Diversity and Inclusion Report 2020
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Diversity and Inclusion Report 2020
CONTENTS
Introduction
A message from our Chief Executive 3
Goal and Pledges 4
Diversity is about recognising
difference. It’s acknowledging Data and Analysis
the benefit of having a range of
perspectives in decision-making and
Diversity Census Overview 5
our workforce being representative
of our customers and audiences. Education 7
Where our workforce come from 8
Inclusion is where people’s
differences are valued and used to Gender Pay Gap Data 10
enable everyone to thrive at work.
In an inclusive workplace, everyone Ethnicity Pay Gap Data 11
feels that they can be themselves,
their contribution matters and they
can perform to their full potential,
no matter their background, identity
or circumstances. It enables us to
benefit from diversity of thought,
Strategy
ideas and innovation.
Strategic Overview 12
Recruitment 13
Progression 14
Independent Television News Limited Culture 15
200 Gray’s Inn Road | London | WC1X 8XZ
Registered in England & Wales Accountability 17
Registered Number: 548648
+44 (0)20 7833 3000 | www.itn.co.uk
INTRODUCTION
“
“ The time for
change is now.
We have been formulating our Diversity & Inclusion
strategy for many months but, as our EMpower
network so succinctly put it, we need: ‘headlines,
deadlines and actions’. And we need them now.
We should all be proud of the progress we have
made on representation, and achieving some of
our targets two years early means we are reviewing
our next set of goals. We should also be proud
that we have reduced our gender pay gap by
This is a critical moment. The depth of feeling and
more than a third in the space of a year and that
sense of outrage over the killing of George Floyd
presents some optimism when it comes to hitting
have forced the world to wake up. His tragic death
the target for our 2022 BAME pay gap, which has
and a global pandemic have challenged current
improved only marginally this year. Clearly that
systems like never before, and many companies,
remains a huge disappointment. However, we
including ours, are expressing their commitment
will be working closely with our leadership teams,
to driving real change.
our employee networks and all of you via a series
Creating a vibrant, inclusive, collaborative culture of workshops beginning in August and running
– a culture where people feel confident to speak throughout the autumn, to drill down into the data
up - is central to my vision for ITN. This is a special and to accelerate our action plans. We’re already
and unique company. Our services reach millions seeing green shoots: in the past five months, 35%
of people across the UK every day. We drive of new hires at ITN are from ethnic minorities and
transformation by telling the truth about what 60% are women and it’s only by working together
is happening and by holding those in power to that more progress will be made.
account. But our values of truth and transparency
I want to use my privileged position as ITN’s leader
also demand we look inwards. What is clear is that
to do all I can to create lasting, structural change.
we have not educated ourselves enough, listened
We can control many things – who we hire, how
enough or done enough and while we have
we progress talented people, which voices we
made progress – parts of this report are extremely
have at senior levels, which information we share
encouraging – we are not where we need to be.
Anna Mallett as a company, the targets we set ourselves and
Getting this right is central to our creative and of course, what we put on our news bulletins and
in our programmes. And I am taking personal
Chief Executive Officer commercial success and for me, it all starts with
responsibility for our accelerated plan of action.
the data. This strategic process – data collection,
mapping, interrogation - is vital to ensuring a This plan is not something to delegate – and I
pipeline of talent and progression at every level. have been instrumental in its development. It
We will be among the first media companies to was the number one priority at our recent Senior
publish this 2020 data and due to the challenges Leadership away day and has the commitment of
of COVID-19, some are unlikely to publish at all. all my senior team. Today I commit that I will never
Additionally, ITN is not legislated to publish all the stop listening and progressing this work.
representation and pay gap data you see here, but
we pledged to do so because we are determined
to make sure everyone gets the opportunities, the
rewards and the recognition they deserve.
3
One goal.
To be recognised as a diverse and inclusive employer that
encourages, supports and celebrates the diverse voices of
our employees and reflects the audiences we serve.
Three pledges.
1 2 3
Speak Up
We have a zero
tolerance approach
to any form of
discrimination.
Balance
We are committed
to driving equitable
representation at all levels
to ensure our creative
Represent
We will represent diverse
voices in all our editorial
decisions, in the workplace
and on screen.
vibrancy as storytellers.
4
D A T A A N D A N A LY S I S
Data and Analysis:
Census overview
In October 2019, we conducted a major census among our
2020
workforce. The survey was sent to every employee, to help census 2022
us better understand the makeup of our company. results target UK average
We asked questions about gender, ethnicity, socio-economic
Census in numbers background, location and age. Confidentiality was and is
paramount, and therefore we have produced summary
Female 48%* 50% 51%
results across ITN which cannot identify any individual’s
85%
personal response.
To ensure the results were representative of the majority of
BAME 20% 20% 14%
response rate ITN, we wanted to communicate the detail once a completion
rate of 80% had been achieved. In fact, we have now
600+
surpassed that target as 85% of the workforce has now
completed the survey. We will of course continue to strive for
a 100% completion rate.
LGBTQ+ 8% 6% 7%
respondents
To broaden the depth of our census, this year we included
4% 5% 19%
questions around socio-economic background to understand
issues around social mobility. These questions were selected Disability
from the Social Mobility Commission which consulted 200+
companies in 2017 about the relevant factors reflecting socio-
economic status. Hand in hand with this were questions
about where our employees come from to identify our
regional representation.
*Male: 49%
5
D A T A A N D A N A LY S I S
50%
48%
Data and Analysis: 44%
46%
Representation year-on-year
We are on course to hit our 2022
diversity representation targets early.
20% 20%
Diversity of voice in our newsrooms and ensuring we as
an organisation are reflecting our viewers across the UK
17%
has been an important driver of our diversity and inclusion
strategy and, since 2018, ITN has made substantial changes
to the look and feel of our organisation.
15%
We have moved steadily towards equal representation in
gender, and in terms of the number of colleagues from
BAME backgrounds we have already met our 2022 target of
20%. We have doubled the number of people who identify
as LGBTQ+ at ITN compared to 2018 figures, which is also
to be celebrated. Twice as many people with disabilities are
working for us in 2020 compared with two years ago, and Female BAME
we are on track to meet our 2022 target of 5% in this area.
Nevertheless, we remain well below the national average
and are launching a new disability policy to help us address
these issues. 8%
6%
It’s important to remember that these figures are targets 5%
4% 4% 4%
and not caps and we will continue to analyse and update 3%
2%
our goals to ensure we have a culture of inclusivity and
broad representation across all the four areas we measure.
LGBTQ+ Disability
These figures are based on our
census, which was completed
by 85% of our workforce. Key 2018 2019 2020 Target
6
D A T A A N D A N A LY S I S
Data and Analysis:
Education
Around two-thirds of our census respondents went to state schools,
and approximately 21% attended private or independent schools.
Journalism has traditionally had similar limited entry into its ranks as professions
such as law, accountancy and medicine. All of these have working within them a
higher proportion of people from higher social classes than the entire population
and a much lower proportion from the lowest social backgrounds.* 67%
In our 2019 census we included a section focusing on the background of our Attended
employees to help us build up a picture of our workforce. Questions about state school
responders’ education as well as the professional status of their parents and carers
were framed with reference to the government’s Social Mobility Commission. The
results have presented us with an accurate picture of our socio-economic mix
which shows that our business as a whole is staffed predominantly by people who
attended state-funded schools. The results show that 20.8% of our employees
attended an independent or fee-paying school with nearly 7% attending school
outside the UK.
ITN is committed to recruiting candidates from diverse backgrounds and regions
and we work with our clients and partner organisations to run a variety of initiatives
to enable this. Each year, we work closely with ITV on schemes such as the annual
Breaking Into News and Newsroom Open Day events, while we have also supported
Creative Access in delivering masterclasses to aspiring young journalists from State-run or state-funded school: 67%
diverse backgrounds. ITN hosts around 120 work experience placements every
year, with 5 News offering approximately 45 placements to students from outside Independent or fee-paying school: 21%
London and from under-represented groups. In 2018, Channel 4 News launched
the Sarah Corp Fellowship, helping to train a new generation of journalists in Attended school outside the UK: 7%
memory of the late Sarah Corp, a senior foreign affairs producer. We also work with
organisations like the John Schofield Trust, the Rory Peck Trust and the Creative Prefer not to say: 5%
Diversity Network.
Don’t know: 0.4%
These figures are based on our
census, which was completed
* Diversity in Journalism, Report for the National Council for by 85% of our workforce.
the Training of Journalists by Mark Spilsbury, November 2017
7
D A T A A N D A N A LY S I S
“
Regional heat map
Where our workforce is from
Having a regional office is a necessity
for us. It’s vital in order to recruit and
develop new talent out of London
“
3.6%
and to make programmes which
The majority of our census respondents are from truly reflect the nation.
England, with around half coming from London
and the South East. Ian Rumsey
Just under 9% come from overseas. Wales and Northern Director of TV Production
Ireland, the North East of England and Yorkshire &
Humber are the most under-represented regions.
1.6%
Where our census respondents spent their formative years: 1.4% Leeds
In 2020, ITN opened a
new production base
Region % complete with state-of-
the-art edit facilities in
London 26.2% the city of Leeds.
2.7%
South East England 23.9%
6.3%
South West England 9.2% 8.9%
International 8.9%
North West England 6.3% Outside the UK 4.7%
West Midlands 5.8%
5.8%
East Midlands 4.7%
3.1%
Scotland 3.6% 2.5%
East England 3.1%
Yorkshire and Humber 2.7% 26.2%
These figures are based on our
Wales 2.5% census, which was completed
23.9%
by 85% of our workforce.
North East England 1.6%
9.2%
Northern Ireland 1.4%
8
D A T A A N D A N A LY S I S
What do we mean
by pay gap?
“
A pay gap is the difference between the average earnings of
one group of people and the average earnings of a different National Average
group of people, for example men and women, or BAME Pay gaps tend to occur when
17.3%
people and white people.
the majority of the most senior
At ITN, we measure and report two different pay gaps. The gap between the and highly-paid roles in an
average female and male earnings is the Gender Pay Gap (see page 10), which organisation are occupied by one
we are required by legislation to report, and the gap between the average The UK’s median gender pay
earnings of Black, Asian and other ethnic minority (BAME) colleagues and the
gap in 2019. Source: ONS particular group, for example
average earnings of white colleagues is the Ethnicity Pay Gap (see page 11), male or white employees.
which ITN publishes voluntarily.
How are the pay gaps calculated?
Both gender and ethnicity pay gaps have been calculated according to the UK
government’s published methodology. The pay data of 670 employees was Is a pay gap the same as equal pay?
analysed as at 5 April 2020. This number includes all UK-based full time and part
time ITN employees, but does not include freelance contractors, international No, they are two different things. The gender and ethnicity pay
employees or those not receiving full pay on 5 April 2020, i.e. those on maternity gaps show the difference between the hourly rates of pay between
leave or shared parental leave. all men and all women - and all BAME employees and all white
employees - on a mean and median basis.
The ‘mean’ is the average and the ‘median’ is the middle. To explain median,
imagine that all employees were lined up in a female line and a male line from Unequal pay is when a man and a woman - or a white employee and
lowest to highest in terms of rate of pay. The female and the male in the middle a BAME employee - are paid different amounts for doing the same
of each line are compared, this is what gives us the median gender pay gap. work. This has been unlawful under equality legislation since 1970.
9
D A T A A N D A N A LY S I S
Gender Pay
and Bonus Gap
Gender Pay Gap Gender Bonus Gap
Mean Median Mean Median
9.7% 13.6% 37.5% -58.0%
2019: 15.0% 2019: 16.8% 2019: 46.6% 2019: 33.3%
We’ve seen significant improvement in our gender
pay gap figures, with a 35% reduction in the mean
figure year-on-year, and a 19% reduction in the
median figure. Gender split at ITN* People receiving a bonus
When we first reported our gender pay gap at ITN, we set ourselves
an ambitious target, namely to halve our mean gender pay gap
by 2022. In achieving a 35% reduction year-on-year from 2019 to
2020, we are pleased that we have exceeded this target ahead
of schedule. However, we cannot be complacent: we recognise
that we still have more to achieve, and we recognise that one key 48% 49% 26% 22%
driver of our gender pay gap is lower female representation in
senior roles, something that we will continue to focus on in the
forthcoming years.
22.1% of male and 26.3% of female employees received a bonus Female Male Female Male
in 2019/2020. While these numbers are lower than in 2019, bonus employees employees employees employees
payments in several ITN divisions were delayed until May 2020 due
to the COVID-19 crisis and therefore will be reflected in our 2021 pay
gap reporting.
Pay quartiles
Pay Quartiles
Pay quartiles are calculated by listing each employee’s hourly pay
from highest to lowest, before dividing into four equally sized
groups. This chart shows the proportion of male and female
employees within each pay quartile at ITN. We have increased
male representation in our lower quartile and increased female
representation in our upper quartile since 2019.
54% 46% 52% 48% 33% 67% 43% 57%
Female employees
Q1 Q2 Q3 Q4
Male employees
Lowest paid Lower middle Upper middle Highest paid
quartile quartile quartile quartile
* The figures in the gender split charts are based on our census, which was 10
completed by 85% of our workforce. Some colleagues chose not to answer.D A T A A N D A N A LY S I S
Ethnicity Pay
and Bonus Gap
Ethnicity Pay Gap Ethnicity Bonus Gap
Mean Median Mean Median
19.4% 20.8% 63.7% -4.7%
2019: 19.6% 2019: 22.9% 2019: 56.0% 2019: 33.0%
While we have seen an increase in the number of
Black, Asian and other ethnic minority colleagues
working at ITN overall, we know that this alone is
not enough and there remains significant work to Ethnicity split at ITN* People receiving a bonus
do to ensure that BAME colleagues are represented
at every level of seniority throughout ITN.
Our ethnicity pay gap has very slightly reduced for both the mean
and median calculations. While representation of Black, Asian and
other minority ethnicity employees has increased across all quartiles
for the second consecutive year, it’s disappointing that our ethnicity
20% 80% 24% 24%
pay gap has not moved significantly and continues to be largely
driven by lower BAME representation in more senior roles. This is
why we are acclerating our progression action plans in order to
improve diversity in senior positions (see page 14). BAME White BAME White
employees employees employees employees
24.4% of Black, Asian and minority ethnic and 24.0% of white
employees received a bonus in 2019/2020. While these numbers are
lower than in 2019, bonus payments in several ITN divisions were
delayed until May 2020 due to the COVID-19 crisis and therefore will
be reflected in our 2021 pay gap reporting.
Pay quartiles
Pay Quartiles
Pay quartiles are calculated by listing each employee’s hourly pay
from highest to lowest, before dividing into four equally sized
groups. This chart shows the proportion of Black Asian and Minority
Ethnic employees and white employees within each pay quartile.
For the second year running, representation of BAME employees
has increased across all quartiles, however, a major priority will be to
increase the number of BAME employees in the upper quartiles.
35% 65% 17% 83% 12% 88% 14% 86%
BAME employees
Q1 Q2 Q3 Q4
White employees
Lowest paid Lower middle Upper middle Highest paid
quartile quartile quartile quartile
* The figures in the ethnicity split charts are based on our 11
census, which was completed by 85% of our workforce.One goal. Three pledges.
Four strategic priorities.
1 2 3 4
Recruitment
Focus on diverse
recruitment, particularly
at senior levels.
Progression
Break down barriers to
progression within ITN.
Culture
Increase share of voice in
editorial & management.
Accountability
Improve culture of
transparency and
accountability.
12RECRUITMENT
01. Recruitment
Focus areas Actions
Use innovative approaches to identify and
proactively encourage diverse applicants
01
Broaden diversity of
applicants to ITN using e.g. ‘ITN
Pathways’, #ITNBacktoSchool,
Mitigate unconscious bias in selection processes social media campaigns
Build strong external profile and networks to
attract a healthy pipeline of senior, diverse talent
02
Trial anonymised CVs for all roles
launch in August-November,
review November
Utilise diverse freelancers as a talent pipeline
03
Introduce BAME representation
2019 Progress 2020/21 Priorities on interview panels
launch in August-November,
We have already implemented new Alongside the progress we have review November
and improved ways of recruiting made in our recruitment practices,
staff to ITN that draw on different we are also focussing on building
talent pools and paths into the the external profile of ITN in order
04
Formalise discussion of pan-ITN
recruitment market. We now have to attract and identify diverse talent movement opportunities
a policy of open recruitment for talent, especially for senior roles. with departmental management
all roles. Once the shortlist has Tools for mitigating bias are also each quarter
been made, all interviews now part of our enhanced strategy to
have mixed gender panels and a ensure we have a recruitment
minimum of one female and one process with inclusivity at its
05
Create database of diverse
BAME candidate for every external heart. This includes unconscious freelance talent
role. Unconscious bias training is bias reminders for all hiring
already in place for all managers, trialling anonymous
decision-makers. CVs, and BAME representation on
every interview panel. Building
relationships with younger people
is also on our agenda to create a Above: Channel 4 News
pipeline of diverse talent into ITN. colleagues take part
#ITNBacktoSchool is a programme in a Creative Access
Masterclass on broadcast
that enables staff to visit schools to news for an audience of
talk about ITN and our work, and aspiring journalists.
ITN Pathways is an early careers
programme that also feeds into
this priority.
13STRATEGY: P
RREO
CRGU
R IETSM
SEIO
NNT
02. Progression
Focus areas Actions
Grow our internal talent by creating new
opportunities for development
06
Fund five SLT sponsored pan-
ITN attachments for top talent in
next 12 months from agreed ITN
Identify and promote high-performing talent training pot
Support and encourage flexible
working options to retain talent
07
Introduce 10 ‘Acting-up’
opportunities for holiday/sickness
cover, projects in next 12 months
Inclusion training roll-out to all employees
08
Launch mandatory
2019 Progress 2020/21 Priorities inclusive leadership training for
SLT and all employees
Having effective succession Creating a diverse and inclusive
planning tools in place is pivotal to workforce particularly at senior
maintaining a diverse workplace levels is our key priority. We intend
09
Re-launch reverse mentoring
at all levels of the organisation. to identify high-potential diverse for the SLT and middle managers
Succession planning is now in talent from inside the organisation from September, and introduce
place across all departments. for regular SLT discussion, mentoring for women returning
Understanding the reasons supported by the succession plans from maternity leave
employees leave is key to already in place. Developing the
formulating policy, so analysis of our experience of talented individuals
exit interviews now feeds into our by introducing specific schemes
10
Review all exit interviews
retention and progression plans. will enable progression up and quarterly by department. CEO to
We have also now established an across ITN. These schemes offer exit interviews with senior
annual mentoring scheme; flexible include managed moves across diverse leavers
working options available across departments and a work-shadow
ITN, and the option to take a ‘flexi- programme as well as taking
month’ at any time of the year, as steps to enhance the existing
11
Use the revolution of remote,
well as the ability to purchase an mentoring programmes. Inclusion flexible working to improve
additional 10 days’ annual leave. A training for all employees will be recruitment and progression of
proactive review of women’s pay as mandatory going forward and the diverse talent
they return from maternity leave work we’re already doing analysing
has also been introduced. and reviewing exit interviews will
feed into our progression and
retention strategy.
14S T R A T E G Y : R E C RC
UUI TLM
TUER
NET
03. Culture
Focus areas Actions
Ensure diverse voices are present at decision-
making levels within ITN (including SLT)
12
Commit to enhanced ethnic
diversity on SLT and senior, off-
Embed different channels for colleagues screen, editorial roles
to be involved in addressing inclusion
Promote diversity of on-screen talent
13
Drive diversity in editorial
to reflect and represent diverse voices decision-making with bespoke
initiatives in each area
Create an environment where
everyone feels they can speak out
14
Promote process for discussing
concerns over career progression
2019 Progress 2020/21 Priorities and editorial decision-making
Last year, we created the role of According to our census results,
Head of Diversity and Inclusion, BAME representation is above the
15
Maintain and grow on-screen
which has supported ITN in national average at 20%, but we
diverse talent; continue to
articulating and driving our are committed to ensuring that monitor and record after each
strategy. ITN’s newly-formed this diversity is reflected vertically news programme
Inclusion Action Group and across our organisation and in
employee network groups such particular in our senior leadership
as ITN PRIDE, EMpower and team. To address this, we will invite
16
Launch disability policy,
the Working Parents’ Network a range of speakers on Diversity hold focus groups and create
have been established and have and Inclusion to join the SLT and employee network
a strong, positive presence in also address ITN as a whole. We
Top: Colleagues gather for
the organisation. To encourage will also enhance our processes the launch of EMpower, ITN’s
an open, supportive work to engage and support continued BAME employee network.
environment, we have an ‘open diversity through awareness-raising Middle: Mary Nightingale
door’ policy from CEO down, giving programmes such as reverse interviews SAS: Who Dares
access to senior colleagues if any mentoring. We want to maintain Wins star Jason Fox in an
internal event for Mental
issues need to be raised. We have and improve the level of on-screen Health Awareness week.
applied the same openness to our diverse talent - presenters and
Left: 2020 saw ITN celebrate
news agenda too, as all newsrooms contributors - and will continue to a virtual Pride Week during
now have editorial meetings to monitor the balance after every the national lockdown, with a
range of digital activity and an
enable and encourage discussion programme. We will also explore intranet takeover.
and analysis of diverse story ideas. ways of measuring on-screen
diversity for other output across ITN.
For more information about our
networks see page 16.
15C U LT U R E
03. Culture
ITN Inclusion ITN Voice EMpower
Action Group Employee Forum BAME Network
Representation
The Inclusion Action Group’s ITN Voice is a network of people EMpower was set up in 2019 and
purpose is to ensure ITN is an from across ITN, elected by their is a place for ITN’s Black, Asian
inclusive place for all who work peers to give a voice to every and ethnic minorities to discuss
here while promoting our ‘One part of the company. ITN Voice the organisation’s diversity
ITN’ purpose, vision and values, works to create positive change, strategy and come together as a
supporting the inclusion strategy influencing decisions that affect group to influence measures to
and initiatives and driving action. everyone and coming up with increase representation at every
It works in partnership with HR, ideas for how we can continually level. At the time of writing it
business units and the Employee improve life at ITN. counts over 75 members.
Network Groups and provides
feedback to the SLT.
EMpower
Chairs: Chair: Chairs:
BAME Network
Kiran Bance Cait FitzSimons Ronke Phillips
Head of Diversity and Inclusion Editor, 5 News Senior Correspondent, ITV News
Rachel Corp Liliane Landor
Acting Editor, ITV News Head of Foreign News, Channel 4 News
SLT Sponsor:
Parents & Carers’ ITN Pride Lisa Campbell
Network LGBTQ+ Network Director of Corporate Communications
ITN Pride Parents and Thrive
Inclusion LGBTQ+ Network Carers’ Network Women’s Network
Action Group
Co-chair Minnie Stephenson says: This network was established Our newest network will be fully
“ITN Pride is the first ever LGBTQ+ in October last year to better launched in the autumn. Thrive
network at Gray’s Inn Road. Our understand the needs of working welcomes all female-identifying
mission is to ensure that LGBTQ+ parents across ITN and ensure we staff at ITN and will focus on
employees are represented are meeting these. Embedding giving women the chance
across ITN and at every level. We flexible working practices was the not only to share experiences,
know in 2020 that many people main concern for colleagues and but also the opportunity to
are still uncomfortable to be out the network is also a forum to organise events and raise issues
Divisional Thrive in the workplace, we hope Pride allow parents across ITN to come of particular concern to our
Networks Women’s Network plays a part in changing that.” together and share experiences. female colleagues.
Chairs: Chairs:
. Chair:
Minnie Stephenson TBC Hilary Platt
Reporter, Channel 4 News Operations and Finance Director,
ITV News
ITN Voice Marcus Taylor-Nylund SLT Sponsor:
Employee Forum Head of PMO, Technology SLT Sponsor:
Richard Lawson
Nick Hafezi Director of Commercial Production TBC
News Assistant, Studios
SLT Sponsor:
James Scorer
General Counsel
16S T R A T E GAYC: CRO
EUCN
RUTA
I TBM
I LEIN
TYT
04. Accountability
Focus areas Actions
Reaffirm commitment to narrowing pay gaps
17
Develop a transparent reward
and recognition programme
Increase transparency of reward and finalise all pay benchmarking
and recognition processes across ITN
Ensure senior leaders are accountable for driving
change by linking success to their incentives
18
Divisional pay gap dashboards to
be reviewed by SLT on a quarterly
basis. Mean and Median data
published annually.
19
2019 Progress 2020/21 Priorities Quarterly review of divisional
dashboards by CEO, including
We made a commitment to sharing The first step is developing a the introduction of specific
gender and BAME pay gaps each transparent reward and recognition LGBTQ+ data
year which we are fulfilling in this programme. We will drive better
report along with our strategies decision-making by feeding the
to address issues raised. We have analysis from the census, pay
20
Review all 2022 Diversity and
reviewed part-time working to gap reports and exit interviews Inclusion targets and amend
ensure ITN adopts a consistent into future action planning. We where necessary. Share SLT bonus
and market-leading approach. If a are creating enhanced diversity targets on D&I measures
member of staff feels they may not dashboards for the business and
be receiving equitable pay when setting milestones for achievement
measured against a comparator, on recruitment, progression
21
Re-launch independent
they can make use of a salary and retention. Making ITN an procedure for reporting all
check process. Last year, we also attractive employer to those with forms of discrimination at
linked the bonuses of the senior disabilities is a priority. We will ITN, with additional trained
leadership team to their diversity carry out disability focus groups hearing managers to be
and inclusion targets. to understand areas to prioritise identified for any grievances
and launch a new policy. We also surrounding discrimination
commit to reviewing all of our
our targets.
17ACCOUNTABILITY
Our Senior Leadership Team
Anna Mallett David Conway Chris Shaw Geoff Hill Rachel Corp Ben de Pear
Chief Executive Officer Chief Financial and Editorial Director Editor Acting Editor Editor
Operations Officer ITV News ITV News Channel 4 News
Cait FitzSimons Ian Rumsey Alastair Waddington Sara Montakhab Aileen Dennis Richard Lawson
Editor Director of TV Production Director of Sport Acting Director of Director of Strategy Director of Commercial
5 News Stategy and Development and Development Production
Beatrice Veerasingham Lisa Campbell Alexandra Standfast Bevan Gibson James Scorer
Director of Finance Director of Corporate Director of Human Chief Technology Officer General Counsel and
Communications Resources Company Secretary
18About ITN For sixty-five years, ITN has been at the heart of the media landscape, internationally recognised for our quality, integrity and creativity. Combining our experience honed as one of the UK’s foremost media companies with cutting-edge technology and expertise, we are the home of compelling content and technical innovation. We make the award-winning daily news programmes for ITV, Channel 4 and Channel 5, providing comprehensive and impartial news to the British public and reaching millions of viewers. ITN Productions, our independent production division, produces high quality content across seven distinct areas: television production; sports; advertising; industry-specific programming; education content; entertainment and news footage syndication; and post-production. Independent Television News Limited 200 Gray’s Inn Road | London | WC1X 8XZ Registered in England & Wales Registered Number: 548648 +44 (0)20 7833 3000 | www.itn.co.uk
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