell. Shell uses its graduate recruitment criteria to select Work Experience Programme candidates and delivers CV/interview workshops for students to increase their success rate in future employment applications.

ImpactFeedback from the students has been incredibly positive. Over half of penultimate year students have secured internships at FTSE 100 companies, including Shell, and alumni have been accepted at Russell Group universities. In 2012 over 20% of applicants to Shell internships declared they were from a BAME background.

The programme continues to grow with sponsorship and support from senior leaders, and in 2014 Shell is hosting 60 students in London and Aberdeen.

Shell /Work Experience Programme


MotivateAlthough the percentage of BAME civil servants has risen by more than half since 1999, parts of the Civil Service still have less than 5% BAME employees. The Whitehall Internship Programme therefore aims to increase awareness of the Civil Service as an employer of choice through day conferences for Year 9 pupils and two-week internships for Year 12 students.

ActThe internships include business-focused activities and support with university applications, including personal statement, interview and aptitude test coaching. All interns are given challenging and meaningful job roles such as working in the Foreign Office, Ministry of Defence and Deputy Prime Minister’s Office. Single points of contact from all departments support students and offer guidance through the internships.

The Civil Service worked closely with schools to develop the one-day events and ensure a diverse mix of students.

The programme includes activities such as testing the students’ knowledge of the Civil Service, a tour exercise and a speed-networking session.

ImpactSince the programme launched in 2011, over 300 children have attended one-day events. 218 young people have completed internships, with 91% wanting to work in Whitehall in the future, and there has been positive feedback from teams who worked with the students. Evaluation showed that the interns’ career aspirations had been raised and their workplace skills had improved.

Students who took part in the one-day event were more motivated in their studies and had a better knowledge of how to get a job in their preferred career. Teachers also reported that pupils had increased confidence and displayed a greater appetite for further opportunities.

Civil Service / Whitehall Internship Programme

Future Workforce Award: Large Organisation Future Workforce Award: Small Organisation


Motivate44% of social housing tenants work and 65% of Circle tenants receive benefits. Construction apprenticeships in London have also fallen and are unaffordable for many small and medium-sized enterprises (SMEs). This impacts negatively on Circle’s BAME residents.

The Enabling Enterprise programme delivers enterprise solutions to help SMEs create jobs and work opportunities that benefit local communities. It aims to create 500 new construction apprenticeships over ten years.

ActThe programme offers business start-up training to residents, supports SMEs to create jobs and apprenticeships, and creates enterprises to support the delivery of Circle’s services. Residents are engaged through the business start-up courses, jobs website and newsletters.

Circle set up a social enterprise in partnership with the Construction Industry Training Board to provide sustainable apprenticeship opportunities, which has so far delivered 9,709 employability interventions. The

Merton Training and Employment Centre will also support up to 500 people over three years, particularly among Merton’s BAME population.

Senior managers act as key strategic supporters and are also involved in events such as the ‘big boss swap’, when apprentices swapped roles with senior managers and directors across the organisation.

Performance and service delivery are monitored and evaluated regularly and the nine Resident Boards scrutinise the programme to ensure it meets local needs and suggest improvements.

ImpactIn 2013/14 Circle assisted 292 people into paid employment and 1,598 people into accredited training, and placed 496 volunteer into Circle Housing programmes and 92 people into work experience. Circle’s suppliers have also committed to employing one apprentice for every £500,000 spent, securing 280 apprenticeships over the next ten years.

Circle Housing Group /Enabling Enterprise

MotivateYFYA provides a careers event aimed at 7-23 year olds from BAME backgrounds to gain insights into science, technology, engineering and mathematics (STEM) careers with blue-chip companies. The rationale for YFYA came from an initial concept by Tunji Akintokun, a Director at Cisco to attract more talent from BAME backgrounds. The concept resonated in other organisations with BAME networks, which put their support behind YFYA. Now over 20 organisations are on board as partner sponsors each of whom wish to work towards overcoming this challenge with their own talent attraction strategies.

ActThe organisations involved in YFYA all have BAME networks with executive sponsors and network leads. To plan the event the organisations met weekly for six months, with support from sub-groups and a project management team.

Sponsorship and outreach to a wide range of networks and businesses has been key to expanding YFYA, including developing partnerships with SEO and incorporating services delivery partners.

Attendance at the careers day has also been increased through word of mouth, internal networks, volunteers and social media.

An evening event is held on the day of the YFYA event with an external STEM speaker and opportunities to review the event and network.

ImpactAttendance has increased from 350 pupils and 20 schools/colleges to 675 pupils and 80 schools/colleges in three years. Many attendees have also secured mentors, applied for internships and apprenticeships and secured graduate training programme places.

YFYA now aims to increase corporate and community partnerships in 2015 and double student attendance. They will also use their website to showcase case studies who have gained opportunities from attending and include details of internships and apprenticeships from member companies in a single portal.

Your Future, Your Ambition (YFYA) / Supported by Cisco



MotivateResearch shows students from under-represented BAME communities are not as well represented at top universities and lack the employability skills of peers from better-represented communities.SEO Scholars provides 750 outstanding GCSE and A-level students from low income backgrounds with support to achieve their academic and career potential. 88% of students currently supported are BAME.

ActStudents receive comprehensive support including mentoring, work experience, tailored university open days and year-round skills training, which are modelled on SEO’s university support programme, SEO Careers. SEO London targets schools with high numbers of students receiving the pupil premium in low income areas, and this earlier identification increases the impact of interventions.

Senior management from more than 25 partner firms work with SEO Scholars to deliver presentations and training, and almost 800 business professionals act

as mentors, speakers or trainers. The majority are SEO Careers alumni and over 20% of them have more than five years’ business experience or are in management positions.

SEO Careers alumni are instrumental in marketing SEO Scholars to students, teachers and parents, including attending partner schools presentations and parent seminars, mentoring Scholars and delivering training sessions. SEO London also works with university widening participation teams and SEO Careers partners in corporate law, professional services and investment banking.

Impact87% of Year 13 students secured a place at their first choice university, including 21% at UK top six universities. 71% of Scholars who are now at university are receiving further support from SEO Careers, including securing competitive first year internships with partner firms, and over 85% are volunteers with SEO Scholars or SEO Careers.

SEO London /SEO Scholars


MotivateAlthough research shows that state-educated students ultimately outperform privately educated students at degree level, young people from disadvantaged backgrounds are less likely to attend the most selective universities. Consequently independent school pupils are over-represented in the professions.

Generating Genius (GG) works to ‘level the playing field’ for state-educated students from diverse backgrounds by raising their aspiration and attainment. There are two programmes under the GG umbrella: Junior Genius (pre-16) and Uni Genius (post-16).

ActUni Genius students are members of an online network which packages and publicises bespoke activities and opportunities with stakeholders tailored to students’ individual interests. The platform also links to an app which notifies students about forthcoming opportunities.

Last year GG partnered with Barclays Investment Bank to deliver workshops for BAME Uni Geniuses, introducing them to the finance industry and helping them develop ‘soft’ skills such as presentation

and networking. The programme is supported by a mentoring scheme matching Uni Geniuses with Barclays professionals.

GG has also developed summer residential science camps for pre-16 students with support from top boarding schools.

The board and CEO are heavily involved in GG’s operations and use their influence to drive GG’s work forward. This has included arranging experiences for students, identifying and approaching potential contributors and establishing new industry partnerships.

Impact90% of students who participated in the Barclays programme progressed to university and 50% gained access to Russell Group universities. Student feedback also demonstrated the programme’s positive impact on the students’ networking skills, commercial awareness and confidence.

GG ‘alumni’ also volunteer on the Uni Genius Academic Tutoring Programme for the next cohort of GG students.

Generating Genius / GG Programme

Recruiting Diverse Talent Award Recruiting Diverse Talent Award

MotivateEversheds is committed to helping the next generation of diverse lawyers develop their talents whilst ensuring its workforce reflects that of its clients’ increasing diversity and internationalisation.

Eversheds Unlocked, started in 2008, gives underprivileged A-level students support to successfully apply to university and pursue a career in law. Students have mainly GCSE A or B grades, little or no family history of higher education and an aspiration for a legal career.

In 2012, Eversheds launched the Unlocked Academy to provide additional support through university and into a career in law for the most motivated Unlocked students. As tuition fees can be a barrier to entering the profession, the firm’s Charitable Trust offers a bursary for students most in need of financial support.

Eversheds has set targets for the number of Unlocked Academy students to secure training contracts at the firm.

ActThe Unlocked Academy provides each student with an Eversheds partner as a mentor, and quarterly activities tailored to their progress through university and into employment. The support continues until they graduate.

Eversheds partners, lawyers and clients participate in the programme, sharing experiences and acting as role models – and bringing Eversheds closer to its clients.

ImpactStudents from more than 60 different schools/colleges across the UK have completed the programme. To date, 35% of the students are BAME, as is one of the two bursary recipients.

The first Eversheds Unlocked alumna will begin her training contract with Eversheds in September 2014.

Eversheds / Unlocked Academy


MotivateBarclays and SEO have been working together since 2004 to improve the career progression of talented BAME students within the banking sector. Barclays’ aspiration to become the financial graduate employer of choice amongst BAME students led to a comprehensive review of its recruitment strategy in 2011. SEO provided significant input into this review and, as a result of the changes made, the firm has made huge strides in engaging with and recruiting the broadest BAME talent pool possible.

ActBroad scope with customised solutions for each division, including the Investment Bank which is notoriously difficult in converting BAME candidates into hires. Multiple senior managers are accountable for diversity and Barclays’ executive committee mandates that each Diversity Council sets KPIs for their unit.

Barclays’ assessment processes were enhanced to address factors which disproportionally impacting BAME candidates, including:

• Strength-based interviewing.• Mandatory unconscious bias

training for more than 8,500 MDs and Directors.

• Lifecycle-mentoring to prepare high potential BAME candidates.

As BAME candidates historically underperformed on commercial awareness and technical finance product knowledge, SEO provides BAME candidates interviewing at Barclays with comprehensive training on these areas along with mock interviews, coaching, and access to SEO alumni within Barclays. Once internships are secured, SEO continues to support BAME candidates through up to 100 hours of technical and soft skills training to ensure they are able to convert the internship opportunity into a full time graduate role.

ImpactAcross all talent programmes SEO has helped 120 students secure places with Barclays in 2014, significantly more than Barclays’ closest competitor. Hires of BAME candidates have doubled from 51 in 2013 to 107 in 2014, with BAME summer interns increasing by 51% from 100 in 2013 to 151 in 2014.

Barclays & SEO London /The Pursuit of Excellence


Hogan Lovells / Widening Access Programme

MotivateWith an international global client base, Hogan Lovells recognises the need for its people to reflect the diversity of the UK population as well as globally. The firm’s diversity figures are frequently requested when pitching for work.

The firm’s objective is to increase the number of trainees from a BAME background by increasing the number of BAME candidates selected for assessment days, and offered and hired onto summer vacation schemes and training contracts.

The Graduate Recruitment (GR) team’s Widening Access Programme developed a range of internal and external initiatives for this.

ActGR partners are accountable for the programme’s success and progress on BAME representation is reported quarterly to dedicated senior partner committees.

Lawyers and business service employees are involved with the delivery of programmes, including hosting student events focussed on employability and business skills. Senior partners also meet with candidates put forward by external partners.

A challenge is to increase the number of offers and hires of BAME graduates on the vacation scheme, a crucial element of the firm’s GR strategy. Unconscious bias training was delivered to all partners involved in GR interviewing.

ImpactImpact is being seen at all levels of GR. BAME students represent 35% of 2014 spring (first year law students) and 27% of summer (penultimate year law students) vacation schemes, and 14% of trainee solicitors hired in 2013.

Between 2013 and 2014, the number of BAME students offered a place on the vacation scheme increased by 5%, and students hired by 9%.



MotivateThe UK’s diversity gives a unique competitive advantage when operating overseas, yet the FCO has historically struggled to recruit staff from diverse backgrounds and is often perceived as being only open to white middle class males from Oxbridge.

In July 2013, it launched the BAME Campaign with the long-term objective of making the FCO more representative of modern Britain. It aims to improve the quantity and quality of BAME applications so that within three years the percentage of new BAME entrants reflects the wider BAME graduate population.

ActThe centre-piece of the BAME Campaign was a recruitment road show which took 55 voluntary members of staff to 28 universities over two weeks. About 50% of volunteers were senior officers, including those from BAME backgrounds – helping to challenge perceptions of the FCO.

The Campaign has strong senior endorsement and support, with senior leaders requesting regular updates via a Management board review.

ImpactMore than 2,000 students attended the road-show, of which approximately 40% were BAME. 97% of BAME attendees felt that the FCO would be a good place to work, and 91% plan to apply in the future. Encouragingly, three of this year’s graduate entrants attended a road-show event. The road show also forged strong relationships with 28 careers services, which continue to promote the FCO among their BAME students.

The FCO recognises the road show won’t result in immediate change as many students were in their first or second years at university.

Foreign & Commonwealth Office / BAME Campaign


MotivateNationwide’s Diversity & Inclusion Strategy has been consolidated into an overall culture and inclusion strategy that focuses on developing a culture of inclusion irrelevant of background or style.

Monitoring and Management Information informs the key performance indicators of this strategy, providing insight into BAME workplace experiences, progression, and representation at senior level.

Nationwide has set clear aims and objectives which are communicated by the Senior Management Team (SMT) across their business areas. This transparency helps colleagues, customers and service users understand the value of monitoring.

ActMonitoring throughout the employment cycle enables Nationwide to take targeted action by identifying and removing any barriers BAME employees may face in career progression. This

is supplemented by an Employee Self Service facility for employees to review and complete their own diversity details.

In 2013 Nationwide created a comprehensive Management Information pack, which is produced three times per annum and shared across the entire organisation. Each work stream has a SMT member who is then accountable for developing and delivering a targeted Ethnicity Action Plan for their work stream, working with the D&I team to support progress and ensure that line managers, talent managers and wider colleagues are engaged.

ImpactThe 2013 Management Information pack highlighted progression for BAME employees as a priority area. Employee focus groups were held to understand the landscape and these resulted in the creation of an Ethnicity Governance Group, chaired by an Executive Sponsor, making each business area accountable for progress through a bespoke divisional Ethnicity Action Plan.

Nationwide Building Society / Equality Monitoring



MotivateImperial College London’s monitoring and evaluation has been ongoing and developing since 2002. Its equality monitoring reviews recruitment and selection processes, promotions, retention and talent management and development programmes.

It recognises that it currently has an under-representation of BAME employees, who are also more likely to be on lower grades and is committed to addressing this issue.

ActMonitoring of BAME staff data is integrated into multiple initiatives including: the Annual Equality and Diversity Report; HR and College-wide staff surveys (which take place every three years); a pay review group; pay gap review; and BAME staff mentoring.

BAME data is evaluated for attraction, recruitment and progression, including participation in internal training and development programmes, and used to map the trends and any gaps.

Data is reported to and analysed by an Equality and Diversity Committee, chaired by Vice Provost Professor Debra Humphries, which includes representation from senior leaders and managers across all services, functions and staff groups. All senior staff members must also report their equality updates to the Provost’s Board.

The data and initiatives are shared with and consulted on by Imperial as One (IAO), the College’s Race Equality Advisory Group and BME staff network.

Impact• Annual Equality and Diversity

Reports are published online.• Increased number of BAME

staff attending internal training and development programmes.

• Implementation of Academic Diversity Task Force Report, to increase diversity of recruitment pools.

• HR incorporates BAME employment trends into Continuing Professional Development days.

Imperial College London / Equality Monitoring

Transparency, Monitoring and Action AwardTransparency, Monitoring and Action Award

MotivateThe equality monitoring process supports one of the University’s key performance indicators to increase the number of BAME staff at a senior level.

The process, which includes attraction, recruitment and promotion of BAME staff, has been mainstreamed into the University’s planning and accountability cycle since 2008 – after BAME staff network raised the issue of a lack of BAME staff in senior positions with the Vice Chancellor.

ActThe University’s senior management team monitors and analyses BAME staff data on a yearly basis through the Annual Performance Review, and progress is checked mid-year. The University also conducts an annual equal pay audit that analyses the pay of BAME staff.

Senior managers of each operational area must report on their BAME equality data (recruitment, promotions and staff profile), explain any identified issues and produce an action plan on how they intend to address them. A committee of senior managers scrutinise the biennial staff survey results, including by BAME employees, and report back to each area of the University to feed into action plans. This helps the University to target specific areas that may not be doing well, and to learn good practice from those areas that are progressing.

ImpactBetween 2010/11 – 2012/13 the University saw a 23% increase in the number of BAME staff in senior positions.

The latest survey results showed no difference between ethnic groups in relation to their work environment; their views of the University as a place to work; and the development opportunities available to them.

University of Manchester / Equality Monitoring


MotivateCuts in funding to local authorities and the scaling back of accountability structures diminish our understanding of how these changes affect ethnic minorities.

The Race Equality Scorecards produce easily understandable data and information that broadly outlines the life chances for ethnic groups. Over two years, Runnymede produced the first Race Equality Scorecards in London, one each for the Boroughs of Croydon, Kingston and Redbridge.

ActThe project required engagement from senior leaders and officials, community organisations and the local authority in all three Boroughs.

Runnymede worked in partnership with Councils, MPs, local authorities, service providers, community organisations and citizens in each Borough to identify relevant ethnicity data and build the scorecards.

Senior team leaders within the local authorities and service provider managers were asked to respond

to the findings within the scorecard. Runnymede held local and national events to present the scorecard findings, providing an opportunity for the wider community to question those responsible for the policies and services.

ImpactThe project helped local authorities fulfil their Public Sector Equality Duty and to assess and review their race equality policies and practices. Other local authorities have used the research to inform their policy papers.

The scorecard enabled BAME communities to enter into meaningful dialogue with their local authority, and help identify local priorities for race equality.

Outcomes include:• Three organisations have

improved engagement with local citizens and local decision-makers.

• 900 individuals have greater awareness of racial inequality in their locality.

• Local decision-makers now take issues of race equality into account.

Runnymede Trust / Race Equality Scorecard: Croydon, Kingston and Redbridge

Ozzie Clarke BinnsValerie Okoampah Yasmin Greenaway Xixi Richter

Karl Jackson Kofi Siaw Liam Hand Marcel Reid Maryam HussainMustafa Mohammed

Alec Ashley Ashleigh Ainsley Abu Nakudu BeAnna Davis Camilla Yahaya Jacob Sakil

“At EDF Energy we are passionate about diversity and inclusion and we believe that creating a culture that values the talents, skills and abilities of all our employees benefits them, the business and our customers. This is why we are delighted to be a supporter of the Race for Opportunity Awards Gala Dinner 2014. The evening highlights the importance of

strong leadership and pools together our collective knowledge of what works to improve equal access and progression. I hope that all attendees learn from the best practice shared here tonight and use it to create more inclusive workplaces that will contribute to a strong and fairer economic future for us all.” Janet HogbenChief People Officer, EDF Energy

We are grateful to EDF Energy for their continued support of the Race for Opportunity Awards Dinner.

Youth Advisory Panel Members

A Word from this Year’s Supporter


Google (Chair) Adrian Joseph, Director, Customer Solutions and Innovation

Anne Watts CBE, Independent Advisor

ASDA Stores LtdSteve Smith, Chief Marketing Officer

Barclays Commercial Bank Kashif Zafar,Co-Head of Global Distribution

BT Group Tony ChanmugamGroup Finance Director

Race for Opportunity Board MembersBritish Army Colonel Mark Abraham OBE,Chief of Staff Support Command

EDF Energy Peter Prozesky, Continuous Improvement & Operations Support Director

Nationwide Building Society Graeme Hughes,Group Distribution Director

Northern TrustAmelia Ventura, EMEA Head of Compliance Assurance

PertempsCarmen Watson,Chair

PwC plcPaul ClealPartner, Government & Public Sector Leader

Sainsbury’s Supermarkets LtdDeborah Dorman,Head of Engagement

Shell UK LtdTrui Hebbelink, Vice President Human Resources UK, Ireland, Nordics & South Africa

Transport for LondonAndrew Quincey,Director of Commercial

Accenture

Asda Stores Ltd

Barclays Bank Plc

British Army

BSkyB

BT Group

Crown Prosecution Service

Deloitte LLP

Deutsche Bank AG London

EDF Energy

Environment Agency

Financial Services

Compensation Scheme

Google UK Ltd


Home Office

HSBC Bank

J Sainsbury Plc

Ministry of Defence

Ministry of Justice

MITIE Group

National Grid

Nationwide Building Society

Northern Trust

Pertemps

Public Health England

PwC

Royal Air Force

Royal Navy

Santander UK

Shell UK Ltd

Transport for London

Race for Opportunity Champions


Jack Petchey’s “Speak Out” Challenge! is a programme run by Speakers Trust and funded by the Jack Petchey Foundation.

It believes everybody should have the skills, confidence and desire to speak in public, and is

dedicated to helping people of all ages and levels achieve this.

It is a registered charity, and works in partnership with the not-for-profit and social enterprise sectors – from prisons to schools, charities and community

groups. Jack Petchey’s “Speak Out” Challenge! is available to every state secondary school in

London and Essex.

“As a leader one must sometimes take actions... whose results will not be known for years to come.”

Nelson Mandela(1918 - 2013)

Business in the Community137 Shepherdess WalkLondon N1 7RQ

T +44 (0)20 7566 8650E [email protected]

www.bitcdiversity.org.uk

September 2014

Registered details: 137 Shepherdess Walk, London N1 7RQ.Registered Charity No: 297716. Company Limited by Guarantee No: 1619253. Designed & produced by itslikethis.co.

race for opportunity annual dinner 2014 · 6 race for opportunity awards 2014 case study booklet...

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