Celebrating success; inspiring others - 8 July 2020 - the Employers Network for Equality & Inclusion
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Celebrating success; inspiring others 8 July 2020
Foreword
Denise Keating, Chief Executive, enei
The enei Awards recognise the commitment of organisations in
achieving diverse and inclusive workplaces and celebrate the teams
and individuals who are really making a difference. It is encouraging
to see that despite economic and political uncertainty organisations
are still prepared to lead the way in doing the right thing, not the
easy thing, and are seeing the business benefits of doing so.
The leading organisations showcased at our Awards are proud to
share their achievements and the best practices needed to provide
insight for other organisations to develop unique responses to
the challenges faced in their workplaces. It is clear from the award
entries that the best organisations recognise both the benefits of
a diverse and inclusive workforce and the need to push themselves
further along their journey in order to successfully compete in
national and global marketplaces.
Award Categories Judges
● Overall Winner – Private Sector ● Denise Keating, Chief Executive, enei
● Overall Winner – Public Sector ● Hamid Motraghi, Chair of The NETWORK,
Supported by NHS Employers Home Office
● Small Employer of the Year ● Sarah Bakewell, Diversity and Inclusion
Manager, AWE
● Personal Achievement
● Global Diversity ● Paul Deemer, Head of Diversity and Inclusion,
NHS Employers
Sponsored by Global Diversity Practice
● Impact Through Innovation ● Katherine Montague, Director of People, Tate
Sponsored by AWE ● Raj Jones, Diversity & Inclusion Manager,
Sodexo
● Inclusive Culture
Supported by NHS Employers ● Dawn Moore, Group People Director, Murphy
Group
● Innovative Ways of Working
● Advancing Social Mobility in the Workplace Judges followed a rigorous process and were asked
to look specifically for entries that showed:
● Representative Workforce
● Clear response to specific challenge
● Apprenticeships
● Definitive and measurable outcomes
● Inclusive Recruitment
● Evidence of significant impact
● Disability Confident
● An innovative approach
● Wellbeing
● A commitment to good practice above and
● Neurodiversity beyond legal compliance
● Pay Gap ● Initiatives or policies that inspire other
● Employee Network Group of the Year employers
● Team of the Year
Sponsored by Personnel Today
● Equality & Inclusion Senior
Champion of the Year
Supported by NHS Confederation
● Community Impact
2
Overall Winner 2020 - Private Sector
PwC Social mobility is a top priority
for the firm’s board as the
business recruits based on
PwC are Overall Winner - Private Sector 2020 behaviours and potential,
as a result of taking home both the Team of the recognising that technology is
Year Award and the Advancing Social Mobility in transforming work and roles.
the Workplace Award. The firm are also Highly
In 2015 PwC removed UCAS
Commended in the Innovative Ways of Working points from the majority
category. of graduate and undergraduate opportunities after
identifying that UCAS tariffs were a better indicator
PwC are one of the Big Four professional services firms of socio-economic background than they were of
and employ over 21,300 people in the UK. aptitude and potential. In 2017 PwC formalised their
The Inclusion, Community and Wellbeing Team works social mobility strategy into a five-point plan with five
across PwC to drive progress and change. The team has ambitious deliverables. These include:
introduced a programme to build the inclusive leadership ● Helping 25,000 young people to develop workplace
capability of the organisation’s leaders and have skills through programmes with schools and colleges
embedded inclusive leadership skills into development across the UK (over 40,000 already supported)
programmes.
● Provide paid work experience places for at least 1,000
Other initiatives include the Everyday Inclusion campaign young people from disadvantaged backgrounds (467
which engages all PwC employees to be personally places already provided)
responsible for creating an inclusive culture. The ● Give 100 young people a year the chance to develop
campaign is sustained with a programme of activities technology skills without tuition fees, through
that focuses on a different inclusion topic each month. PwC’s technology degree and data science graduate
apprenticeships (achieved annually)
● Be a cornerstone employer in Bradford supporting
the government’s social mobility agenda (achieved)
● Support the development and training of 250 social
enterprises and commit to spending £10 million
through their supply chain with social enterprises
(71% expenditure)
PwC’s year 12 paid work experience programme has
grown from 67 places in FY15 to 500 (250 of whom will
be from less privileged backgrounds) in FY21. Their target
is that 15% of hires across student and experienced
recruitment received Free School Meals (FSM) at school.
PwC are using virtual tools to support teachers and
students during COVID-19, facilitating the development
of key employability skills whilst learning from home.
Everyday Flexibility is an initiative that sits alongside
the firm’s formal flexible working policy and supports
Colourbrave was launched by the team following internal informal, day-to-day flexibility. Everyone having informal
research into the experiences of BAME employees. It has access to flexible working has helped reduce the stigma
grown to a network of over 70 advocates from all areas around agile working and now this is the new norm.
of the business who role model confident conversations The Flexible Talent Network scheme was introduced in
about race and ethnicity. 2018 and has helped the firm attract new talent whose
With the diversity at junior grades not being reflected personal circumstances mean that a full-time role at
at senior levels the team set targets in 2015 for the PwC isn’t an option. There are an array of different
proportion of females and ethnic minorities to be working patterns, from people who only wish to work
achieved by 2020. Two years in it became clear that term time due to childcare commitments, through to
these targets would not be reached at the existing entrepreneurs growing their own businesses and looking
rate of change, so financial consequences for target for supplementary income.
achievement were introduced for all partners in 2018. This new scheme has allowed PwC to flex its workforce
Senior leaders are supported with quarterly management during its busiest times, adding talented, qualified
reports showing progress against targets with data on individuals to the workforce at times that suit both the
diversity in resourcing, promotions and recruitment. firm and the employee. 47% of applications to these roles
are female.
3
Joint Overall Winner 2020 - Public Sector
Supported by:
Financial Ombudsman Service
The Financial
Ombudsman Service
have been named Joint
Overall Winner 2020 -
Public Sector as winner As we assess the impact of Covid-19, employers are realising even more
so the importance of flexible working, equality and inclusive workplace
of the Inclusive Culture cultures. If employers are going to retain their staff and recruit a more
Award and the Employee diverse workforce in the future, they need to create workplaces where staff
feel physically, psychologically and spirituality safe.
Network Group of the
Year Award.
on domestic abuse awareness which was one of the
The Financial Ombudsman Service is an independent
organisation’s most well attended. They’ve created a new
public body set up by Parliament to resolve complaints
additional support team to help customers in vulnerable
between financial businesses and their customers.
circumstances, and the accessibility team work to ensure
Employing over 2,700 people, the Financial Ombudsman
everyone can use the service regardless of disability.
Service is committed to diversity and inclusion because
it means they can better understand people’s different The Embrace employee network has over 300 members
perspectives and backgrounds which is essential to their and keeps them engaged through the delivery of an
job of resolving financial complaints. impressive amount of activity.
Whilst the principles of diversity had been established Group activity includes:
in the organisation, the Financial Ombudsman Service
faced a challenge in moving beyond this and embedding ● Regular lunchtime sessions called ‘My Journey’ where
inclusion. They also needed to enable the 14 employee senior BAME staff members, non BAME senior allies
networks to contribute alongside their existing roles and and external BAME speakers in senior positions were
encourage participation from across the organisation, not invited to share their career stories.
just highly engaged pockets. They did this by aligning ● Yearly mentoring circles led by senior leaders. Each
wellbeing with inclusion, including teams and strategies. circle has up to eight mentees – with six monthly
sessions. Of the 107 mentees who’ve taken part in
The contribution of network members is recognised in the mentoring circles, 14 have had a promotion to a
performance conversations and chairs are given one new position and eight of those positions are either
day a month for network activity to recognise their managerial or senior positions.
importance to the Financial Ombudsman Service’s ● Hosting a career insight day for 16 students from
work. The executive sponsors, Inclusion and Wellbeing Brampton Manor Academy in East London, delivering
team and network members work collaboratively a number of sessions which empowered the students
to deliver events and learning that respond to the with confidence and soft skills to help them become
intersectional diversity of employees (e.g. wellbeing and workplace ready through problem solving exercises
being a carer in the Asian community) and also align and interview skills practice.
with understanding customer’s needs e.g. a workshop ● Delivering a series of workshops and events focused
on supporting wellness in BAME communities.
4
Joint Overall Winner 2020 - Public Sector
Supported by:
North East London NHS
Foundation Trust
As we assess the impact of Covid-19, employers are realising even more
so the importance of flexible working, equality and inclusive workplace
cultures. If employers are going to retain their staff and recruit a more
diverse workforce in the future, they need to create workplaces where staff
feel physically, psychologically and spirituality safe.
NELFT have been recognised as Joint Overall
Winner 2020 - Public Sector in recognition of Actions taken include making EDI training mandatory,
their work embedding diversity and inclusion with a 97% compliance rate, introduction of a Health
throughout the organisation, despite only being Passport and making a number of adjustments to the
recruitment process.
a team of three. The Trust was named winner
of the Disability Confident Award and was The introduction of health passports, a confidential
Highly Commended in the Inclusive Culture and document designed for staff with long-term health
conditions, mental health issues, neurodiversity or other
Innovative Ways of Working categories.
learning difficulties, helps them assess the support they
North East London NHS Foundation Trust (NELFT) may need in the workplace on terms of time, space,
provide care and treatment for a population of 4.3 million technology or equipment and communication. It aims to
people, employing approximately 6,500 staff who work encourage declaration and support staff to manage their
across 210 bases in London, Essex, Kent and Medway. health at work and remove obstacles throughout their
NHS career.
NELFT are committed to an inclusive culture that creates
a better work environment for staff and better outcomes Staff Survey results:
for patients. Internal investigations found that leadership
teams weren’t properly accountable or committed to
● Equality, Diversity and Inclusion is scored 9 out of 10
the equality, diversity and inclusion agenda, a number ● Fair organisation – score has been steady for the past
of groups were under-represented in the workplace and five years at 83%-84%
engagement rates were lower for a number of groups. ● Reasonable adjustments – score has risen from 71%
to 79% in the last year
● Flexible working is scored at 67% which is best score
in the sector
● Positive action on staff health and well-being score
has risen from 27% to 42% in last two years
● Support from managers score is 7.5 which is best
score in the sector
● Staff engagement score has risen steadily for the past
five years and is 7.2 which it better than the average.
5
Small Employer of the Year 2020
(less than 1,000 employees)
Frontline
Frontline have been named Small Employer of
the Year 2020 in recognition of the way they
have focused on wellbeing as a way to enable
the positive effects of change, and not just ● Group wellness walks
mitigate the negative effects. ● Participation in national events such as National
Fitness Month
Frontline is a charity working to transform the lives of
vulnerable children by recruiting and developing social The Diversity and Inclusion Working Group works
workers, employing 140 people. alongside the Wellbeing Action Group, and whilst led by
HR is also made up of employees from all teams across
The organisation’s expansion into new regions has the organisation. Much of the D&I group’s work overlaps
created new teams, roles and managers. Frontline has with the wellbeing agenda and close collaboration helps
recognised that the best way to help employees through maximise the impact of initiatives.
the changes rapid growth causes is by focusing on
wellbeing, and it empowers its employees to lead this Innovative actions taken by Frontline include:
agenda themselves. ● Recruitment and training of Mental Health First
The work is driven by the employee-led Wellbeing Action Aiders
Group which is comprised of employees from every ● A core hours policy between 10am and 4:30pm which
team, region and level of the organisation. The group gives employees flexibility
meets monthly, with initiatives and opportunities shared ● Employees are encouraged to work from home at
on the internal communications platform. These activities least one day per week
have included: ● All employees get up to three days per year to
volunteer at a mission-aligned charitable organisation
● Employee led lunch and learn events covering
employee benefits and financial wellbeing As a result of the actions taken by Frontline wellbeing
● Pot Luck Lunches where each colleague contributes a based questions on staff surveys have seen across the
different dish board improvements.
6
Personal Achievement Award
Winner: Zaheer Highly Commended:
Ahmad, EY Bernice Allport, Civil Service
Zaheer is the Head of Strategic
Employee Policy
Delivery for EY in the UK Bernice is Workplace Adjustments
and Ireland, responsible for Team Leader at Civil Service
leading EY’s national strategy Employee Policy and chair of the
on race, social mobility, faith Cross-Government Menopause
and innovation. Zaheer has Network. The network was formed
led the firm’s implementation of D&I targets for every to share good practice for support
partner, making the entire leadership responsible and and guidance on the menopause
accountable for diversity in the business. at work. The network’s aim was
to develop an overarching joint
Under Zaheer’s leadership EY has made public menopause policy,
commitments to double its gender and race guidance and toolkit
representation at partner level to 40% female and which would offer and
20% BAME. He is working closely with the Student underline education
Recruitment and Experienced Hire senior management and knowledge sharing broadly across all parts of
teams to implement a recruitment strategy which is government.
aligned to these targets.
The Network has secured senior champions to help
Zaheer has set up the Race Advisory Board, made up of elevate menopause issues in the organisation and was
senior partners from across the business, to ensure that awarded the Civil Service Health and Wellbeing Award
EY’s efforts on race are implemented consistently across 2019. In her role as Chair Bernice has gone far beyond the
all service lines. Zaheer has also partnered with the EY initial ambition and gone on to make an impact outside
Foundation to set up a social mobility working group. her own organisation; she has changed and improved
Thanks to the work of Zaheer and the group, changes access to care and education, recognised in 3 Charity
have been implemented in the application process for for CS awards-including the network of the year and the
Graduate and Apprenticeship roles to ensure social overall people’s choice with unprecedented numbers
mobility data is captured, recorded and monitored. voting. The Committee has now been approached to
support local government offices in Leeds and the Fire
In addition to all the above, Zaheer is also a serving Service if they can join the network as an outreach of the
Magistrate sitting in Adult Criminal court and works with existing network.
the judiciary to help raise awareness of Diversity and
Inclusiveness in the public sector and plays an active role
in his local community as a school governor at a primary
school. Through inclusive leadership, Zaheer has been Highly Commended: Jacqui
instrumental, together with the school leadership, in
helping the school to reduce its £1m deficit to £200,000
McBurnie, NHS England
in just two years. Jacqui is Senior Programme
manager at NHS England and
Zaheer has mentored several individuals, from all Chair of the NHSE/I Menopause
ethnicities and genders, who come from less privileged Network. The NHS England/
areas of London. He has dedicated time to help many Improvement Menopause
with their education, CV, interview preparations and Network was established in
given hints and tips around ways to progress and gain 2017 as a consequence of nearly
visibility in their workplaces. His mentees not only look half the entire NHS working
up to him as a role model but also want to use his population being women aged
infectious attitude towards D&I to make a difference. between 45 and 64 years old.
The network is now working
with acute hospital trusts and NHS Leadership Academy
to share best practice and have published a toolkit and
guidance in conjunction with the Cross-Government
Menopause Network. The network has also carried out
a survey of members to establish the prevalence of
menopause related issues in the NHS. Jacqui administers
the network in addition to her full time role without any
defined budget or allocated resource.
7
Global Diversity Award
Sponsored by:
Winner Public Sector: GDP are proud sponsors of the
Department for International enei Awards, celebrating the
efforts of organisations striving
Development
to advance equality, diversity,
and inclusion in the workplace.
These awards are an opportunity
to recognise those who create
an environment of belonging for
everyone, and we honour their
positive contributions to the
global D&I cause.
Winner Private Sector: IBM
IBM are a global
technology company
who employ over 370,000
The Department for International Development is the UK
people globally. The
Government Department responsible for administering
business has focused
the UK’s efforts to end poverty globally. They employ
its attention on gender
over 3,200 people in 54 countries.
representation at the global level after identifying that
The department identified an internal lack of openness women only occupy 27% of technical roles globally.
around sexual harassment at the same time as the
Multiple programmes have been developed for women
#MeToo movement and the aid charity safeguarding
by IBM, all adaptable at country level to meet local legal
scandal were making headlines. An all-staff survey was
and cultural needs; the programmes are also branded
launched to establish the scale of any problem in the
differently across the world for the same reason. All of
department which was completed by almost a third of
these initiatives are designed to rehire, retain and to
the employee population.
prepare women for promotion to an executive level.
The survey found that 44% of respondents had either
These initiatives include:
experienced or witnessed sexual harassment, with
most not reporting incidents as it was believed to be ● The Technical Re-Entry Programme: piloted in the
‘something to put up with’. USA, Brazil and India and now rolling out globally,
this programme is a six-month returnship placement
Determined to eradicate any tolerance of sexual for women who have taken a career break of
harassment, the cross-departmental team behind the more than two years. Successful graduates are
survey developed a suite of guidance, tools and advice automatically converted to full time contracts of
for tackling sexual harassment within teams and across employment: in 2019 the programme was completed
the organisation. Training sessions were developed which by 99 women and 99% of participants were offered
focused on ensuring global cultural differences were full time roles.
taken into account. ● The Elevate + programme: this programme has been
deployed worldwide and prepares senior women
Since the introduction of training and guidance the
for promotion to the Executive level. In Europe 101
proportion of employees reporting bullying and
women have completed the programme and the
harassment has increased by 20% to 58% and the team promotion rate for participants is 55%.
have been recognised by the Civil Service for the work
done on tackling sexual harassment and received the ● The Unleashing Your Leadership Potential
Programme: aimed at the young professional female
Civil Service Cabinet Secretary Award for Diversity and
population, this
Inclusion.
initiative is run by
The Department for International Development have senior women and
also partnered with the Department for International includes three 3-hour
Trade and the Foreign and Commonwealth Office, the sessions over a three-
two Government departments with a similar international month period. More
than 20,000 women
presence, to help them tackle similar issues.
have completed the
programme globally
with many graduates
stepping up to co-
facilitate it for their
colleagues.
8
Impact through Innovation Award
Sponsored by:
Winner Private Sector: “We are delighted to be
Thames Water
sponsoring the 2019 enei
Award ‘Impact Through
Innovation’ category.
Thames Water are the Being open to doing
things differently and
UK’s largest water and embracing innovation
wastewater services across our organisation
provider, with over 6,000 is key to providing an
employees working to environment where
everybody can contribute and develop professionally and personally.
supply around 2,600 million Inclusion is the oxygen that enables innovation to grow and to flourish
litres of tap water each and we wish all the entrants the very best.”
day and serving 15 million
customers across London
and the Thames Valley. Winner Public Sector: Civil
Thames Water’s inclusion cards were created by diversity Service
and inclusion champions from across all the different
The Civil Service
employee networks within the business. The cards are a
carries out the
simple conversation starter which contain three fictitious
practical and
scenarios per Protected Characteristic.
administrative
The scenarios involve teasing out conversations about work of the UK
positive action as well as considering imagery and Government.
gender-neutral language. They were then adjusted to It includes all
ensure each scenario was written in the third person to Government Departments as well as their agencies and
ensure a cultural of learning that was blame free with public bodies, covering 445,000 employees.
open conversations could take place.
The Civil Service Job Share Finder website is a tool that
The cards are designed so employees could pick and allows civil servants to identify and contact other civil
chose or select cards at random thinking through servants looking for job share partners. Before the tool
themselves what they would do and when calling or was created potential job sharers were dependent on
meeting up with colleagues, during a break could supportive managers identifying opportunities, word of
discuss the scenarios they had considered and what their mouth or serendipity.
thoughts were.
The website was updated in 2018 to include a resource
Thames Water have seen an increase in BAME employees library which provides information about job sharing
joining and staying with the company (now 15% and flexible working. It was primarily created to help civil
compared with a cross sector average of 5%) and an servants and their line managers when they wanted to
increase of females on joining and staying on the Exec know how to set up a job share partnership, make the
(now 33%). most of working in a job share partnership or manage
staff who were in a job share partnership.
The cards have also been shared and rolled out with
partners including Thames Water’s facilities manager The tool provides valuable data about users’ journeys
Emcor, and co-chair of the Thames Valley Employers to find a job share partner, and evidence not previously
Diversity and Inclusion Network, Berkshire Healthcare available about the number and nature of job sharers
NHS Foundation Trust. and job share partnerships in the Civil Service. This
information has contributed to further development of
flexible working policies across the Civil Service, including
the “planning the parental leave journey” guidance on
GOV.UK.
The tool has now
reached 200 signups
per month, with 3,400
civil servants in total,
and 140 employees
have found job share
partners through the
tool, with 110 of them
being women in senior
positions.
9
Inclusive Culture Award
Supported by:
Winner: Financial
Ombudsman Service
The Financial
Ombudsman Service
is an independent
public body set up by
Parliament to resolve As we assess the impact of Covid-19, employers are realising even more
so the importance of flexible working, equality and inclusive workplace
complaints between cultures. If employers are going to retain their staff and recruit a more
financial businesses diverse workforce in the future, they need to create workplaces where staff
and their customers. feel physically, psychologically and spirituality safe.
Employing over 2,700
people, the Financial
Ombudsman Service is diversity of employees (e.g. wellbeing and being a
committed to diversity carer in the Asian community) and also align with
and inclusion because understanding customer’s needs e.g. a workshop
it means they can on domestic abuse awareness which was one of the
better understand people’s different perspectives and organisation’s most well attended. They’ve created a new
backgrounds which is essential to their job of resolving additional support team to help customers in vulnerable
financial complaints. circumstances, and the accessibility team work to ensure
Whilst the principles of diversity had been established everyone can use the service regardless of disability.
in the organisation, the Financial Ombudsman Service Comparing the 2018 and 2020 staff survey found that:
faced a challenge in moving beyond this and embedding
inclusion. They also needed to enable the 14 employee ● 88% were dedicated to helping the organisation
networks to contribute alongside their existing roles and achieve its goals. This increased to 95% in the 2020
encourage participation from across the organisation, not survey,
just highly engaged pockets. They did this by aligning ● 57% strongly agreed/agreed they’re proud to work
wellbeing with inclusion, including teams and strategies. for the Financial Ombudsman Service. This increased
in the 2020 survey to 73%.
The contribution of network members is recognised in
64% strongly agreed/agreed they could bring their whole
performance conversations and chairs are given one
selves to work. In 2020 this increased to 87% when asked
day a month for network activity to recognise their
the ‘I work in an environment where everyone can feel
importance to the Financial Ombudsman Service’s work.
included, respected and accepted’. This compares to the
The executive sponsors, Inclusion and Wellbeing team
survey provider benchmark of 62% and 3rd & public
and network members work collaboratively to deliver
sector benchmark of 63%.
events and learning that respond to the intersectional
10Highly Commended: Scottish Highly Commended: North
Water East London NHS Foundation
Trust
North East London NHS Foundation Trust (NELFT)
provide care and treatment for a population of 4.3 million
Scottish Water provide utility services cross Scotland and people, employing approximately 6,500 staff who work
employ 4,200 people. across 210 bases in London, Essex, Kent and Medway.
The Belong Network was formed in 2018 when all NELFT are committed to an inclusive culture that creates
seven employee-led diversity networks were united a better work environment for staff and better outcomes
under a common purpose of enabling employees to for patients. Internal investigations found that leadership
be themselves at work and to feel that they belong at teams weren’t properly accountable or committed to
Scottish Water, regardless of their background, beliefs, the equality, diversity and inclusion agenda, a number
life experiences or personal characteristics. of groups were under-represented in the workplace and
engagement rates were lower for a number of groups.
The seven networks still exist as groups within the Belong
Network, and have the independence to set their own Actions taken include making EDI training mandatory,
agendas based on their unique priorities. Bringing all with a 97% compliance rate, introduction of a Health
seven groups under the banner of one network has Passport and making a number of adjustments to the
helped facilitate collaboration among the groups on recruitment process.
common themes (for example mental health issues) and Staff Survey results:
allowed members to widen their understanding of the
experiences represented across the Belong platform. ● Equality, Diversity and Inclusion is scored 9 out of 10
● Fair organisation – score has been steady for the past
In early 2019, Scottish Water invited 70 employees from
five years at 83%-84%
across the organisation to participate in a powerful
video highlighting the similarities we share, and the ● Reasonable adjustments – score has risen from 71%
to 79% in the last year
unconscious biases which must be overcome to achieve
true inclusion. This was released at key internal events, ● Flexible working is scored at 67% which is best score
before being sent directly to the full workforce, and in the sector
eventually released externally during National Inclusion ● Positive action on staff health and well-being score
Week 2019. has risen from 27% to 42% in last two years
● Support from managers score is 7.5 which is best
Scottish Water has embraced agile working, with all roles score in the sector
classified as either ‘fixed, fluid, field or free’ and each
role-holder is enabled through appropriate technology
● Staff engagement score has risen steadily for the past
five years and is 7.2 which it better than the average.
to carry out their role effectively regardless of their
location.
11Innovative Ways of Working Award
Winner: Steer This cultural change in attitudes to work has resulted in
many notable improvements across key measurables. The
number of formal agile working requests increased by
85% in 2018/19, and all the women who took maternity
leave and new parents who took Shared Parental
Leave returned to Steer with a variety of different work
patterns.
Steer’s most recent employee survey found that 71% of
employees had some form of agile working arrangement,
compared to 35% the year before. 80% of employees
Steer are a global transport consultancy employing over found these arrangements made their work/ life balance
450 people around the world. For Steer, agile working is more effective and manageable and 85% found their
a key part of the strategy to improve growth, retention, colleagues to be generally or totally supportive. As a
productivity and profitability. result, staff turnover is down almost 2% from 21.3% in
2017/18 to 19.5% 2018/19 and due to hit the target of
Crucial to Steer’s transformation towards becoming
17% for the current financial year. This equates to roughly
an agile and innovative employer has been the nudge
a saving of £100,000 in recruitment associated costs.
programme; a series of small and medium sized actions
and activities designed to gradually change behaviours Agile working is a commercial success too. From 2017/18
and attitudes. This way change comes from all directions, to 2018/19 Steer have more than doubled profit after tax
rather than top down, which is especially important as (with employee numbers being similar). The amount paid
the business operates an employee ownership model. in bonuses to employees (as shareholders) also more
The nudge programme has included clearer messaging than doubled. Also, by hotdesking Steer are currently
in favour of flexible working during the recruitment making an annual saving of £23,000 on rent.
process, online Learning Hub, updated Family Leave and
agile working policies and practices, a seminar series and
introduction of hot desking.
12Highly Commended: PwC Highly Commended: North
PwC are one of the Big East London NHS Foundation
Four professional services
firms and employ over Trust
21,300 people in the
UK. Everyday Flexibility
is an initiative that sits
alongside the firm’s
formal flexible working
policy and supports
informal, day-to-day
flexibility. Everyone having informal access to flexible North East London NHS Foundation Trust (NELFT)
working has helped reduce the stigma around agile provide care and treatment for a population of 4.3 million
working and now this is the new norm. people, employing approximately 6,500 staff who work
across 210 bases in London, Essex, Kent and Medway.
The Flexible Talent Network scheme was introduced in
2018 and has helped the firm attract new talent whose The biggest challenge in implementing agile working
personal circumstances mean that a full-time role at at NELFT is the nine-to-five stereotype, where staff
PwC isn’t an option. There are an array of different performance is measured by time and attendance.
working patterns, from people who only wish to work
term time due to childcare commitments, through to At present 6,159 laptops have been issued to staff to
entrepreneurs growing their own businesses and looking help them work agile and 19 locations are available for
for supplementary income. staff members to book an agile desk online. NELFT’s HQ
at CEME houses over 70 agile workspaces, six training
This new scheme has allowed PwC to flex its workforce rooms, seven meeting rooms and the boardroom, with
during its busiest times, adding talented, qualified the push on more bookable shared desk and room
individuals to the workforce at times that suit both the space. Executive directors and leadership teams have also
firm and the employee. 47% of applications to these roles embraced agile working. They no longer have their own
are female. offices and utilise the open plan workplaces, meeting
pods and shared facilities.
As a result of these initiatives:
Agile working has enabled staff to effectively work from
● 75% part time employees are satisfied with PwC as a anywhere, where possible. This has meant that they
great place to work (up 5% from last year), compared
are able to spend more time in the community seeing
to 71% for full time employees
patients, starting their working day from home and
● 75% part time employees agree they have the heading straight to a clinical contact rather than coming
opportunity to work on challenging assignments that to an office base.
contribute to their development
● 95% Part time employees agree that ‘’the people I
work for trust me to use flexibility options without
compromising the quality of my work”, compared to
84% for full time employees.
13Advancing Social Mobility in the Workplace Award
Winner: PwC Highly Commended: HS2
PwC are one of the Big
Four professional services
firms and employ over
21,300 people in the UK.
Social mobility is a top
priority for the firm’s
board as the business
recruits based on
behaviours and potential,
recognising that technology is transforming work and HS2 are responsible for building Britain’s new high-
roles. speed railway and directly employ 1,600 people. The HS2
project will require a significant proportion of the UK’s
In 2015 PwC removed UCAS points from the majority engineering workforce, and existing skills shortages in
of graduate and undergraduate opportunities after STEM fields mean workforce challenges are the biggest
identifying that UCAS tariffs were a better indicator threat to delivering HS2 on time and on budget.
of socio-economic background than they were of
aptitude and potential. In 2017 PwC formalised their HS2’s Skills, Employment and Education (SEE) Strategy
social mobility strategy into a five-point plan with five aims to stimulate interest in STEM subjects amongst
ambitious deliverables. These include: young people from backgrounds not traditionally
represented in STEM careers.
● Helping 25,000 young people to develop workplace
skills through programmes with schools and colleges Over the last three years highlights of the Education
across the UK (over 40,000 already supported) Programme have included:
● Provide paid work experience places for at least 1,000 ● Primary school STEM workshops, a half day session
young people from disadvantaged backgrounds (467 for up 30 Year 3-6 pupils. Delivered in 47 schools and
places already provided) reaching more than 2,000 pupils.
● Give 100 young people a year the chance to develop ● Secondary school STEM workshops, a full day session
technology skills without tuition fees, through for up 60 Year 7-9 pupils. Delivered in 172 schools
PwC’s technology degree and data science graduate and reaching more than 9,000 pupils.
apprenticeships (achieved annually)
● Supported more than 150 school careers activities,
● Be a cornerstone employer in Bradford supporting such as presentations, mock interview days and
the government’s social mobility agenda (achieved) speed networking sessions.
● Support the development and training of 250 social ● Run major stands at national careers such as Big
enterprises and commit to spending £10 million Bang Fair, World Skills Live and Skills London.
through their supply chain with social enterprises
(71% expenditure)
● More than 400 colleagues have volunteered as
Education Ambassadors.
● 100 young people completing a work experience
placement. In 2019 72% of students on work
experience were from BAME backgrounds, and 35%
were female.
PwC’s year 12 paid work experience programme has
grown from 67 places in FY15 to 500 (250 of whom will
be from less privileged backgrounds) in FY21. Their target
is that 15% of hires across student and experienced
recruitment received Free School Meals (FSM) at school.
They deliver face-to-face workshops as well as offering
virtual events and access to the Employability Skills
toolkit - containing downloadable lesson plans. PwC
are using virtual tools to support teachers and students
during COVID-19, facilitating the development of key
employability skills whilst learning from home.
14Representative Workforce Award
Winner: British Film Institute BAME representation has increased:
The British Film Institute is ● Job applicants 21% (2017/18) to 23% (2019/20)
the UK’s lead organisation ● Employed workforce12.4% (2017/18) to 16% (2019/20)
for film, television and the
moving image, employing In 2019/20:
almost 600 people. As part ● 64% applicants identified as women (70% of
of wider moves to ensure appointments)
the UK’s cultural diversity is
● 22% applicants identified as BAME (24% of
represented on screen, the BFI
appointments)
is making efforts to mirror that
in their own workforce. ● 5.5% applicants identified as disabled (8.4% of
appointments)
The BFI identified that there was a long-term gap in
representation of BAME and disabled people. This under-
representation was set against low planned turnover,
Highly Commended:
an average length of service of eight years and a 40%
decrease in Government funding which all reduced the
opportunities for new roles.
Cabinet Office
In April 2018 the BFI set a series of ambitious targets to
drive demographic change in the organisation: The Cabinet Office
is the Government
● 50/50 gender balance (52.2% female 2018) department
● 20% BAME (12.4% 2018) responsible for
● 10% LGBTQ+ (9.1% 2018) supporting the
● 7% D/deaf and/or disabled (3.7% 2018) Prime Minister
and Cabinet of the
The BFI have implemented multiple initiatives to United Kingdom. It employs over 7,000 people.
support inclusion and address under-representation.
The organisation has updated their recruitment The Cabinet Office is composed of various units which
processes, offering guaranteed interviews to both co-ordinate the delivery of government objectives across
BAME and disabled candidates that meet the minimum departments and so finds itself at the heart of the Civil
requirements for a role, as well as increasing engagement Service’s diversity and inclusion agenda.
with external charities that focus on getting individuals The Positive Action Pathway is one such initiative led
with diverse needs into the workplace. by the Cabinet Office, and is a twelve month cross-
government learning and development programme for
people in under-represented groups specifically open to
ethnic minority, women, disabled and LGB&TI employees.
The programme is designed to provide development that
will prepare people to move to the next grade or more
stretching roles within the Civil Service.
The Cabinet Office has achieved Disability Confident
Level 3 leader status, which not only affirms its own work
on disability but allows the Cabinet office to support
other organisations in changing attitudes towards
disability.
Different directorates were set pragmatic targets that The actions that the organisation has undertaken has led
reflected their ability to effect change, and then tasked to the following outcomes:
to set out a plan to meet those targets. Mandatory
diversity and inclusion training was implemented for ● Disability representation has nearly quadrupled from
all employees, with a focus on unconscious bias and 3.9% in 2012 to 14.8% in 2019.
bullying and harassment, and each workshop was ● The percentage of BAME staff has nearly doubled
introduced by an executive director. As a result of these from 11.3% in 2012 to 20% in 2019.
actions: ● LGB representation is above the economically active
working age population.
Disabled representation has increased:
● Cabinet Office is fast approaching a gender balance
● Job applicants 4% (2017/18) to 7% (2019/20) across all grades including the Senior Civil Service.
● Employed workforce 3.7% (2017/18) to 9.3% (2019/20)
15Apprenticeships Award
Winner: IBM
IBM are a global technology business with 12,000 UK
based employees. As an employer with a large technical
workforce, skills shortages in STEM subjects are a
particular pain point for IBM’s business. This was a major
motivator for IBM taking things into their own hands and
creating a technical apprenticeship scheme in 2010.
Apprenticeships are now a key component of IBM’s and Prevent policies) which was a completely new
workforce strategy, with a vision of ensuring today’s requirement for IBM.
apprentices grow into future leaders of the business.
The first apprentices in this new programme were
In 2017 IBM became an Apprenticeship Employer
recruited late in 2017. Results include:
Provider, offering Level 3 and 4 Trailblazers in Project
Management, Management Consultancy, IT Technical ● A 100% pass rate for every apprentice who reached
Sales, Software Development and Software Testing. This the End Point Assessment
is in tandem with their Digital & Technology Solutions ● 100% Distinctions for all qualified Junior
and Chartered Management Degree Apprenticeship Management Consultant apprentices
programmes at five universities.
● 100% of successful apprentices went on to full time
As an Apprenticeship Employer Provider IBM faced employment
a number of brand new challenges, including the ● IBM has retained 97% of apprentices in the business
requirement to construct a curriculum for their ● All qualified Degree Apprentices gained either a 1st
apprenticeship standards, ensure the business had the or a 2:1 degree.
skills required to deliver the training to the required
standard and to ensure compliance with Ofsted IBM’s apprenticeship strategy meets the needs of the
standards (including implementation of Safeguarding business by giving excellent return on investment in
terms of retention and revenue.
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EMPLONET_330029_TEXT.job
06/24/2019
16Inclusive Culture Measurement
We know how difficult it is for employers to
measure whether the actions they take to
make a culture more inclusive actually work.
enei have collaborated with Workio to
create a new and innovative Inclusive
Culture Measurement (ICM)
ICM is an anonymous, quantitative, and holistic approach which gathers data from
employees about their experiences, their preferences, and their priorities in the workplace.
How does ICM work?
Employees respond anonymously to an online chatbot survey - the process takes less than
15 minutes. Four core sets of data are gathered:
● The employee’s demographics
● The employee’s experiences
● The employee’s preferences
● Relative importance of different aspects of the workplace
If you have any questions
about ICM please visit:
Questions cover ten categories:
w: www.enei.org.uk
Role - Relationships - Results - Progression - Purpose & Mission t: +44 (0) 20 7922 7790
- Leadership - Management - Money & other valuable benefits - e: debbie.rotchell@enei.org.uk
Innovation – Personal
What is it important to measure Inclusive Culture
Denise Keating, CEO of enei, says: “In a remote working world, there are fewer opportunities for
managers and leaders to pick up physical cues about the culture of diversity and inclusion in
their organisations. It’s vital that we create new ways to understand how employees feel and
where improvements can be made to push the D&I agenda forward, and we’re delighted to
work with Workio to help our Members on this.”
Please contact debbie.rotchell@enei.org.uk for enquires and pricing questions
17Inclusive Recruitment Award
Winner: Yeovil District
Hospital NHS Foundation
Trust
Yeovil Hospital NHS Foundation Trust employ over 2,300
and continues with regular contact to check progress
people serving a patient population predominantly
and answer queries, and their responsibility extends
drawn from Somerset and Dorset.
to ensuring staff immediately feel part of the Yeovil
In March 2017 the Trust’s nursing vacancies were Hospital team. The team proactively supports travel
reaching crisis levels. The Trust had 82 staff nurse arrangements, and actively settle staff and their
vacancies within a headcount of 547 and was spending families into the area, including securing appropriate
£2.8m per year on agency nurses. This was exacerbated accommodation, creating bank accounts, shopping and
by an aging workforce with 22% of nurses aged over 50, creating a new network of friends.
a figure which would have reached 28% by this year.
The success has been exceptional:
This was impacting patient care in a number of areas, ● 750 nurses supported to arrive and begin their
notably care continuity, staff morale and retention NHS journey
and the impact on the Trust’s budget. Despite running
domestic and international recruitment campaigns ● Staff nurse vacancies now at zero
and employing specialist agencies, the number of new
recruits completing the process and being placed in the ● Turnover rate has dropped from 23% to 15%
hospital was limited. ● Sickness has dropped from 4.4% to 2.2%
The Overseas Recruitment Team was created with the ● OSCE pass rate 100% first for attempt
specific aim of not just filling posts, but doing so in a way
which was focused on the wellbeing and experience of ● Agency costs have decreased from £250k PCM to
the nurse. This approach recognised the wider impact of £33k PCM
moving thousands of miles across the world to the UK
and the effect on families. ● Now recruiting on behalf of 16 NHS Trusts.
The team used a more evidenced approach to focus
● Proud to employ a diverse workforce which
represents 62 nationalities
recruitment on select countries which closely met the
requirements for UK nursing. Work starts at interview
18Highly Commended: Highly Commended:
Sandwell and West North East Ambulance Service
Birmingham NHS Trust NHS Trust
Sandwell and West Birmingham NHS Trust provides
healthcare for 530,000 residents and employs 7,000
people.
The Health Overseas Professionals (HOP) programme The North East of England’s BAME population has
provides training in English language for refugees and doubled in the last 15 years, but this has not been
works with individuals on how they can resume their reflected in NHS regional workforces. Six organisations
medical careers, whilst putting much needed resource pooled finances, people and knowledge resources to put
back into the local NHS. The emphasis of the scheme together an event that would engage the local BAME
has been placed not on lower level employment around community, promote the NHS as the employer of choice
cleaning and catering, for example, but upon harnessing in the region and build greater workforce representation
the existing higher-level medical skills of the participants, across the six NHS trusts which took part.
which include Doctors and Pharmacists. The participants were:
Without either of the following English language ● The Newcastle upon Tyne Hospitals NHS Trust
qualifications, ‘International English Language Testing
System – IELTS’ and ‘Occupational English Test – OET’,
● Northumberland Tyne and Wear NHS Trust
any medically qualified migrants would not be able ● Gateshead Health NHS Trust
to proceed with their ambition. Hence, provision was ● Northumbria Healthcare NHS Trust
made by the trust to offer free-of-charge these English ● NHS Leadership Academy
language qualifications to medically qualified refugees/ ● North East Ambulance Service
migrants.
The BAME recruitment event took place at a central
Currently, there are 265 clients on database and 40% are location and faced a number of challenges, including a
now in paid work with Sandwell & West Birmingham NHS lack of iwmages of BAME people in organisations, how to
Trust or other healthcare providers in the West Midlands. reach a poorly engaged community and dispelling myths
Also, 127 medically qualified migrants are studying or that careers in the NHS were limited to medical roles.
have IELTS/OETS to date.
The event was attended by over 400 people and resulted
The Trust has successfully matched more than 200 in 82 applications submitted, with nine attendees
people into healthcare roles and placements across the appointed to NHS roles.
area. Examples include GPs, nurses, pharmacists and even
highly trained medical and surgical consultants.
19Disability Confident Award
Winner: North East London
NHS Foundation Trust
North East London NHS Foundation Trust (NELFT)
provide care and treatment for a population of 4.3 million
people, employing approximately 6,500 staff who work
across 210 bases in London, Essex, Kent and Medway.
NELFT’s biggest challenges in being disability confident
comprehensive personalised support, advice and
are disclosure of disability, differential levels of information to employees.
bullying and harassment experiences for disabled and
non-disabled staff and the provision of reasonable ● Changes to the recruitment process include a
guaranteed interview for all disabled candidates who
adjustments.
meet the essential criteria for the post applied; allows
The Trust’s efforts to tackle these challenges include: extra time on numeracy and literacy assessments for
candidates with dyslexia and other specific learning
● The introduction of health passports, a confidential difficulties and could provide written questions on
document designed for staff with long-term health the day of the interview
conditions, mental health issues, neurodiversity ● Calibre Leadership Programme, which is custom
or other learning difficulties, to help them assess designed training to address the distinct and often
the support they may need in the workplace on subtle barriers disabled employees must overcome,
terms of time, space, technology or equipment and increase their confidence and empower disabled staff
communication. It aims to encourage declaration in career development or leadership in the future.
and support staff to manage their health at work and The programme is delivered annually and is currently
remove obstacles throughout their NHS career. running for the fifth cohort of 14 delegates.
● Recruitment of disability ambassadors with expertise ● NELFT is also working with local Job Centres to
on information technology, human resources support people with disabilities into employment.
and equality, diversity and inclusion who offer
20Highly Commended: Highly Commended:
West Midlands Police Brunel University
EnAble Disability and Carers
Community
Brunel University is a higher education institution
employing 2,700 people.
The university’s commitment to disability includes
West Midlands Police serve a population of 2.8 million reaching Disability Confident Leader status, the fourth
and employ 7,000 people. Disability (both mental and university to achieve this and the first in London. Brunel
physical) has historically been viewed in a negative light has reviewed its recruitment process, developing an
due to the nature of police work, and staff with different inclusive recruitment strategy that ensures the university
ability have been stigmatised and isolated and not used advertises in a diverse range of publications, automatic
to their full capabilities. This has contributed to a poor shortlisting of disabled candidates who meet the
level of morale across the force. minimum requirements for the role and a review of the
wording in job adverts and descriptions.
The EnAble Disability and Carers Community works to
change attitudes towards disability across the force. As Focus group feedback demonstrated that the process
well as diversity champions being introduced across the for getting reasonable adjustments was disjointed, and
organisation to drive the agenda forward West Midlands a new policy was introduced bringing together various
Police have achieved Disability Confident Leader status, parts of the business to provide a one-stop shop for
becoming only the second force in the UK to achieve this reasonable adjustments.
and the first metropolitan force.
The university is now developing a disability leadership
The force has also introduced a Reasonable Adjustment programme to develop and implement strategies that
Passport and policy to support staff and managers in reflect the unique challenges and experiences of disabled
making the right adjustments. A Reasonable Adjustments staff.
officer has been employed and a centralised budget
means managers don’t have to worry about the impact
of adjustments on their budgets.
The EnAble Disability and Carers Community has also
promoted cultural change through the introduction of
force-wide wellbeing days where staff are encouraged
to attend events where they can obtain help, support,
signposting and information.
21Wellbeing Award
Winner: Frontline
Frontline is a charity working to transform the lives of
vulnerable children by recruiting and developing social
workers, employing 140 people.
The organisation’s expansion into new regions has
created new teams, roles and managers. Frontline has
recognised that the best way to help employees through
the changes rapid growth causes is by focusing on
wellbeing, and it empowers its employees to lead this the organisation. Much of the D&I group’s work overlaps
agenda themselves. with the wellbeing agenda and close collaboration helps
maximise the impact of initiatives.
The work is driven by the employee-led Wellbeing Action
Group which is comprised of employees from every Innovative actions taken by Frontline include:
team, region and level of the organisation. The group ● Recruitment and training of Mental Health First
meets monthly, with initiatives and opportunities shared Aiders
on the internal communications platform. These activities
● A core hours policy between 10am and 4:30pm which
have included:
gives employees flexibility
● Employee led lunch and learn events covering ● Employees are encouraged to work from home at
employee benefits and financial wellbeing least one day per week
● Pot Luck Lunches where each colleague contributes a ● All employees get up to three days per year to
different dish volunteer at a mission-aligned charitable organisation
● Group wellness walks
As a result of the actions taken by Frontline wellbeing
● Participation in national events such as National based questions on staff surveys have seen across the
Fitness Month board improvements.
The Diversity and Inclusion Working Group works
alongside the Wellbeing Action Group, and whilst led by
HR is also made up of employees from all teams across
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