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DIVERSITY CHAMPIONS SCOTLAND
19th May 2008
How does Lesbian, Gay and Bisexual equality fit within Corporate Social Responsibility?
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Schedule4.30 Registration and refreshments5.00 Welcome from Standard Life, Anne Gunther, Chief
Executive of Standard Life Bank5.05 Welcome and thanks, Calum Irving, Director, Stonewall Scotland5.10 Introduction: Michelle Fullerton, Manager Workplace
Programmes, Stonewall5.20 Perspective: Ty Jones, Head of Corporate Responsibility,
Bank of Scotland Corporate5.40 Perspective: Babs Greenwood, Development Officer, Marie
Smith, HR Advisor, Aberdeen City Council6.00 Workplace Equality Index: Nicola Swan, Scottish
Workplace Officer, Stonewall Scotland6.15 Panel discussion6.45 Wine reception
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DIVERSITY CHAMPIONS SCOTLAND
CSR & Equality – How do they relate?
Michelle Fullerton
Manager, Workplace Programmes
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What is CSR?
Positively taking account of your organisations impact on the:
• Economy
• Society
• Environment
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Why’s CSR relevant to LGB Equality and Inclusion?
• Many of the Drivers are similar
• LGB people fit within each of the three major areas of CSR
• Ability of staff to deliver on these areas
• Customers/ Service Users
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Where do you place responsibility for LGB Equality?
• HR?
• Community Engagement?
• Policy?
• Stand alone E & D officer/ Team?
• CEO/ Equivalents Office?
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Good Practice Examples
• Bank of Scotland Corporate
• Hampshire constabulary
• Nacro
• Lothian & Borders Police
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Getting it Right
• The highest performing organisations in the WEI have a diversity team/person who reports directly to CEO
• They have carefully considered where Equality, diversity and inclusion should sit within their organisation for maximum impact.
• They have an organisational wide strategy, reviewed at board level.
• Diversity Leaders understand the connection between E & D Internally and externally
• They understand how and when CSR and equality and diversity should be linked in their organisation.
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DIVERSITY CHAMPIONS SCOTLAND
people perform better when they can be themselves
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Bank of Scotland Bank of Scotland CorporateCorporate
Corporate ResponsibilityCorporate Responsibility
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QuestionsQuestions
How important is corporate responsibility (CR) to you…
• How important is CR to you personally, as an individual?
• How important is CR to you achieving your day to day job objectives?
• How important is CR to you in helping your business differentiate from your peers?
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The Bigger PictureThe Bigger Picture
HBOS is ranked as one of the world's leading companies on Corporate Responsibility:
Stonewall Champion (HBOS and Bank of Scotland Corporate)
Diversity Indices – HBOS acknowledged as a top performer
Carbon Disclosure Project Climate Leadership Index (highest ranked UK bank)
Global 100 Most Sustainable Corporations in the World (one of only 2 UK banks)
Business in the Community Corporate Responsibility Index (rated Platinum)
Dow Jones Sustainability Index member
FTSE4Good Index member
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Corporate ResponsibilityCorporate Responsibility
A permanent fixture in our corporate landscape
A central business value – not a “nice to have”
Part of business strategy, not a marketing “ploy”
A platform for delivering outstanding business results
The way we do business
Led by stakeholder expectations
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Changing the rules of the gameChanging the rules of the game
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Key Enablers Key Enablers
Leadership
Values
Culture
Dialogue
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The Way We Do BusinessThe Way We Do Business
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Our Core ValuesOur Core Values
Telling the truth, not lying, not misleading
Keeping our promises and commitments
Taking care not to hurt people
Respecting people, respecting their rights
Treating people fairly and with dignity
Being open and accountable, not hiding things
Looking at things differently
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How would you rate us?How would you rate us?
How good is Bank of Scotland Corporate at living up to these values?
1. We are always honest, careful and fair. We never break our promises
2. Failing to live up to our values is an extremely rare exception, but it does happen
3. Each year we can produce quite a few examples where we did not fully live up to our values
4. We fail to live up to our values more often than not
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Changing AttitudesAttitudes
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An Inclusive CultureAn Inclusive Culture
Senior Leaders
Line managers
Values
Recruitment
Development and Progression
Communications
Bullying & Harassment
Dialogue
Fitting In
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Respect begins with mutual Respect begins with mutual understanding, knowing how understanding, knowing how
others want to be treatedothers want to be treated
Colleague Advocacy
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Diversity & Inclusion Survey 2007Diversity & Inclusion Survey 2007
7573
63
53
62
34
45
54 53
78
75
65
72
66
61
65 65
54
53
79
53
56
30
40
50
60
70
80
90
ImmediateManagers
OrgBelonging
Fitting In Recruitment Values Dialogue Promotion Bullying SeniorManagers
Morale Distress
G&L 2005 G&L 2007
% m
ean
score
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LGBT Perception Gap 2007LGBT Perception Gap 2007
78
75
65
72
66
61
65 65
67
74
69
63
70 69
57 58
79
53
56
77
8183
30
40
50
60
70
80
90
ImmediateManagers
OrgBelonging
Fitting In Recruitment Values Dialogue Promotion Bullying SeniorManagers
Morale Distress
G&L 2007 BOS Corporate total 2007
% m
ean
score
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Visible LeadershipVisible Leadership
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Changing BehavioursChanging Behaviours
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Aberdeen City Council 2006
Taking a strategic approach to equalities: Aberdeen City Council
Marie Smith, Principal HR AdviserBabs Greenwood, Development Officer
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Aberdeen City Council 2006
Taking a strategic approach to equalities
• How equality is embedded into Aberdeen City Council
• How the Council demonstrates leadership on equality
• Some positive outcomes• Looking forward
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Aberdeen City Council 2006
Some background - the city of Aberdeen
• Population of about 200,000• Low unemployment• Contrasts between wealth and poverty• Gender pay gap• Tight labour market
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Aberdeen City Council 2006
Aberdeen City Council’s structures
• Focus on integrated service delivery• 3 Neighbourhood Services Areas -
North, South and Central• 3 support directorates -
Strategic Leadership, Continuous Improvement, Resources Management
• Corporate Management Team
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Aberdeen City Council 2006
How equality is embedded in the council
• In its core principles• Strategies and plans• Through community engagement• Equality and Human Rights Impact
Assessments
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Aberdeen City Council 2006
How equality is embedded in the council
• Council’s core principles of social inclusion, sustainability and strengthening local democracy
• Community Plan for the city• Corporate Plan and 6 service Plans
• Community of Interest plans (eg LGBT) and Neighbourhood Plans
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Aberdeen City Council 2006
How equality is embedded in the council
Community• Community of interest forums• Civic Forum• National standards for community
engagement• Expertise of local and national LGBT • Equality of opportunity grants• Support for annual Pride
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Aberdeen City Council 2006
How equality is embedded in the council
Equality and Human Rights Impact Assessments
• Includes 6 equality strands and Human Rights perspective
• Programme rolled out through the Council• Summary of assessment in committee
reports• Tool for continuous improvement
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Aberdeen City Council 2006
Leadership on equality
• Equalities Action Network • Equality responsibilities built in to job of
senior officers• Managers to undertake training on equality• Role of Community Planning and
Regeneration Service• Role of Human Resources • Workforce monitoring on sexual orientation
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Aberdeen City Council 2006
Some positive outcomes
• WEI as benchmark for improvement• Aberdeen seen by LGBT as an attractive
place to live and work• LGBT community informs workforce
developments• Benefits of community planning
partnership work• LGBT Youth Charter mark for Dialogue
Youth Information service
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Aberdeen City Council 2006
Looking forward
• Community planning - building equality into the city’s Single Outcome Agreement
• With partners promoting best practice through the Equalities Action Network
• Ensuring the voices of the communities of interest community is heard at neighbourhood level
• Progressing towards a single equality scheme
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Aberdeen City Council 2006
Looking forward - the Workplace
• Improvement on the Diversity Champions WEI
• Establishing a LGBT staff network• Using information from the next Employee
Opinion Survey
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Aberdeen City Council 2006
Any questions?
Thank you
Aberdeen City Council 2006
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WORKPLACE EQUALITY INDEX 2009
NICOLA SWAN
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WORKPLACE EQUALITY INDEX
• Core element of the workplace programme• Framework for action • 241 organisations entered this year’s Index• 4th year Stonewall publishes the Index
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PRIORITIES
• Digging deeper – more evidence• Putting policy into practice • Looks at the impact on employee experience• Need to create more ‘headroom’ • Top organisations at 96% and average score of
80% in the top 100• Maintaining the challenge• Certain practices have become standard• Build in the good practice we see from the best
employers
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METHODOLOGY
• Complete online questionnaire from 2ND June.• Involving staff • Final deadline 5th September• Computer generated initial scores are then
checked by Workplace Team • Preliminary scores assessed against supporting
evidence to give score and rank
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WEI 2009 EXAMPLES OF CHANGES
• Key changes in the questions• Why these are important• What we are looking for
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Q1 – POLICY AND PRACTICE
• LGB inclusive policy barring discrimination is now standard
• Highest performing organisations are taking a strategic approach
• Work more likely to be long term• Gets the attention of the Board• Attracts resources• Expect specific benefits as a result
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Q1 – WHAT WE ARE LOOKING FOR• Written equality and diversity strategy, fully
inclusive of LGB people• Connected to wider organisational strategies• Expected outcomes and deliverables• Reviewed regularly by the Board• To what extent is your work on LGB equality
core in the organisation?
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Q7 – BULLYING AND HARASSMENT• Currently ask about Employment Tribunals as
a minus score• NEW: what are your internal processes for
handling bullying and harassment?• 1 in 5 gay and lesbian people have
experienced homophobic bullying in the workplace (2008).
• Personal and reputational costs when not handled well.
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Q7 – WHAT WE ARE LOOKING FOR• Zero tolerance policy commitment which is
well communicated and understood• Robust processes in place for handling
complaints• Sensitivity to LGB issues within this• Monitoring and action on complaints• Case examples to illustrate the above
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Q10 – STAFF ENGAGEMENT• Shift in question from engaging LGB staff to
engaging all staff in LGB issues• Good practice from the best employers• Importance of the awareness and engagement
of the total workforce• Safeguards against staff to staff bullying• Recognises the role of friends and family of
LGB people and of ‘straight allies’
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Q10 – WHAT WE ARE LOOKING FOR• Mainstream within your communication
channels• Posters, leaflets, intranet, email• All staff diversity forums and events• Staff induction processes• Use of the Stonewall Diversity Champion logo• Networking the network groups
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Q14 – STAFF TRAINING & DEVELOPMENT• NEW: how do you ensure your line managers
are skilled to manage diversity?• Critical role of line managers in employee
experience• Translate corporate policy into everyday
practice and culture• Mainstreams accountability for equality and
diversity at all levels
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Q14 – WHAT WE ARE LOOKING FOR• Equality and diversity is integrated in to the
line manager’s role via:– Performance management processes– Selection processes– Diversity training specifically relevant to their role
as people managers– Support and advice available to line managers eg
role of network groups
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Q16 – MONITORING
• NEW: What proportion of your staff declare their sexual orientation?
• What is the confidence level in the workforce?• NEW: How do you report the findings from the
monitoring exercise?• How is the information used to bring about
positive changes?
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Q16 – WHAT WE ARE LOOKING FOR• Monitoring sexual orientation at all stages of
the employment cycle• Monitoring sexual orientation at all levels• High proportion of staff declaring sexual
orientation• Reporting outcome of monitoring exercises to
the board / senior management• Communicating findings with all staff
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Q22 – COMMUNITY ENGAGEMENT• Using LGB media to recruit and advertise• Stating a commitment to LGB equality in
mainstream media• Sponsoring an LGB event• Supporting staff involvement in LGB event• Strategic work with LGB service users /
customers
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Q22 – WHAT WE ARE LOOKING FOR• Engagement with wider LGB community in a
range of different ways• Be innovative
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Q23 PINK PLATEAU
• Do you have out senior LGB role models at the top 3 tiers of your organisation?
• Barriers still exist to (a) reaching the top and (b) being out at the top
• Provides visible role models for others• Positive indicator of equality and diversity• LGB people have a place at the table
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Q23 – WHAT WE ARE LOOKING FOR• Representation at senior levels in the
organisation• Out as in able to be open about their sexual
orientation in their role• Visible role models for others• Examples – support the network group,
speaks out on LGB issues, acts as a mentor
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NEW EXPERIENTIAL EVIDENCE• 8 questions to ask your LGB staff• Employee experience key in assessing impact
and progress• Engages LGB staff in this process• Acts as an internal check of the WEI itself• Provides feedback to target further action• May identify differences between the gay
man, lesbian and bi-sexual experience
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WHAT WE ARE LOOKING FOR• A reasonable response rate as an indicator of
engagement• Honest feedback!• Provides a consistency check between WEI
scores and employee experience• Provides data for action by the organisation
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PUBLISHING THE WEI IN 2009• Top 100 employers likely to continue• Consider Top 50 public sector and top 50
private sector as well• More ‘high 5’ analysis across sectors• Maximise recognition across all Diversity
Champions members• Showcase innovation and best practice
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WORKPLACE EQUALITY INDEX
3 months to improve
WORKPLACE EQUALITY INDEX
Deadline 5th September 2008
www.stonewall.org.uk/workplace