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Case Study Booklet

Generouslysponsored by:

RfO Annual Awards

“If you can’t fly then run, if you can’t run then walk, if you can’t

walk then crawl, but whatever you do you have to keep moving

forward.”Martin Luther King Jr

Race for Opportunity Awards 2013 Case Study booklet2

Welcome to the 2013 Race for Opportunity Awards Dinner! The work of Race for Opportunity has never been more vital. I am particularly proud of the progress we have made over the last year in 3 areas: • The RfO Youth Panel reviewed the

DWP Youth Contract and presented the results to the Minister of State.

• We published the key statistics on the business case for race, with our regional factsheets.

• Today, as a part of our dinner celebrations, we are launching our mentoring hub on the RfO website, to support young people into work and accelerate BAME progression.

Fairness in the workplace is socially right and also makes good business sense. For example, the consumer spending power of Britain’s ethnic minorities is more than £300 billion p.a., and research has shown that diverse teams improve decision making and that the average return on equity is 66% higher if the Board is diverse. That is why so many of our leading organisations are members of Race for Opportunity.

The array of case studies in this booklet showcases real leadership across many organisations. Congratulations to all the winners and the short listed organisations and thank you to all of our guests, partners and supporters who help to make the campaign a success. This is not about philanthropy – it is sound business judgement. Enjoy the evening!

Adrian JosephDirector, Search Advertising, Northern & Central Europe, GoogleChair, Race for Opportunity

Foreword by Adrian Joseph

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Race for Opportunity Awards 2013 Case Study booklet4

Introduction by Sandra Kerr

Welcome to our 2013 awards dinner. This year’s theme of Leadership has been chosen because we know that, to make real change for Black Asian and Minority Ethnic (BAME) people in UK businesses, senior leaders need to engage and sponsor. Culture, priorities and tone are set from the top.

2013 so far has been a great year for Race for Opportunity. We have published our latest set of regional factsheets, giving organisations the data they need to make the case for change. Our board continues to offer outstanding leadership, taking forward work on youth unemployment, mentoring, sponsorship and race on boards I have been working closely with the Department for Work and Pensions in my capacity as Chair of the Ethnic Minority Employment Stakeholder Group.

It is hard to believe that it was at this event last year that we introduced you to the Race for Opportunity Youth Advisory Panel. They have made such a huge contribution to our work, including speaking at the Unemployment Debate at Responsible Business Week which is leading to the production of the business cards for young people in your awards

booklet. They are an outstanding group, and we look forward to them achieving great things in 2014.

The case studies in this booklet reflect some of the flagship work our members and friends are doing. I believe leadership is of vital importance. I believe that real and sustainable change is only possible with dynamic and effective leadership – thank you to all of you working so hard to provide that leadership to achieve diversity and inclusion in the UK workforce.

Sandra Kerr OBENational Campaign DirectorRace for Opportunity Business in the Community

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Contents

Awards CriteriaAwards JudgesAwards Categories and Finalists

Champion Award

Collaboration and Partnership – Value Chain Award

Developing Talent Award

Employee Network Award

Future Workforce Award – Public Sector

Future Workforce Award – Private Sector

Recruiting Diverse Talent Award

Transparency, Monitoring and Action Award

Race for Opportunity Board MembersRace for Opportunity ChampionsYouth Advisory Panel MembersA Word from Our Sponsors

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Awards CriteriaOur independent judges were drawn from a wide range of organisations representing both the public and private sectors and NGO’s. The judges were looking for innovation and for evidence of real impact within each submission. The entries were judged against the following criteria:

Collaboration and Partnership Award - Value Chain Award

For a programme or initiative aimed at addressing race/ethnicity equality, diversity and inclusion by working in collaboration with clients, customers and/or suppliers from the same and/or diverse sectors.

Shortlisted companies:National Grid, Royal Air Force, Transport for London


For a programme or initiative which can be actively linked to developing the skills and talents of your BAME workforce and/or widening the talent pool of future leaders with high potential from diverse backgrounds through one or more of the following: • talent strategies and talent pipeline

management • leadership development initiatives or

programmes• mentoring and/or coaching• recognition and reward• promotion and sponsorship • retention strategies.

Shortlisted companies:Crown Prosecution Service, EDF Energy, HM Revenue & Customs

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 but who has shown leadership and a personal passion in this area.

Shortlisted companies:Microsoft, MITIE,PwC, Shell

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For a private or public sector organisation, with a race or cultural diversity employee network.

Shortlisted companies:EDF Energy, HM Revenue Customs

Future Workforce Award

This award recognises employers that are addressing the talent pool challenge by taking action to improve and enhance the employability skills and raising the aspiration and attainment of young BAME people by: • building sustainable partnerships

with schools, further education colleges and/or community organisations for young BAME people up to 24 years

• bridging the gap between the classroom and the world of work, by creating inspiring learning and development opportunities.

Shortlisted companies:Public: BBC, Homes for Haringey, Royal Air Force Private: Sky, EDF Energy, Microsoft, Rare


For a programme or initiative that widens the pool of BAME talent entering the workforce. This can be activity linked to outreach, attraction, assessment, interview and/or recruitment. Internal and external partnerships including universities/colleges, charities and/or other organisations.

Shortlisted companies:Barclays, Clifford Chance, TeachFirst


For a programme or initiative that recognises best practice in organisations that are leading in monitoring and evaluating the attraction, recruitment, progression, development, employee engagement, appraisal/performance ratings and retention of BAME employee in their workplace. This category is looking for organisations that are monitoring on some/all of these areas and are sharing this data with senior leaders and/or networks to inform programmes/initiatives to support BAME equality.

Shortlisted organisations:Coca Cola Enterprises, EY, Home Office

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The Judges

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

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Marc RomainMD, Co-Head Fixed Income, Currency & Commodities IB OperationsBarclays Capital

Dr Kathlyn WilsonSenior Lecturer In Organisational Behaviour, University Of Bedfordshire Business School

Brigadier Mark Abraham, OBEChief of Staff, Support CommandBritish Army

James SmithChairCarbon Trust

Dr Elizabeth HenryNational Advisor Minority Ethnic Anglican ConcernsChurch of England

Janet Hill Director, Diversity & EqualityCivil Service

Dale Simon, CBEDirector of Public Accountability & InclusionCrown Prosecution Service

Professor Monder Ram, OBEDirector, Centre for Research in Ethnic Minority Entrepreneurship (CREME), University of Birmingham

Peter ProzeskyContinuous Improvement and Operational Support DirectorEDF Energy

Mark McLaughlinDirector of FinanceEnvironment Agency

Fleur Bothwick, OBEDirector of Diversity & Inclusive Leadership for EMEIAEY

Judy GreevyDeputy Director, Diversity and EngagementHMRC

Race for Opportunity Awards 2013 Case Study booklet

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Ravi Chand CBE, QPM, Chartered FCIPDHead of Capability, Talent and DiversityHome Office

Pam FarmerIndependent Consultant

Dennis GissingIndependent Consultant

Alan SmartIndependent Consultant

Anne Watts, CBEIndependent Advisor

Hugh Harris, CBEConsultantLondon First

Cecil EdeyManaging DirectorMinority Share Limited

Graeme HughesGroup Director, DistributionNationwide

Pamela HutchinsonChief Diversity & Inclusion Officer EMEA & APAC, Corporate Social Responsibility, Northern Trust

Carmen WatsonChairPertemps

Dr Omar KhanHead of Policy ResearchRunnymede Trust

Paul MillikenVice President, Human Resources - UK/Ireland, Nordics & South Africa Operations, Shell International Ltd

Dr Marie Stewart, MBEDirectorTaylor Stewart Associates

Collette Cork-hurstNational Officer for EqualitiesUnite the Union

Valerie Stevenson, Chartered FCIPDExecutive, Transition and Wellbeing CoachVS Coaching


MotivateJacky Wright is a Vice President in Microsoft IT, and one of the most senior women of colour in the technology industry. Her career has spanned a variety of renowned companies, and she devotes significant time and energy to supporting the BAME community even as she manages a global business.

As with many others, Jacky has faced challenges throughout her career, and has had to expend extraordinary effort to demonstrate her capabilities. Rather than being discouraged by adversity, she has leveraged these opportunities to build her strengths, and is committed to helping others overcome similar obstacles.

ActShe shares lessons learned with the BAME community to help foster a sense of inclusion and create confidence that one can draw inspiration from in the most challenging circumstances.

Using her platform at Microsoft, Jacky inspires BAME youth to pursue STEM education and careers. In this capacity, she actively supports various organisations such as the ‘Year Up’ program, numerous affinity leadership conferences, Microsoft’s DigiGirlz program and many other venues. She also seeks to build strong connections between her global professional community and BAME youth.

Jacky forges key partnerships with NGOs such as the Africa Leadership Academy to help design and develop the Afrika Academy initiative.

ImpactAs evidenced by her inclusion in the Power List 2013 and Savoy’s list of “Most Influential Women in Corporate America”, Jacky is widely recognised as an inspirational role model and someone who advances the BAME agenda on a global scale.

Microsoft / Jacky Wright

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Champion Award


MotivateComing from a background of one of only a handful of white students in an inner-city school, Gary witnessed first-hand, the unfair treatment of many of his ethnic minority friends. Whether out driving or applying for an engineering apprenticeship, Gary noted his friends facing many more challenges than he faced himself.

Having developed a highly diverse team within MITIE’s engineering business, Gary was a founding member of the Diversity Steering Group in 2010 and has since demonstrated authentic leadership in the race agenda.

Key to Gary’s personal and professional agenda is the need to recruit and retain the best talent and have a passionate team dedicated to deliver client and organisational corporate and diversity objectives.

ActAs a Board member of Association of Black Engineers (AFBE), Gary promotes the Making Engineering Hot (MEH) campaign to encourage young BAME people into engineering and volunteers himself and his team to support Black History Month, careers fairs and work experience opportunities.

ImpactHaving come out as gay at work as a senior engineering manager working on site in a male dominated environment, Gary is an excellent role model.

Championing racial diversity involves being prepared to challenge some traditional values and assumptions which could be problematic in a traditionally white male engineering environment. Gary overcomes this through his hands-on leadership approach.

MITIE Technical Facilities Management / Gary Zetter, Operations Director

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Champion Award


MotivatePaul Cleal leads PwC’s Government & Public Sector (G&PS) business and is a former Board Member of the firm.

Paul’s motivation in championing BAME equality, diversity and inclusion is based in personal experience. Coming from a Cameroonian family, he grew up in London with an awareness of the gap between the “haves” and “have-nots”. He wants to engage, educate and empower all to be the best they can be, helping PwC create a culture that does the right thing for its clients, its people and its communities.

ActPaul was instrumental in establishing the Multicultural Business Network (MBN) and recently established the Africa Business Network (ABN).

He has used his influence and leadership to implement diversity monitoring of ethnic minorities, supporting targets and sponsors for high potential ethnic minorities and advocating the firm’s work on unconscious bias. He is a visible role model using diverse experiences to mentor 20 people, in 12 months.

As a member of the Government’s Social Mobility and Child Poverty Commission, Paul acts as a social mobility advocate raising awareness among senior leaders of the issues and the need to broaden the talent pool.

ImpactWhen Paul first became involved with diversity the firm didn’t monitor ethnicity. Now PwC have a 93% disclosure rate and have increased the number of BAME partners and directors from 89 in 2009 to 114 now.

PwC / Paul Cleal, Partner, Government & Public Sector Leader

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Champion Award


MotivateHaving recognised the need for more senior Black role models within Shell, Mavis co-founded the Shell African Network (SAN) in 2001 for employees of African and/or Caribbean heritage. Her determination to engage senior leadership and to seek out innovative approaches to meet the Network’s objectives has enabled SAN to assume a strong position of influence within the company.

ActFor the past 12 years, Mavis has provided governance and leadership across SAN’s activities, which include extensive mentoring programmes (including 1-2-1, virtual and Face-to-Face strands), development workshops, work experience programmes and a series of events during Black History Month (BHM). Mavis’ innovative approach is highlighted through the way she has utilised the event as a platform to explore Shell’s business growth in Nigeria and Ghana and brought together Shell’s Asian and Women’s Networks to address topics such as ‘Minority Women in Seniority’.

ImpactMavis’s contribution to building an inclusive working culture within the organisation has improved the retention of BAME staff. Shell has seen a 7% increase in its UK Diversity & Inclusion index between 2010 and 2013, as indicated by the company’s annual global employee survey.

The structure and best practice developed at SAN has led directly to the establishment of other networks both inside and outside Shell. Shell’s external image and business relations have received tangible benefit through SAN events, as Shell has become recognised as an employer of diverse talent.

Shell / Mavis Oti-Amankwah

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Champion Award


MotivateONE is National Grid’s ethnic diversity network. It has run two projects with two partnerships, one with The Network of Networks (TNON), a London based network of organisations’ ethnic minority networks, the other a partnership with Warwickshire County Council, to sponsor the Black History 2012 exhibition which travels to Warwickshire schools.

This work was motivated by National Grid’s commitment to delivering engagement and productivity for all employees, attracting and retaining the talent required for its growth strategy, and building its external reputation.

For National Grid, securing its talent pipeline through creating a more diverse workforce is vital. STEM subjects are critical to the future industrial competitiveness of the UK and some ethnic minority groups attain significantly below the national average in these subjects.

ActThe partnership with Warwickshire County Council aimed to address this issue by building on National Grid’s existing company Education and Skills programme by focusing on BAME people, introducing National Grid’s STEM learning to schools in Warwickshire boroughs to leave children with a positive experience of working with science and Black science role models.

National Grid also worked with TNON to organise an event called ‘Your Future, Your Ambition’ in Stratford, east London.

ImpactOver 350 school children gained an insight into Black Science history and role models, and learnt about National Grid.

The projects provided great opportunities for members of National Grid’s ethnic diversity network to lead on high profile work on behalf of the organisation.

National Grid / ONE – Inspiring the next generation of diverse talent

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Collaboration & Partnership Award - Value Chain Award


MotivateBAME representation in the RAF remains considerably lower than in UK society, and improved recruitment is the highest priority on its diversity agenda.

Raising awareness of the RAF’s excellent career paths is hampered by enduring misconceptions of the organisation that become barriers. The RAF faces a particular recruitment imperative with 50% of the workforce in engineering specialisations.

The Schools Road Show is there to reach students facing specific obstacles on their journeys through education into employment, to challenge stereotypes, increase STEM awareness and position the RAF as a future employer of choice.

ActThis STEM education in theatre initiative, supported by interactive workshops, associated curriculum support resource and national competitions will engage with 25,000 students and their teachers in 2013. Students eligible for Free

School Meals form the core target group. Supported by the Royal Academy of Engineering and assisted by the Transformation Trust and the Engineering Development Trust, this initiative demonstrates the feasibility of multiple collaborations between partners with shared diversity objectives.

The Schools Road Show enthusedstudents about maths and science and raised awareness of STEM careers, as well as providing teachers with engaging curriculum support and careers information.

ImpactOver 100,000 students and teachers have been reached to date, and the RAF is on track to exceed the 2013 target of 25,000 students and their teachers. This has achieved a positive image of the RAF amongst target audiences, and has helped the RAF to achieve a better understanding of challenges faced by schools in deprived areas.

Royal Air Force / Schools Road Show (RAF/BAE Systems and Royal Academy of Engineering)

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MotivateIn 2008 TfL commissioned an industry study with the Department for Transport– Project Brunel – highlighting severe skills shortages in the transport industry with the average profile of an engineer to be white, male and fifty five.

TfL is committed to increasing the competency and capability within its supply chain, whilst ensuring that long term unemployed and underrepresented groups such as BAMEs are able to access apprenticeship and employment opportunities arising from TfL works.

ActTfL developed a pilot programme with the six London Work Programme primes. All six primes agreed to work together as one, foregoing individual company processes to agree to a collective and coherent approach for TfL and its suppliers to access work programme candidates.

TfL harnessed its significant supply chain network to identify upcoming vacancies. In turn, the primes jointly funded a position hosted by TfL to operate as an impartial recruitment coordinator for the work programme.

This pilot provided TfL suppliers with a bespoke recruitment service providing one point of access to the primes, and enabling large numbers of unemployed BAME’s to access employment opportunities.

TfL / London Work Programme Partnership

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ImpactTfL committed to creating 200 jobs through its supply chain. This was exceeded with access provided to 240 jobs in Year One.

112 long-term unemployed Londoners began sustainable employment of which 40% BAME.

TfL has been able to share best practise of this approach with other industry partners and public sector commissioning bodies. Year 2 funding has been agreed.



MotivateDeveloping the BAME Talent Pipeline is part of the CPS people strategy. This is being done through a range of programmes designed to build confidence and level the playing field.

The programmes are: The Anthony Walker Bursary Scheme (AWBS); Positive Pathways; Coaching2; Aiming Higher Mentoring Programme (AHMP) and the National Mentoring Programme. The above programmes have delivered excellent outcomes, building confidence and improving the skills needed by BAME people internal and external to the CPS to progress. These programmes support the CPS’ People and Succession Planning Strategy and to assist the organisation in meeting its duties under the Equality Act 2010. They also make good business sense.

ActSince 2009 over 150 BAME staff have been recipients of coaching and mentoring and scores of staff have mentored BAME young people through programmes such as Aiming Higher and the National Mentoring Consortium. Some of the initial challenges faced in the development of these programmes

were explaining the business case and the importance of creating a level playing field to colleagues who did not understand the merits of having targeted development programmes. This has been overcome by the organisation through strong leadership from the Chief Executive as Diversity Champion, and through the promotion of the mentoring and coaching programmes by many of the senior BAME staff who attended the targeted development programmes and act as advocates.

ImpactThese programmes have had a significant impact on widening the talent pool of potential BAME future leaders both inside and outside the CPS. In acting as mentors BAME staff have developed mentoring and coaching skills that will assist them to become better managers and future leaders.

The Employment Engagement Index (EEI) has increased significantly for BAME staff. Between 2009 and 2012 when these programmes were introduced the Employee Engagement Index for BAME staff has gone from -3% when compared with overall staff to +5%.

Crown Prosecution Service (CPS) / Developing the Talent Pipeline

MotivateIn 2011 Engagement Survey results in Nuclear Generation Central Technical Organisation (CTO) were low for BAME employees so the BAME network in collaboration with the CTO leadership team ran a focus group to understand results. A decision was taken to pilot a Mentoring Scheme to improve engagement levels, skills and talents of BAME colleagues.

ActThere were three key stages: pre-mentoring, selection process, delivery & post delivery.

In the pre-mentoring phase, objectives, success measures and the mentee selection criteria agreed, alongside training needs being assessed for mentors and mentees. The selection process saw CVs, questionnaires and development plans being reviewed and

scored by the operational sponsor and the BAME network team. BAME engineers and scientists were then matched with their mentors. To ensure effectiveness and support, coaching and training was provided to mentors and mentees. Mentees are being tracked using the talent management system to measure progression and development.

Impact80% of mentees that applied for the Emerging Talent Scheme were successful. Employee Engagement Survey results for BAME employees increased in the Central Technical Organisation where the mentoring scheme was run. 100% of mentees have maintained their relationship with their mentors and would recommend the scheme to their colleagues.

Mentees also gave back to the company by developing an “unwritten rules” for development leaflet which is available to employees, new starters and students. The pilot mentoring scheme will now be rolled out further due to its success.

EDF Energy / BAME Mentoring Scheme

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MotivateThe Embrace Programme is HM Revenue Customs’ first positive action (career management) programme which was set up to support 20 staff from Black, Asian and Minority (BAME) backgrounds at Administrative grades to meet their career aspirations.

The Programme was set up because the Personal Tax (PT) operational group is made up of approximately 29,000 staff but has the lowest number of BAME staff at first line management grade (Band O) compared to the rest of the organisation. The Embrace Programme seeks to address BAME under-representation and create a workforce that represents the local communities HMRC serves.

ActThe objectives of the programme are:1. To address BAME representation2. To build leadership capability of

participants on programme3. To raise awareness of the

professional challenges that face BAME staff

4. To meet participants and management’s learning objectives.

ImpactThe impact of the programme is clear. After four months 15% of participants have already been promoted into higher grades.

All programme participants have stated they feel more confident about their own skills and abilities and have already demonstrated new competencies making them more competitive for job roles.

At least 50% of managers and mentors have identified evidence of leadership in those that they manage and mentor.

The success of the programme has generated HMRC interest and plans are currently being drawn up to scale up the programme and take the programme into other parts of the organisation.

HM Revenue Customs, Personal Tax Directorate / The Embrace Career Management Programme

The Embrace Programme also endeavours to make HMRC workplaces more inclusive.

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MotivateThe BAME Network was established in November 2010 as an evolution of the African and Caribbean network with a strong business focus and delivery plan aligned to EDF Energy’s Diversity and Inclusion strategy. The Network has a formal structure with work streams, senior business champions and a sponsoring Director.

ActThe Network grew its membership from 25 individuals in 2010 to over 200. It gained company sponsorship for the documentary “The Story of Lovers Rock” to develop stronger links with employees and customers from minority backgrounds. The movie was shown to sell out audiences in over 58 cinemas across the UK.

The network developed a pilot mentoring scheme for BAME Engineers and Scientists. Mentees were mentored

by the Chief Technical Officer and his leadership team. To ensure effectiveness and support, coaching and training was provided to mentors and mentees.

The Network also gained company sponsorship for an Indoor Athletics Challenge with 6 Colleges in the Olympic Boroughs. 60 athletes were coached in track and field sports by Olympic coaches and competed in a grand finale in March 2013 at Lee Valley Indoor Athletics Centre.

ImpactOver 60% of athletes surveyed said the Indoor Athletics Challenge improved their life skills such as punctuality, team work, desire to help others succeed and self-belief. Employability workshops have been run for over 130 students.

80% of mentees that applied for the Emerging Talent Scheme were successful. Employee Engagement Survey results for BAME employees increased in the Central Technical Organisation where the mentoring scheme was run.

EDF / EDF Energy Black, Asian and Minority Ethnic (BAME) Network


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MotivateInspired and led by BAME women of all grades; the BAME Women’s Network (BWN) recognised the negative impacts of continual improvements involving workforce downsizing, carrying the risk that BAME representation will decrease disproportionately. They pushed to support people from under-represented groups to seek career progression by designing and delivering innovative development initiatives and worked in partnership with the department to collect data and commissioning research to understand barriers for BAME progression and underrepresentation of BAME employees in Senior Civil Service feeder grades.

ActThe BWN established that BAME women were under represented in middle manager and senior management grades. The network aimed to address this imbalance by improving leadership capability, helping BAME women to use their skills and build confidence so that they can achieve their potential.

Since 2009 the network has driven through change using HMRC’s inspired and action-orientated model which has embedded engagement with Director level management, widened the scope of its famed ‘knowledge burst’ events and flagship reverse-mentoring programme to middle managers and challenged the status quo by facilitating the increase by 800% of BAME Fast Stream assessors and instigated the introduction of Unconscious Bias training for assessors. It has worked in partnership with central HR to implement HMRC’s first ever BAME talent development/career management programme.

ImpactThe initiatives to redress imbalances have contributed to a significant increase in BAME representation in the first senior management grade rising from 2.9% (2005) to 6.25% (2012) and a 10% increase in the BAME employee engagement score.

HM Revenue & Customs / BAME Women’s Network

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MotivateLaunched in 2013, Radio 1 & 1Xtra’s Take it On internship scheme offers 8 x 8 week placements across the networks. The placements provide Radio 1 & 1Xtra with audience insight at the heart of their business whilst providing young, creative talent with hands on training and experience. The BBC Charter requires it to reflect all communities across the UK. The BBC has workforce diversity targets to ensure that progress with increasing levels of staff diversity continues. Reaching under-served audiences is a core part of the BBC’s commitment to reflecting the UK’s diverse communities, regions and people.

For Radio 1 & 1xtra, this scheme led to the creation of authentic content involving young people, that enabled Radio 1 to connect better with less well served audiences as well as lowering the age profile of those working at Radio 1 & 1xtra and keeping up with ever changing and multi-platform patterns of media consumption.

ActAs part of last year’s BBC London 2012 Community Reporters scheme, Radio 1 & 1Xtra worked with 14 young people from East London: (50% BAME) ahead of Radio’s Hackney weekend, training them in journalism and production skills whilst producing content for broadcast. This has now been incorporated into the main Take it On offering.

ImpactA dedicated role was created to ensure that the Take it On scheme was incorporated into business as usual activity and it is now mainstreamed as part of the process for recruiting and developing future talent for Radio 1, 1xtra and the wider industry.

Half of the people hired through Take it On are BAME.

BBC / Take it On & Take it On:Stories (formerly Community Reporters)

Future Workforce Award - Public SectorFuture Workforce Award - Public Sector


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Future Workforce Award - Public SectorFuture Workforce Award - Public Sector


MotivateThe North Tottenham ward of Northumberland Park falls in the top 10% deprived wards in the country. Youth unemployment in Northumberland Park is the worst in London (third worst in the country) with 24% of 16-24 year olds in the area out of work. 60% of the Council’s housing stock is in this ward is managed by Homes for Haringey who felt that going beyond traditional housing management could combat the problem.

ActThe umbrella approach of Project 2020 aims to decrease the number of young people aged between 16 and 24 years of age in Haringey Not in Education, Employment or Training beginning with a pilot in Northumberland Park. This is being done via engagement, bespoke one-to-one assessment, mentoring, skills training, work experience and apprenticeships, and achievement ceremonies.

ImpactThe project is still in its pilot phase. Since the official launch in January 2013 it has seen:

Five young people gain paid employment with positions including Green Team Operative, Mechanic, and Sales Assistant (Harrods).

For example, 22 year old Kevin Russell* is an ex-drug dealer and ex-violent offender. Kevin has now secured full time work through Project 2020. He works as an Operative with a local contractor looking after parks and green spaces in Haringey.

It has also coached young people for job interviews including Transport For London’s graduate trainee scheme and Trainee Stock Broker.

*Not his real name.

Homes for Haringey / Project 2020

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Future Workforce Award - Public Sector

MotivateA diverse workforce representative of the society it serves remains the RAF’s key diversity imperative, with improved BAME recruitment its highest priority. A continuing requirement to recruit STEM competent individuals into a workforce, 50% of who are engineers, drives focus on those interested in technical careers, and also on the under-representation of females in this key economic sector.

ActThis residential placement developed in conjunction with a London-based charity, Generating Genius, now in its 4th year, is a critical component of sustainable recruitment and is closely aligned to its work with talented students from disadvantaged backgrounds.

This placement is intended to provide an opportunity for disadvantaged, talented BAME students to participate in a unique range of hands-on STEM activities in an environment that encourages and develops team-building, self-confidence, communications and organisational skills as well as first-hand experience of the RAF lifestyle. The RAF is seeking to improve students’ social capital and demonstrate their ability to operate effectively and enjoyably outside their usual comfort zone.

ImpactFeedback is hugely positive with all participating students quoting the RAF experience in their portfolios several expressing an interest in a military career. Collaboration with the British Science Association and Sheffield Hallam University for the logbook and BAE Systems to broaden the programme optimises impact and develops best practice. The programme has developed from a project for 16 boys into a placement for up to 48 boys or girls. 2012 saw the RAF engaging with the parents for the first time.

Royal Air Force / Fostering Talent – A Diversity Placement Experience (RAF/Generating Genius charity)

Future Workforce Award - Private Sector


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MotivateSteps to Success (S2S) is a ground-breaking recruitment programme supporting diversity and social mobility. Aimed at improving the employability of underprivileged or under-represented A-Level students from diverse local boroughs, it gives access to careers at Credit Suisse, and offers training on employability skills.

S2S was created to help address some of the limitations the Campus Recruitment team had encountered recruiting through the traditional talent pipeline. The programme supports Credit Suisse’s broader commitment to attract, develop and retain diverse talent and offer an inclusive, multicultural environment for employees.

ActThe programme centres on two rotational summer internships across the Investment Banking, Fixed Income and Equities departments. S2S interns are then given the opportunity to join the formal internship and graduate programmes. In addition, interns receive training and support, and a scholarship to cover tuition

fees. Senior leaders and managers have also played a key role in the programme.

Credit Suisse recruit up to six S2S interns each year. They are high achievers from underprivileged or under-represented backgrounds who would otherwise be unable to attend university on financial grounds. Previous S2S participants have been awarded places at a number of prestigious universities.

ImpactBy working with local schools and offering a range of initiatives and support for their students, Credit Suisse has been able to promote its graduate recruitment programmes and develop a strong employer brand.

S2S has allowed Credit Suisse to further diversify its talent pipeline, therefore strengthening its position to be a recruiter of choice for talented graduates.

Credit Suisse / Steps to Success

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MotivateThe Indoor Athletics Challenge (IAC) was focused on creating a legacy from the London 2012 Games. EDF Energy used its sponsorship of London 2012 to build sustainable partnerships with colleges in ethnic minority communities using athletics as a vehicle to inspire pupils to gain transferable life skills and connect with EDF Energy as an employer of choice.

ActSponsored by the BAME Network Sponsor, Tim Boylin, EDF Energy partnered with the Team Falola Trust to launch the Indoor Athletics Challenge that built partnerships with 6 colleges in East London. The programme provided specialist athletics coaching and training to approximately 60 students. The 8-10 week training and coaching culminated in the Indoor Athletics Challenge Final at the Lee Valley Athletics Centre on March 21st 2013.

The Athletics Challenge used a scoring system that was not only based on the winners of the final races but also commended attributes such as teamwork, commitment and respect.

ImpactOver 60% of athletes surveyed said the challenge improved their life skills such as punctuality, team work, desire to help others succeed and self-belief. Employability workshops have been run for over 130 students. The BAME Network continues to work with the colleges to raise aspirations of students and provide career development support. The partnerships with the colleges will act as an enabler to attract more BAME talent to the apprenticeship scheme.

EDF Energy / BAME Network – Indoor Athletics Challenge

Future Workforce Award - Private Sector Future Workforce Award - Private Sector


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MotivateMicrosoft has committed to help 300,000 young people in Britain to ‘Get On’ and move a step closer to work between 2012-2015. It will help them to get inspired, get skilled and get a job.

Microsoft considers its employees to be its greatest asset – young people are its innovators and leaders of the future. To reflect the needs of its multicultural customer base it must employ people who understand those diverse needs through direct lived experience.

ActGet Inspired – includes work inspiration sessions to help young people gain confidence, make the most of their talents, and connect them with opportunities. UK Youth and Microsoft are building the IT capacity of 30 youth clubs, creating opportunities for young people to develop their IT skills, and become peer educators in their communities. Get Skilled – Working with youth employment organisations including charities, social enterprises and businesses, to help motivate and develop

the skills of young people. Working with academic and vocational education providers through the Microsoft IT Academy programme, enabling them to prepare students with future ready technology skills.

Get A Job – includes the Microsoft Partner Apprenticeship programme to provide the first step to a successful career in IT whilst also tackling the skills shortage.

ImpactAt 7 months the initiative has already supported 58,581 youth through a number of programmes. The award winning Microsoft Partner Apprenticeship programme for example has placed more than 3700 young people into work in the last 3 years. The Get On team also delivers industry taster days to raise career aspirations and over 900 BAME youth have attended these events in the last 7 months.

Microsoft UK / Get On

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MotivateRare puts “round pegs into round holes”: namely, it connects exceptional people from diverse backgrounds with top organisations, world-class jobs and the right careers for them.

Rare set Articles up to tackle the lack of BAME candidates securing vacation schemes in commercial law – a crucial step to gaining entry into the industry – because of the actual and sometimes perceived lack of skills necessary to be successful lawyers.

ActDiversity specialists Rare created Articles as a cross-industry collaboration with its legal clients: Allen & Overy, Clifford Chance, Freshfields, Herbert Smith Freehills, Hogan Lovells, Shearman & Sterling, Slaughter and May and Travers Smith.

Rare specialists which include diversity experts, two ex-Slaughter and May lawyers (one of whom was formerly a University of Law tutor) and a qualified executive coach provide support to students committed to a career in commercial law. Together with partner

firms they work with participants one-on-one and in groups to boost their comfort and confidence in professional legal environments and help them to perform to their potential during selection processes. More broadly, the seven month intensive programme works to deepen participants’ knowledge and understanding of legal and commercial issues. It also improves their ability to think critically and be resilient when under pressure which all contribute to greater employability.Good-natured rivalry between firms ensures that participants’ learning experience is central to their client-hosted group events which are attended by employees at all levels of the firms, including managing partners.

ImpactArticles 2013 has been the best ever. Application success rates have increased from 11.5% (1 in 9) in 2011, 12.3% (1 in 8) in 2012 to almost double this year – 24.5% (1 in 4). Without the use of quotas or special favours, over half – 5 in 9 – of all interviews resulted in an offer from a Rare firm.

Rare / Rare’s Articles Programme

Future Workforce Award - Private Sector Future Workforce Award - Private Sector


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Sky / Sky and MAMA Youth Project

MotivateSky works to ensure that its content and its business reflect the creative diversity of the UK and Ireland. That is why in 2011 Sky formed a partnership with MAMA Youth Project to increase diversity within the TV industry. Since then the partnership has grown and Sky now support 24 young people per year and have extended the partnership for the next 3 years.

ActThe programme sees Sky sponsor people aged 16-25 from Black, Asian and Minority Ethnic (BAME) groups, economically disadvantaged backgrounds or those with limited education/employment opportunities based in London and the South East. During each 12 week programme, Sky and MAMA Youth Project also run a bespoke mentoring scheme for all participants, tailored to their interests, and a series of employment skills workshops. Following the programme, they provide the participants paid work placements in their area of interest.

Impact97.4% of trainees have completed the course.

Employment is a measure of success and the 50% target has been exceeded, with 73.7% of trainees in permanent or contracted positions 6 months after completing the scheme. 73.9% have had their placements extended beyond the original 6 weeks and 76.3% have found other work experience or placements.

Crucially the effect the programme has had on the individual lives is immeasurable and astounding. The alumni are contributing to society and see a better life for themselves and their future family. “What we do today, will last for generations” Bob Clarke (CEO – MAMA Youth Project)

Sky benefits from working with talented individuals it wouldn’t have met otherwise.

MotivateAs a market leading global universal bank it is critical for Barclays to attract and retain the most talented, diverse workforce available and ensure its workforce demographics are reflective of the changing opportunities globally.

ActThe Cultural Awareness Network (CAN) and HR Campus Recruitment team collaborated in 2011 to enhance the recruitment processes to ensure they are more inclusive. They aimed to significantly improve the demographics of its recruitment intake within 5-10yrs. It was achieved in 2yrs. Barclays have customised solutions for each business division, including the Investment Bank which is notoriously difficult in converting BAME students into hires.

The Campus Recruitment / CAN partnership leveraged off the leadership, experience and influence of the network coupled with the detailed knowledge of the recruitment process by Campus Recruitment to analyse, identify and deliver the most effective enhancements for making the recruitment process more inclusive.

ImpactClose partnerships enhanced the effectiveness of outreach and recruitment programmes. Internal partnerships saw 241 Campus events where CAN members targeted BAME candidates. External partnerships included BAME events - dinners, conferences, case-studies, speaker-events - with SEO, RARE, ACS, Powerful Media and Generating Genius.

Barclays moved from the bottom of SEO and RARE’s league tables to one of the leading BAME recruiters – a 200% increase in intern offers accepted by SEO and RARE candidates within 2 years.

Barclays / The Cultural Awareness Network / Campus Recruitment Partnership

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MotivateExtensive reports show BAME populations are underrepresented in commercial law. With the firm expanding to an increasing number of emerging and emergent economies globally, Clifford Chance’s continued success will be predicated on delivering to clients the best, most diverse and culturally aware range of viewpoints and creative solutions.

Annually, Clifford Chance recruits 100 graduate trainees and around 70 vacation schemers. Competition is fierce. In 2010/11 applications came from candidates representing 70 different nationalities and 180 universities. The diversity of this pool, however, was not mirrored in the cohort given offers: only 4% were from its target BAME groups.

ActClifford Chance undertook a comprehensive review of the selection process and renewed its partnership with diversity graduate recruitment specialists, Rare.

It removed roadblocks to success – financial or otherwise – and changed assessment stages to focus on potential rather than experience and polish. Additional training from Rare for

interviewers and the graduate recruitment team addressed unconscious bias and helped the business better contextualise all candidates’ achievements.

Clifford Chance has also taken a leading role in inspiring the next generation of BAME lawyers through Rare’s Articles development programme.

ImpactMore BAME candidates progressed to the latter stages and received vacation scheme offers compared to previous years.

In 2010/11, and across all programmes, BAME candidates had a 9% success rate; this year, it has jumped to 21.2% with 16 Training Contracts being offered to BAME candidates.

No BAME candidate turned down a vacation scheme or training contract offer.

The trainee cohort’s ethnic diversity has improved threefold from 2010-11 levels to just over 11% for target BAME students.

Clifford Chance / Graduate Recruitment Programme

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MotivateWhilst 17% of pupils in the UK are from Black, Asian and Minority Ethnic (BAME) backgrounds, only 7% of teachers are. Teach First consider it of vital importance diversity in all respects in the teaching profession to enable young people to access positive societal role models and promote both ethnic diversity and social mobility.

The vision of the charity is that no child’s education success should be limited by their socio-economic background or by their belief, ability or culture. This same belief and commitment applies to its graduate recruitment and selection process.

ActThe diversity strategy in the Graduate Recruitment team at Teach First included three key objectives. Firstly, to focus on increasing the ethnic diversity of its teaching cohort, secondly raising the profile of the importance of diversity amongst students and graduates applying to Teach First and finally, embedding inclusive processes in its application and selection process.

It widened the number of universities it works with and set the graduate recruitment team holistic BAME targets for each of the 66 universities.

Teach First now has a KPI on diversity in graduate recruitment. Every member of the Graduate Recruitment team has undertaken training in diversity, inclusion and unconscious bias. The Director of Graduate Recruitment contributed to a Diversity and Inclusion framework for the whole team.

ImpactThis recruitment year, Teach First has increased its recruitment of BAME talent by 25%, with 16% of the 2012 cohort from BAME backgrounds, surpassing the 7% figure of ethnic minority teachers in England. Over 91 universities are represented in its 2012 intake and the 2013 cohort is represented by 102 different universities.

Teach First / Graduate Recruitment Diversity Strategy



Coca Cola / Coca Cola Enterprises (CCE), Diversity in Action Program

MotivateFor Coca Cola Enterprises, understanding the needs of its increasingly ethnically diverse customer and consumer base is key for its business success. In some areas, such as Birmingham, the gap between its workforce ethnic diversity and the ethnic diversity of society is clearly affecting its ability to grow the business. That is why the “Diversity In Action Program” became a priority.

ActThe “Diversity in Action” program aims at providing sites with detailed and concrete D&I action plans based on check-ups or self-assessments. Ethnicity is one of the 7 D&I dimensions covered. Both the check up and self-assessment use the available metrics on ethnicity. While the check-ups involve focus groups interviews, the self-assessments use a self-assessment survey. Follow-up meetings take place every 6 months for two years after the initial check-up or self-assessment to ensure accountability.

A D&I scorecard has been developed with the HR Analytics team to capture the ethnic minority metrics used during the check-ups and self-assessments. The “Diversity in Action” program’s goal is to give sites an accurate understanding of what is going on regarding ethnic diversity issues, so that they can take action accordingly.

ImpactAt the Sidcup factory, temporary agencies are the primary recruitment channel. Before the check-up, site managers had never communicated to temporary agencies how important it was for the site to reach out to qualified ethnically diverse candidates. After the check-up, the site organised a meeting with temporary agencies to communicate about its D&I policy and to understand how proactive its temporary agencies were in this area. As a result, the number of ethnically diverse temporary works increased by more than 30%.


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MotivateDiversity and Inclusiveness is central to EY’s ‘Vision 2020’ business strategy. It is an opportunity to create significant competitive advantage for the organisation.

The call to action on the BME population came because senior representation was low, satisfaction with career progression was low and EY’s marketplace is globalising.

ActEY’s aim is to include BME monitoring and evaluation as a normal part of everybody’s work.

Less than half its ethnicity monitoring and evaluation is now being done by diversity specialists. Ownership of goals and measurements is being successfully transferred to core business units. Improvements are visible – a sign that what gets measured, gets done.Monitoring of representation in talent programmes, of employee satisfaction and of performance appraisal systems has taken place since 2008 or earlier.

In 2012-3 EY published BME data externally for the first time.

EY is proud to be taking a leadership position in publicly sharing its goal for BME partner admissions.

ImpactData from graduate recruitment clarified campus priorities, making EY more focused with its strategy to attract BMEs and reflected in the success of its targeted BME programme, through which it has offered 22 candidates a position in 2012/13.

Data from performance ratings analysis led to the firm rolling out unconscious bias training, resulting in a narrowing of a discrepancy in ratings between white and BME people.

Data from EY’s people surveys have informed the development of their networks and leadership programmes, and they are confident that increased transparency will lead to a greater and greater impact on BME employees.

EY / Measuring and monitoring ethnicity is everyone’s job


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MotivateThe Home Office has a clear business case for its diversity strategy. As well as the moral case to be an equal opportunities employer, the Board also recognises the benefits of a diverse workforce, namely reflecting the communities it serves and better productivity and outcomes for the business.

In 2007 it introduced Employee Self Serve (ESS) – an online secure account where staff could complete their diversity details.

ActOnce an individual becomes staff, they complete their diversity details on a secure online tool. This data is automatically linked at a high-level to HR processes.

The central diversity team acted promptly when they were worried about BAME representation in a key area of the Home

Office.They ensured this issue was considered specifically by the Permanent Secretary at a wider operating review with the relevant senior leader.

The Employee Monitoring Report is produced annually and published online.

ImpactIn the last five years the Home Office has more than doubled BAME representation from 2.6% to 5.3% for senior managers and 6.5% and 11.8% for middle managers. BAME staff have higher employee engagement scores than non BAME staff. BAME staff are more positive about the learning and development they receive.

Declaration rates on ethnicity have improved from 66% to 99% since 2007. Automatic linking between the secure online data and HR processes has provided analysis to change processes disadvantaging BAME staff. This includes assessment centres, learning, development and recruitment.

Home Office / Employment Monitoring

Google (Chair) Adrian Joseph, Director, Search Advertising, Northern & Central Europe

Anne Watts CBE, Independent Advisor

ASDA Stores LtdSteve Smith, Chief Marketing Officer

Barclays Commercial Bank Kashif Zafar,Global Head of Rate Sales

British Army Colonel Mark Abraham OBE,Chief of Staff Support Command

Race for Opportunity Board MembersEDF Energy Peter Prozesky, Continuous Improvement & Operations Support Director

Nationwide Building Society Graeme Hughes,Group Distribution Director

Northern TrustAmelia Ventura, Senior Vice President - Global Compliance/Corporate Risk Management

Pertemps People ManagementCarmen Watson,Chair

Sainsbury’s Supermarkets LtdLorna Godman, Head of Reward, People Systems & HR Policy

Shell UK LtdPaul Milliken, Vice President Human Resources UK, Ireland, Nordic & South Africa

Transport for LondonAndrew Quincey,Director of Commercial

ASDA Stores LtdBarclays Bank PlcBritish ArmyBT PlcCrown Prosecution ServiceDeloitte LLPEDF Energy PlcEnvironment AgencyFinancial Services Compensation Scheme

Google UK LtdHM Revenue CustomsHome OfficeHSBC Bank PlcJ Sainsbury plcMcDonald’s Restaurants LtdMicrosoft LtdMinistry of DefenceMITIE Group PlcNational Grid

Nationwide Building SocietyNorthern TrustPertemps LtdRoyal Air ForceRoyal NavySantander UKShell UK LtdThe Royal Bank of Scotland GroupTransport for London

Race for Opportunity Champions



Youth Advisory Panel Members

A Word from Our Sponsors

Monwar Hussain

Chinyere Ifemeni

Mustafa Mohamed

Yusuf Molande

Ozzie Clarke-Binns

Beanna Davis

Liam Hand

Maryam Hussain

“If we truly want to recruit and retain the best diverse talent, creating a culture of inclusion is fundamental. This is what EDF Energy believes in. Sponsorship of the Race for Opportunity Awards Dinner was therefore an easy decision for us, and helps to ensure that everyone has the opportunity to celebrate and learn

from leaders in this field. Let’s take this opportunity to enjoy the last year’s progress, and at the same time look forward. So I urge you to take at least one key message away from the dinner and take this back to your own organisation to ensure that we are all building a brighter future.”Peter Prozesky, EDF Energy

We are grateful to three there generous sponsors of this year’s awards dinner. A message from each of them is below:


A Word from Our Sponsors

It’s been another exciting year for the Google Top Black Talent programme, our key outreach initiative for black students and new graduates.

Engaging with 100 students for a day of career insight talks, skills workshops and business challenges, over 50 went on to a one-to-one 8 week mentoring programme. Each student was paired one-to-one with a Googler with shared interests for tailored career advice and personal development. Some students were successful in securing Google internships and spent a productive 3 months with us over the summer.

HSBC is passionate about supporting the best and brightest talent to help our people achieve their full potential. Having an inclusive workforce is a key part of our approach in this area, and we are therefore incredibly proud to sponsor the Race for Opportunity Awards Dinner 2013. This evening provides the perfect opportunity to celebrate the achievements of companies who are leading in improving workplace diversity, and is also

Expanding the programme, we saw a need to increase our reach and create useful content in a space accessible to our audience. We created a series of Hangouts On Air over six months - a monthly live web broadcast showcasing top role models across industries to give insight into career possibilities. You can watch all the shows on our website atwww.topblacktalent.com. Mark Palmer-Edgecumbe, Head of Diversity & Inclusion, EMEA

Top Black Talent mentoring is now open for 2013/14. Go to www.topblacktalent.com for more information.

a great way to showcase examples that other businesses can learn from.

HSBC was delighted to win the Race for Opportunity Global Award in 2012 for our Leadership Diversity Programme, but equally we know that no business can rest on its laurels. Instead, after the applause fades tonight, tomorrow we must go back to our workplaces and continue building on our achievements. Although there has been a tremendous amount of progress, it’s vital that we all work towards creating diverse and inclusive workforces for the future.Antonio Simoes, Head of UK Bank & RBWM Europe, HSBC

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October 2013

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