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Diversity Benchmarks 2013

Part 2 of 2: Inputs Survey

Questions

Submit from Tuesday 14 May until 5pm on Tuesday 16 July 2013

If you want a competitor, customer or supplier, or group of organisations to participate in this benchmark, they may be eligible to participate at no charge. Please use the contact information below

to find out more about this.

On Tuesday 14 May, you can register here for online access: https://surveys.bitcdiversity.org.uk Access sometimes requires manual approval and is not necessarily instant. For any problems please

call Tom Legge (020 7566 8731)

For current information and the latest version of the guidance notes see our website: http://opportunitynow.bitc.org.uk / http://raceforopportunity.bitc.org.uk

For support and guidance before, during and after submission please contact Tom Legge, Benchmarking Development Manager, ([email protected] / 020 7566 8731) or your Account

Manager (020 7566 8725)

mailto:[email protected]

http://raceforopportunity.bitc.org.uk/

https://opportunitynow.bitc.org.uk/

https://surveys.bitcdiversity.org.uk/

Diversity Benchmarks 2012 - Part 2 of 2: Inputs Survey

ContentsHow to complete the benchmarks.......................................................................................................................2

Qualifying questions............................................................................................................................................ 5

Feedback Reports............................................................................................................................................... 6

Section 1: Leadership, Business Case and Strategy..........................................................................................7

Section 2: Recruitment........................................................................................................................................ 9

Section 3: Workplace Policies and Practices....................................................................................................12

Section 4: Career Progression.......................................................................................................................... 18

Section 5: Supplier Diversity............................................................................................................................. 21

Section 6: Diversity and Inclusion in Procurement............................................................................................22

Section 7: Customers, Clients, Consumers and Service Users.........................................................................23

Section 8: Community....................................................................................................................................... 24

Section 9: Globalising Diversity......................................................................................................................... 26

Copyright © Business in the Community 2013. All rights reserved. 1 | P a g e


How to complete the benchmarksWhat are the benchmarks?The benchmarks are a confidential assessment process in which organisations can participate. We benchmark across two protected characteristics: Ethnicity and Gender simultaneously, although it is possible to only benchmark against one protected characteristic. There are qualifying questions which enable you to state your intent at the beginning.

The responses and data collected are used to benchmark organisations against each other and to enable the diversity campaigns at Business in the Community to provide participating organisations with advice and guidance on how to improve their approach to diversity, equality and inclusion. The benchmarks also recognise where organisations are leading edge in terms of their processes and outcomes. We will provide organisations with scores and bandings (Platinum, Gold, Silver and Bronze) which can be used publicly or kept confidential (at your discretion entirely).

The benchmarks consist of two separate but related surveys. The first is the Diversity Impacts Survey. The survey collates and collects your existing data to understand how diversity is measured in your organisation compared to the best practice measurements which we feel are vital to the monitoring and delivery of equality, diversity and inclusion. The purpose of collecting this data is to provide organisations with sector specific benchmarked performance data. This section is open to members of Race for Opportunity (RfO), Opportunity Now (ON) and also non-member organisations.

The second part is a survey focused on the polices, practices, processes, behaviours and systems which are considered best practice. This is called the Diversity Inputs Survey and is designed to be a framework for ‘what to do’. It is only open to campaign members or paying non-members (see fees below).

What are the outputs?For members and non-members completing the full benchmark (Inputs and the Impacts surveys), the results are delivered via a detailed feedback report and debrief meeting with an account manager. This will include your score, your banding, your rank, written feedback on several important areas, sector and overall averages for every question and summary tables which clearly indicate your gaps and your successes. We can send a sample report on request. The de-brief meeting includes the opportunity to action plan and set objectives for the coming year(s) and will be a chance for us to share best practice. The de-brief meetings can be tailored to an audience of your choice (HR/ Diversity Professionals, Network Groups, Company Boards etc.).

For members and non-members completing only the Impacts survey, the feedback report will consist of the overall and sector averages for each diversity metric and analysis of the state of your monitoring systems compared to the wider cohort. Ranking and banding is not provided for those who choose to complete only the Impacts survey. Members may request a de-brief meeting.

How much evidence is needed in support of submissions?Part 1: Diversity Impacts Survey does not ask for any evidence, just your data. For Part 2: Diversity Inputs Survey we have limited the number of questions which require supporting documentary evidence to 4 pieces. This ensures that the survey can be completed without excessive time being spent finding and uploading documents. For some questions, we ask for further supporting statements, this helps us to finalise the score by giving us information which the assessors use as part of their assessment and scoring. All submissions are double reviewed. We reserve the right to audit a random sample of submissions to ensure accuracy of responses.

Time lines23 April Getting started webinar (book here) 30 April Pre-recorded version of webinar on website (http://opportunitynow.bitc.org.uk)14 May Launch of benchmarks (sign in here: https://surveys.bitcdiversity.org.uk)14 May Live benchmarking launch event (London)16 May Getting started webinar (repeat of 23 April webinar) (book here)16 July Close of benchmarksSeptember Feedback and Individual Results, start of 1:1 debriefs.


http://opportunitynow.bitc.org.uk/events/benchmark-survey-understanding-and-preparing-race-and-gender-survey-webinar-0

https://surveys.bitcdiversity.org.uk/

https://opportunitynow.bitc.org.uk/

http://opportunitynow.bitc.org.uk/events/benchmark-survey-understanding-and-preparing-race-and-gender-survey-webinar-0


October Initial Top 10 announcement and preliminary trends webinarNovember Full trends report launched at live event and on website

When will the benchmarks run again?The benchmarks will run annually, currently in May, June and July. Organisations can maintain their banding from the previous year if they resubmit only their up-to-date impacts data in the following year.

Publishing of the Top 10sWe will publish a total of 4 separate unranked lists of the top 10 organisations, broken down in the following ways: Top 10 private sector organisations completing the Opportunity Now benchmark. Top 10 public sector organisations completing the Opportunity Now benchmark. Top 10 private sector organisations completing the Race for Opportunity benchmark. Top 10 public sector organisations completing the Race for Opportunity benchmark.

The Top 10s will be determined from those organisations that complete both the Impacts and Inputs surveys for a given protected characteristic. Organisations who benchmark simultaneously across both protected characteristics will be eligible for inclusion in all relevant Top 10s.

Fees/ eligibilityThe full benchmarking process is open to campaign members at no cost. Members of our campaigns may benchmark across both protected characteristics if they are members of both campaigns or in relation to the characteristic relevant to their membership of a single campaign. The Impacts survey is open to non-members at no cost.

The ‘full benchmarking process’ (completing both Impacts and Inputs surveys) is open to non-members at the following rates:

Benchmarks Diversity member price BITC price Non-member priceRace or Gender £free £1,950 £2,450

Race and Gender £free (joint members) £3,125 £3,900

This includes the feedback report and a 2 hour meeting with an account manager (extended meeting if benchmarking across both protected characteristics).

Champion members of Opportunity Now and/ or Race for OpportunityChampion members may submit up to 5 entries. These can on behalf of subsidiaries, different business-units etc. For example, banks that have an investment banking business and a retail banking business have in the past submitted two separate entries. Wider groups who are made up of separate legal entities may also wish to consider multiple entries. Please discuss this with your account manager in order to decide the most appropriate option. An additional feedback report analysing the differences between entries will be provided.

Further informationPlease see our website for further information or contact [email protected] or your account manager


mailto:[email protected]

http://opportunitynow.bitc.org.uk/


Description of all products associated with benchmarking


Race and Gender Benchmark

1. Surveys

Part 1 of 2: Impacts survey 2013

Part 2 of 2: Inputs survey 2013

2. Guides

Guidance for part 1

Worked examples for part 1

Public sector specific guidance

Guidance for part 2

Frequently asked questions

3. Individual results and feedback

Race

Impacts report

Inputs report

Written feedback

Action plan

Gender

Impacts report

Inputs report

Written feedback

Action plan

4. Trends and insight

Trends analysis report

Trends analysis launch event

Trends analysis webinar

Extra trends webinar 1

Extra trends webinar 2


Qualifying questionsWhat protected characteristics are covered by your submission? Ethnicity Gender Ethnicity and Gender

Answer all questions which are ‘cross-issue. Answer only questions for your chosen protected characteristic if you are completing a single benchmark. This is generally self-evident in the wording of the question, but in some cases explicit instructions are given.

Participation listing

Please tick this box if you are happy for us to disclose your participation in the benchmark to others in your chosen sector – this will only appear in their feedback report and will not be ‘publically visible’. Please tick this box if you are happy for us to list your participation in the benchmark within a list of other participants in the appendix of our trends analysis and in other relevant places.

Company DetailsOrganisation name (to be used in feedback):

Industry Sector:

Fallback sector (please choose a second sector to be compared against):

Type of Organisation (Public /private/other):

Name of CEO:

Number of UK employees

Regions of operation (UK)

Are you a global organisation? No YesIf you have answered yes, please answer the following questions:Regions of operation (global)

Number of Global employees

Are you submitting data for: UK only Global

Contact DetailsName of lead person completing the benchmark(s):

Job title:

Telephone number:

Email Address:

Location:



Name of primary person(s) to receive feedback:

Email Address(es):

Special instructions:

Feedback ReportsFeedback reports contain quantitative information from all sections of the benchmark. In addition to this, you may request written feedback for two sections if you are a Core campaign member and up to five sections if you are a Champion member of one or both of the diversity campaigns. This selection is not final and we will give you the opportunity to change it later.

Selections are ‘per’ membership. I.e. a core member of both campaigns could select two sections for RfO specific feedback and two sections for ON specific feedback.

Please choose from the following:

Area RfO feedback ON feedbackSection 1: Leadership, Business Case and Strategy Section 2: Recruitment Section 3: Workplace Policies and Practices Section 4: Career Progression Section 5: Supplier Diversity Section 6: Diversity and Inclusion in Procurement Section 7: Customers, Clients, Consumers and Service Users Section 8: Community



Section 1: Leadership, Business Case and Strategy 1. Leadership

1. How do senior leaders show commitment to diversity, equality and inclusion?

1.1 Personal accountability for the delivery of organisation diversity objectives are held by: Board member(s) (1.1.1) Heads of functions and/or business units (1.1.2) Other senior managers (1.1.3)

1.2 Diversity and inclusion values, behaviours and objectives are assessed as part of performance reviews for: Board members (1.2.1) Heads of functions and/or business units (1.2.2) Other senior managers (1.2.3)

1.3 An element of performance related pay is linked to the achievement of personal and/or organisation diversity and inclusion values/ behaviours / objectives for: Board members (1.3.1) Heads of functions and/or business units (1.3.2) Other senior managers (1.3.3)

1.4 The following groups are held accountable and measured against delivery of specific diversity metrics/targets:

Board members (1.4.1) Heads of functions and/or business units (1.4.2) Other senior managers (1.4.3)

Please describe the most impactful metrics/targets each group is held accountable for:

WORD LIMIT: 150

2. Diversity champions

2.1.1 Who is the most senior diversity champion whose remit includes ethnicity?

A Board or equivalent member (2.1.1.1) A senior manager or equivalent (2.1.1.2) A Diversity or HR professional (2.1.1.3) We have no champion (2.1.1.4)

2.1.2 Name:2.1.3 Job title:

2.1.4 What are the most impactful things the most senior ethnicity champion has done to create culture change?

WORD LIMIT: 150

2.2.1 Who is the most senior diversity champion whose remit includes gender? A Board or equivalent member (2.2.1.1)



A senior manager or equivalent (2.2.1.2) A Diversity or HR professional (2.2.1.3) We have no champion (2.2.1.4)

2.2.2 Name:2.2.3 Job title:

2.2.4 What are the most impactful things the most senior gender champion has done to create culture change?

WORD LIMIT: 150

3. Business Case and embedding diversity

3.1 Business case

We have a business case for equality, diversity and inclusion (3.1.1) We have bespoke and tailored business cases for each area of the business (3.1.2) Our business case is updated on an annual basis or is constantly evolving (3.1.3) Our business case includes quantifiable figures (3.1.4) Our business case is actively communicated to all employees (3.1.5) Our business case is linked to our people strategy (3.1.6) Our business case is communicated externally (3.1.7) Our business case is in the public domain (3.1.8) Our business case is signed off by the main Board or equivalent (3.1.9) Our business case is linked to our business strategy (3.1.10) The benefits of our diversity and inclusion work are fed back into the business case (3.1.11) [ON] Our business case considers the specific benefits BAME employees, customers, consumers, clients can bring to our organisation

(3.1.12)

[RfO] Our business case considers the specific benefits women employees, customers, consumers, clients can bring to our organisation

(3.1.13)

3.2 Influencing

3.2 How does the diversity team/ team with prime responsibility for diversity and inclusion work, effectively influence other teams/organisation/business units?

WORD LIMIT: 200

3.3 Embedding

3.3.1 Does each organisation/business unit have diversity embedded into its business plans or activities? Yes, all individual organisation/business units do (3.3.1.1) Partially, some individual organisation/business units do (3.3.1.2)Please list which organisation/business units (3.3.1.3)

No individual organisation/business units do (3.3.1.4)

3.4 Return on investment

Additional marks can be awarded for organisations who can demonstrate recent (within the last 2 years) examples of return on investment with respect to diversity work: e.g. of cost savings, new business generated etc.



Please submit content in the form of a mini-case study

WORD LIMIT: 250

3.5 Please upload your business case for equality, diversity and inclusion

4. Strategy and objectives

4.1 Do you have an organisation diversity strategy which defines your current diversity objectives and is underpinned by a clear plan for action, which is measurable, achievable, realistic and time-bound?

We have a diversity strategy and it is underpinned by the business case (4.1.1) Our diversity strategy is aligned to wider organisational strategies (e.g. HR plan, corporate plan) (4.1.2) Our strategy has been signed off by the Board or equivalent (4.1.3) Our strategy is driven by the relevant diversity champions (4.1.4) Our strategy is underpinned by an action plan which describes how we will deliver our diversity objectives

(4.1.5)

We publish our diversity strategy in the public domain (please link) (4.1.6)

[RfO] Our strategy contains ethnicity focused equality and diversity objectives which are specific, measurable, achievable, realistic and time-bound

(4.1.7)

[ON] Our strategy contains gender focused equality and diversity objectives which are specific, measurable, achievable, realistic and time-bound

(4.1.8)

4.2 (A) Please upload your strategy (B) Please upload action plans which describe the delivery of your strategy

Section 2: Recruitment5. Recruitment partners

5. How do you use recruitment partners to achieve your diversity recruitment goals?

5.1 Employment agencies, recruitment consultants and head-hunters are made aware of our policies and objectives on: Ethnicity diversity (5.1.1) Gender diversity (5.1.2)

5.2 We select and retain employment agencies, recruitment consultants and head-hunters in part based on their ability to support our commitment to recruiting: BAME candidates (5.2.1) Female candidates (5.2.2)

5.3 Recruitment partners have targets for sourcing and providing diverse candidates for consideration, specifically targets covering: BAME candidates (5.3.1) Female candidates (5.3.2)

We do not use any outside agencies therefore all of the recruitment partner questions are not applicable to us

(5.4.1)



6. Attraction

6.1 What do you do to attract diverse candidates to your organisation? We state that we welcome applicants from diverse backgrounds on all recruitment literature and job application forms

(6.1.1)

We actively promote our diversity work to prospective employees via suitable mediums (e.g. our website)

(6.1.2)

We ensure images used in our recruitment and other relevant literature convey a sense of a diverse and inclusive culture

(6.1.3)

We have a policy and commitment to consistently advertise all jobs openly (6.1.4) We specifically target diverse candidates at events such as recruitment fairs, community activities, graduate events

(6.1.5)

We run ‘pre-application’ events or similar for diverse groups to further their understanding of the application and recruitment processPlease explain what type of events you have run detailing when, where, frequency, success rates, etc.

WORD LIMIT: 150

(6.1.6)

[ON] We target the recruitment of women into roles which traditionally have high occupational segregation (where women are in the minority)6.2 What job types and/ or departments have you specifically identified and what strategies have you put in place to recruit women to these roles?

WORD LIMIT: 100

6.3 We use a variety of recruitment resources and methods to attract candidates and regularly review them to check how effective they are in providing diverse candidates, specifically: BAME candidates (6.3.1) Female candidates (6.3.2)

Please describe your approach in the form of a mini case study (6.3.3):

WORD LIMIT: 200

6.4 We regularly review job descriptions and person specifications to ensure all requirements are necessary and are not disadvantageous to: BAME applicants of both sexes (6.4.1) Female applicants (6.4.2)

7. Selection & interview

What systems do you have in place to ensure candidates are not disadvantaged at selection and interview stage?

7.1 Removing bias at selection We have policies designed to remove bias in the selection stage such as using standard application forms, removing names and ages from application forms/ CVs before short listing

7.2 Provision of training to all those involved in recruitment to reduce the possibility of bias in the selection and interview process is: Mandatory (7.2.1) Not mandatory (7.2.2) We do not provide any relevant training (7.2.3)



Our training covers the role of unconscious biases in the recruitment progress (7.2.4)

7.3 How regularly must the training be undertaken?

One-off training (7.3.1) Annually (7.3.2) With every major policy change (7.3.3) Other:

Free text box for other(7.3.4)

7.4 Interview panels

[RfO] Our policy is for interview panels to have ethnic minority representation when possible (7.4.1) [ON] Our policy is for interview panels to be gender balanced when possible (7.4.2)

8. Monitoring during recruitment

What monitoring and target setting do you carry out with respect to your recruitment processes?

8.1 BAME monitoring during recruitment

We monitor the ethnicity of our job applicants using the 2011 Census categories (8.1.1) We use demographic information to compare our workforce with the local communities in which we operate

(8.1.2)

We are able to track the progress of all job applicants throughout the recruitment process by ethnicity and we use this data to help us identify any potential barriers to recruitment and changes that need to be made

(8.1.3)

We have clear and current objectives for recruitment of BAME talent (8.1.4) We have a set of key performance indicators that we use to check and demonstrate our success in attracting and recruiting BAME candidates of both sexes

Please explain what they are and if you are meeting them

WORD LIMIT: 50

(8.1.5)

8.2 Gender monitoring during recruitment

We monitor the gender of our job applicants (8.2.1) We are able to track the progress of all job applicants throughout the recruitment process by gender and we use this data to help us identify any potential barriers to recruitment and changes that need to be made

(8.2.2)

We have clear and current objectives for recruitment of female talent (8.2.3) We have a set of key performance indicators that we use to check and demonstrate our success in attracting and recruiting female candidates

Please explain what they are and if you are meeting them

WORD LIMIT: 50

(8.2.4)



Section 3: Workplace Policies and Practices

9. Employee engagement

9. We regularly consult with our employees about their experience of working in our organisation and we disaggregate the results by:

Ethnicity (using 2011 census categories) (9.1.1) Gender (9.1.2) We look at multiple dynamics (e.g. gender and age) (9.1.3)

Electronic Evidence: Please provide documentary proof (9.1.4)

Our employee surveys contain questions designed to determine how inclusive our line-managers are (please copy and paste qualifying questions) (9.1.5):

WORD LIMIT: 200

Our employee surveys contain specific questions related to diversity and inclusion(please copy and paste qualifying questions) (9.1.6):

WORD LIMIT: 200

We consult with different groups in order to understand their specific challenges (9.1.7) We regularly communicate our progress on our diversity objectives and strategy to everyone in our organisation

(9.1.8)

We consult with employee network groups regularly in order to better understand their perceptions and we report back to them the results of our employee surveys

(9.1.9)

The results of the above feed back into our diversity strategy and diversity objectives (9.1.10)

Please give a recent example of when consultation with employees has led to the development of the organisation’s diversity strategy and objectives (9.1.10.1)

WORD LIMIT: 200

10. Employee Network/ resource groups

10. If you have employee networking/ resource groups, how are they set up and what are their roles and responsibilities?

10.1 For BAME networking/ resource group(s)

The group has clear roles and responsibilities defined (10.1.1) The group has access to a budget (10.1.2) The group is consulted on changes to policy and practice which may impact BAME employees (10.1.3) The group feeds into the development of working policies (10.1.4) The group feeds into the development of organisation/ business practices (10.1.5) The group supports the professional development of BAME employees in the group and in the wider organisation

(10.1.6)

The group enables us to explore/ strengthen new business opportunities (10.1.7) Other: (10.1.8)



10.1 For gender networking/ resource group(s)

The group has clear roles and responsibilities defined (10.2.1) The group has access to a budget (10.2.2) The group is consulted on changes to policy and practice which may impact women (10.2.3) The group feeds into the development of working policies (10.2.4) The group feeds into the development of organisation/ business practices (10.2.5) The group supports the professional development of women in the group and in the wider organisation

(10.2.6)

The group enables us to explore/ strengthen new business opportunities (10.2.7) Other: (10.2.8)

11. Bullying and harassment

How do you combat bullying and harassment in your workplace?

11.1 We have an anti-bullying/ dignity at work policy that clearly defines what types of behaviours and actions constitute

Racist bullying, discrimination and harassment (11.1.1) Sexist bullying, discrimination and harassment (11.1.2)

11.2 Communication and process

We communicate to all employees our zero tolerance approach to bullying, discrimination and harassment

(11.2.1)

We have established a mechanism by which complaints of bullying, discrimination and harassment can be made confidentially

(11.2.2)

We collect detailed information on the nature of the complaints (e.g. if there was a sexist element) (11.2.3)

11.3 We monitor the diversity of employees bringing complaints of bullying and harassment to us (either at the point of complaint or by comparing to organisational diversity declarations), specifically we monitor their: Ethnicity (11.3.1) Gender (11.3.2) We do not monitor the diversity of those making complaints (11.3.3)

11.4 Action taken

We assess the rates of complaints brought by different groups and if one group is found to be bringing a disproportionate number of complaints we take steps to understand why and address this.Please explain what steps you have taken in the past or are currently taking to address any significant patterns in the numbers and types of complaints (e.g. the introduction of conciliation or mediation programmes) (11.4.1):

WORD LIMIT: 200

12. Diversity training

12. What training and support to you provide to employees in order to support your values and create an inclusive culture?



12.1 Scope of training

Policy and legislation (12.1.1) Stereotypes and assumptions (12.1.2) Challenging unacceptable behaviour (12.1.3) Awareness of unconscious bias (12.1.4) Managing diverse teams (12.1.5) Biases in recruitment and selection (12.1.6) The business imperative of diversity & inclusion (12.1.7) Other (12.1.8)

12.2 Provided to

Employee level Compulsory? % been through?

New starters (12.2.1)

Yes No No training offered

>75% >50% >25% <25%

Board (or equivalent) members (12.2.2)


>75% >50% >25% <25%

Other senior leaders/ executives (12.2.3)


>75% >50% >25% <25%

People managers/ middle managers (12.2.4)


>75% >50% >25% <25%

Other employees not included in the above (12.2.5)


>75% >50% >25% <25%

12.3 Formats

Face-to-face/ group (12.3.1) Online/ self-directed (12.3.2) Combined (12.3.3)

12.4 Other training

Diversity and inclusion is embedded into other training (e.g. inductions, training for leaders, training for those with recruitment responsibilities, etc)For additional marks, please explain where and how additional diversity is a consideration in other types of training. Also include how you assess the effectiveness of this:

WORD LIMIT: 200



13. Line managers role in creating an inclusive culture

13. How do you ensure your line managers are skilled at leading diverse teams? Line managers are made aware of organisational diversity and inclusion objectives (13.1) Diversity and inclusion competencies form part of the appraisal system for line managers (13.2) When people are promoted and recruited into people management roles they are tested for their ability to be inclusive

(13.3)

Line managers are accountable for the progression of diverse groups within their teams (13.4) The ability to be inclusive is part of our leadership framework (13.5) Line managers are tested on their ability to be inclusive via 360-degree feedback (or other method) (13.6) Inclusion competencies are an integral part of our leadership development programme (13.7) Other (please explain):

WORD LIMIT: 200

(13.8)

14. Flexible/ agile Working (Opportunity Now only)

14.1 Who has the right to request flexible working in your organisation? (Choose one)

We only accept requests from those who have been defined in law to have a statutory right to request flexible working

(14.1.1)

We have expanded the range of job roles and/or additional types of employee who has the right to request flexible working options to a limited extent

(14.1.2)

We have extended the right to request flexible working to all employees (14.1.3) We have moved away from a ‘right to request’ culture and start from the position that all roles can have a level of flexibility unless proved otherwise

(14.1.4)

14.2 Monitoring and target setting

What information about flexible working do you record centrally? The number of flexible working requests (14.2.1) The number of flexible working request approvals (14.2.2) The number and type of flexible workers

How do you record or estimate the number of flexible workers?

WORD LIMIT: 100

(14.2.3)

We attempt to drive flexible working by setting a target for the number of flexible workers (14.2.4) We are currently meeting our target (14.2.5)

14.3 We monitor data on the benefit of flexible working to the organisation and have evidence of:

Increased productivity (14.3.1) Improved employee retention (14.3.2) Reduced absenteeism and increased wellbeing (14.3.3) Increased morale and satisfaction (14.3.4) Reduced travel and environmental impact (14.3.5) Reduced accommodation costs (14.3.6) Other

Do you have evidence of other benefits to your organisation?

WORD LIMIT: 100

(14.3.7)

14.4 We have mapped our workforce and introduced different types of flexibility for:



Location dependent workers (14.4.1) Time dependent workers (14.4.2) Location independent workers (14.4.3) Time independent workers (14.4.4)

14.5 How do you encourage flexible working and embed it within your organisation’s culture?

We adopt a proactive rather than reactive to approach to flexible working by promoting it and encouraging take-up

(14.5.1)

We deliberately highlight senior role models who are flexible workers (14.5.2) We support flexible workers to ensure that they can adjust to their new working patterns successfully

(14.5.3)

We support home workers through grants (14.5.4)

14.6 In order that people-managers can successfully manage flexible workers, we support them by providing:

Coaching (14.6.1) Training (14.6.2) Written guidance (14.6.3)

14.7 Further flexible working policies and practices

We encourage line-managers to take a lead on flexible working and ensure that the flexible working message and the overall organisational support for it comes from the line manager

(14.7.1)

We have or are currently investing in the technology and infrastructure required to support flexible working

(14.7.2)

We have a clearly defined business case for flexible working to ensure it is not just seen as an employee benefit

(14.7.3)

We have senior level buy-in on the importance of flexible/agile working to the organisation (14.7.4) Embedding flexibility is jointly owned via HR, IT and Facilities Management (14.7.5) Work/ life integration is an integral part of our annual review processes (14.7.6) We actively discourage presenteeism (14.7.7)

14.8 Please explain what you have done to drive flexible working in your organisation by providing more context to the positive answers you have given above:

WORD LIMIT: 300

15. Equal Pay (Opportunity Now only)

Policies to ensure equal pay and to reduce risk of bias

15.1 Transparency

We have a transparent pay system where everyone (managers, employees and any workforce representatives) knows and understands how pay is determined.

15.2 Job evaluation

We use an analytical job evaluation system to determine our salary structure and this is regularly reviewed

15.3 Starting salaries: Ensuring equal pay for new employees and for recent promotes

All employees and promotees are automatically placed on the minimum of the relevant pay scale unless they qualify for higher salary within the range (even if they have not asked to be placed on the higher scale).

(15.3.1)



Managers discretion over starting pay clearly defined and designed to eliminate bias (15.3.2) Reasons for starting salaries to be recorded in all employee files (15.3.3) Starting salaries to be subjected to regular monitoring and if gender bias discovered action taken (15.3.4)

15.4 Basic pay terms and conditions: We ensure no groups of employees (e.g. carpenters or cleaning staff) unfairly benefit from different non-basic pay terms and conditions by:

Having a single reward structure for all employees (15.4.1) Regularly reviewing all terms and conditions to ensure they are still justified (e.g. to address a particular need such as a skills shortage).

(15.4.2)

15.5 Discretionary pay: We ensure our discretionary pay systems, such as bonus or commission payments, are free from bias by:

Having a single reward structure for all employees (15.5.1) Auditing the various components of reward schemes to ensure groups are not unfairly excluded from them

(15.5.2)

Auditing the criteria of the reward schemes to ensure they are not discriminatory (15.5.3) Providing training for managers to ensure schemes are operating fairly and consistently (15.5.4) Monitoring and reviewing the distributions of discretionary payments for gender bias (15.5.5)

15.6 Do you regularly carry out equal pay audits or pay reviews that take gender into consideration?

We do not carry out equal pay audits and have no plans to do so (15.6.1) We intend to carry out an equal pay audit in the next 5 years (15.6.2) We are currently doing or have done equal pay audits (15.6.3) Our pay audits are reported to our main Board or governing council (15.6.4) We have published the results of equal pay audits in the public domain in the form of a narrative explanation of the findings

(15.6.5)

We have published the results of equal pay audits in the public domain and provide detailed data-rich information

Please link to where you have published your equal pay gap findings (please indicate the page number if it is an online document):

(15.6.6)

15.7 When did you last carry out a pay review or audit that took gender into consideration?

In the last 24 months (15.7.1) In the last 3 years (15.7.2) In the last 10 years (15.7.3)

15.8 If you have carried out an equal pay audit, which of the steps set out in the Statutory Code of Practice on Equal Pay did it include?

Deciding the scope of the audit and identifying the data required (15.8.1) Identifying where employees in protected groups are doing equal work (15.8.2) Collecting and comparing pay data to identify any significant equal pay gaps (15.8.3) Establishing the causes of any significant pay gaps and deciding whether these are free from discrimination

(15.8.4)

Developing an equal pay action plan to deal with any unjustifiable pay gaps and continuing to audit and monitor pay

(15.8.5)

Our steps differed significantly from the aboveIf your audit model differed significantly, please explain your approach and we will assess:

(15.8.6)



Section 4: Career Progression

16. Career development pathways

16.1 Line managers:

[RfO] Line managers ensure ethnicity-related initiatives are promoted to their team (16.1.1) [ON] Line managers ensure gender-related initiatives are promoted to their team (16.1.2)

16.2 We monitor career development processes to ensure diverse employees are participating in these programmes, specifically:

BAME employees (16.2.1) Female employees (16.2.2)

16.3 Leadership and development programmes are actively promoted to eligible underrepresented groups, specifically:


16.4 We actively monitor and measure our talent pipeline and are aware of the progression rates of:

BAME employees (16.4.1) Female employees (16.4.2) We consider protected characteristics in tandem (16.4.3)

16.5 Selection criteria

We use a selection criteria that is transparent and can be viewed by all employees (16.5.1) Our selection criteria are based on a set of core competencies which have been ‘equality proofed’ to ensure they do not disadvantage any one group

(16.5.2)

16.6 We define acceptable levels of variance for promotion rates and take steps to address areas where we are underperforming for:


16.7 What steps are you currently taking to address any performance gaps?

WORD LIMIT: 200

17. Targeted interventions and programmes

17.1 BAME progression We offer a suite of development programmes and opportunities targeted to the need of the individual/ team/ level with the intention of ensuring underrepresented groups progress in our organisation with a focus on BAME employees



To gain credit for your response to this question, please provide a short case study detailing the programmes and development opportunities you have in place to develop BAME employees: please explain their scope, number who have been through the programme(s) in the reporting period, the outcomes of these programmes, how they fit in with your wider diversity objectives and how they will run going forwards:

WORD LIMIT: 600

17.2 Female progression We offer a suite of development programmes and opportunities targeted to the need of the individual/ team/ level with the intention of ensuring underrepresented groups progress in our organisation with a focus on female employeesTo gain credit for your response to this question, please provide a short case study detailing the programmes and development opportunities you have in place to develop women: please explain their scope, number who have been through the programme(s) in the reporting period, the outcomes of these programmes, how they fit in with your wider diversity objectives and how they will run going forwards:

WORD LIMIT: 600

18. Board and senior representation

18.1 To increase the representation of BAME people on the Board or equivalent:

All Board nomination committees have at least one BAME person on them (18.1.1) All recruitment panels have at least one BAME person on them (18.1.2) All Board recruitment panels have been through unconscious bias training (18.1.3) Targets for Board recruitment are set and known internally (18.1.4) Targets for Board recruitment are set and in the public domain (18.1.5) We task executive search firms/ recruitment partners with bringing in BAME candidates (18.1.6)

18.2 To increase the representation of women on the Board or equivalent:

All Board nomination committees have at least one woman on them (18.2.1) All recruitment panels have at least one woman on them (18.2.2) All Board recruitment panels have been through unconscious bias training (18.2.3) Targets for Board recruitment are set and known internally (18.2.4) Targets for Board recruitment are set and in the public domain (18.2.5) Current board capabilities and competencies are mapped (18.2.6) We task executive search firms/ recruitment partners with bringing in women candidates (18.2.7) All shortlists have a minimum of one women and one man on them (18.2.8)

18.3 Evidence: please link to your publically accessible targets:

WORD LIMIT: 300

19. Board feeder pools

19.1 To increase the representation of BAME employees in the Board feeder pool:

All nomination committees have at least one BAME person on them (19.1.1) All recruitment panels have at least one BAME person on them (19.1.2) All recruitment panels have been through unconscious bias training (19.1.3) Targets for feeder pool recruitment are set and known internally (19.1.4) Targets for feeder pool recruitment are set and in the public domain (19.1.5) We task executive search firms/ recruitment partners with bringing in BAME candidates (19.1.6)



19.2 To increase the representation of women in the Board feeder pool:

All nomination committees have at least one woman on them (19.1.1) All recruitment panels have at least one woman on them (19.1.2) All recruitment panels have been through unconscious bias training (19.1.3) Targets for feeder pool recruitment are set and known internally (19.1.4) Targets for feeder pool recruitment are set and in the public domain (19.1.5) We task executive search firms/ recruitment partners with bringing in female candidates (19.1.6) All shortlists have a minimum of one women and one man on them (19.1.7)

20. Public reporting of workforce composition

20.1.1 What do you publically report in relation to the BAME composition of your workforce? The BAME composition of our workforce as a whole (20.1.1) The BAME representation at different levels (20.1.2) The BAME representation in different occupational groups (20.1.3) The promotion rates by ethnicity (20.1.4)

20.1.2 Please link to the publically accessible reports:

WORD LIMIT: 50

20.2.1 What do you publically report in relation to the gender composition of your workforce? The gender composition of our workforce as a whole (20.2.1) The gender representation at different levels (20.2.2) The uptake of flexible working (20.2.3) The gender representation in different occupational groups (20.2.4) The rate of return from maternity leave (20.2.5) The promotion rates by gender (20.2.6)

20.2.2 Please link to the publically accessible reports:

WORD LIMIT: 50



Section 5: Supplier DiversityThis section should be completed with input from a representative from the procurement team

Who completed this section?

Name (s):

Team (s):

21. Organisation commitment

21.1 Commitment to supplier diversity

We have a top line statement showing commitment to supplier diversity (e.g. in the overall diversity policy)

(21.1.1)

Senior Management demonstrate commitment to supplier diversity (21.1.2) Our organisation’s commitment to supplier diversity is clearly communicated to all potential and current suppliers

(21.1.3)

We have a clear business case for supplier diversity which is held by the procurement team(s) (21.1.4) Supplier diversity is integrated in the way the procurement team(s) work (21.1.5)

21.2 Please upload your business case/ policy on supplier diversity

22. Implementation

We have a strategy in place to develop supplier diversity (22.1) There is a clear understanding of supplier diversity, and the types of diverse/under represented businesses being targeted and the sectors in which they operate

(22.2)

Relevant employees have been trained and briefed on the concept and detail (22.3) We have a supplier diversity manager/leader who promotes engagement with minority owned businesses and engagement with our first tier suppliers on their supplier diversity programmes

(22.4)

We have reviewed our procurement policies/procedures to identify any barriers to SMEs/ethnic minority and/or women owned or led businesses

(22.5)

We have undertaken an audit and review of our current supplier base to evaluate the number of SMEs/ethnic minority and/or women owned or led businesses

(22.6)

We have assessed where SMEs/ethnic minority and/or women owned or led businesses could supply services

(22.7)

We have explored developing our supplier diversity approach to prime contractors (22.8)

23. Outreach to potential suppliers which are ethnic minority and/or women owned or led

What steps do you take to support SMEs/ethnic minority and/or women owned or led businesses?

We encourage SMEs/ethnic minority and/or women owned or led businesses to bid for contracts (or to bid as a consortium when appropriate)

(23.1)

We invite SMEs/ethnic minority and/or women owned or led businesses to attend relevant training sessions/meet the buyer days so they can take the learning back into their organisations

(23.2)

We mentor SMEs/ethnic minority and/or women owned or led businesses to up-skill, help them build capacity in order to help them win bids with us directly or further down our supply chain

(23.3)

We provide constructive feedback for unsuccessful bids from SMEs/ethnic minority and/or women owned or led businesses on request

(23.4)



Section 6: Diversity and Inclusion in Procurement24. Tendering and contracts

What steps do you take to ensure suppliers meet your diversity and inclusion standards with respect to their own workforce, suppliers, services users and the wider community?

24.1.1 Tendering We assess the diversity and inclusion activities of bidders during the tendering processes (24.1.1.1) We ask for information on the workforce profile during the tendering process (24.1.1.2) We build the results into the tendering scoring and decision making process (24.1.1.3)

24.1.2 For new contracts, explain the process by which you decide the scope and depth of any diversity and inclusion ‘standards’ you would expect bidders to meet.

WORD LIMIT: 200

24.2.1 Contracts Diversity related terms and conditions are a standard feature of our contracts with suppliers (24.2.1.1) We evaluate compliance of diversity related terms and conditions24.2.2 Please give a recent example that supports your answer to this question:

WORD LIMIT: 200

(24.2.1.2)

24.2.3 Do you share the results of your compliance evaluations in order to help suppliers make adjustments and meet the requirements? Yes, and we set timescales for improvement (24.2.3.1) Yes and we provide additional support so that suppliers can improve their standards (24.2.3.2)



Section 7: Customers, Clients, Consumers and Service UsersPublic and third sector organisations only answer question 25, private sector organisations only answer question 26. There are options to select ‘these questions are not relevant to our organisation’ if you feel that none of the questions would apply to you.

25. Service users for public sector and third sector organisations

These questions are not relevant to our organisation

What steps are you taking to meet the specific needs of different diverse groups? We consult with diverse groups on the development and delivery of our products and services (25.1) We carry out reviews to ensure our services meet the needs of diverse service users (25.2) We monitor who our service users are and evaluate the impact on diverse groups of our policies and practices, particularly when making a change in policy

(25.3)

We publicly report on how we are meeting the needs of our diverse service users (25.4) We set clear diversity objectives which relate to our diverse service users/ stake holders and these are in the public domainPlease link to them:

WORD LIMIT: 100

(25.5)

26. Consumers and customers for private sector organisations

These questions are not relevant to our organisation

26.1 What steps are you taking to meet the needs of diverse clients, customers and consumers in order to add value to your own business? We consult with our clients/ customers/ consumers about diversity, equality and inclusion (26.1.1) We consider the needs of our clients/ customers/ consumers when designing products and services

Please describe how you build this into product and service design:

WORD LIMIT: 200

(26.1.2)

We take steps to ensure our clients/customers/consumers are not discriminated against when interacting with our organisation at any stage (e.g. during the sales process, when accessing services, when making a complaint, etc)

(26.1.3)

We ensure our marketing and advertising does not discriminate against any group (26.1.4)

26.2 We can demonstrate improvement in the following areas as a result of our consideration for equality, diversity and inclusion when it comes to our consumers, customers and clients: Consumer/customer/client satisfaction (26.2.1) Market share (26.2.2) Creativity/innovation (26.2.3) We have successfully targeted new products at diverse clients/ customers/ consumers (26.2.4)

26.3 Please provide a recent example of how you have targeted or improved products or services as a result of your diversity, equality and inclusion work:

WORD LIMIT: 200



Section 8: Community

27. Organisation approach and implemented programmes (Race for Opportunity only)

27.1 Programmes and approach

We have a budget and resources within our organisation specifically for community involvement (27.1.1) We sponsor BAME specific events and programmes or activities e.g, Carnival; Mela; festivals (27.1.2) We support BAME specific charities through employee volunteering (27.1.3) We support programmes of benefit to BAME children or young people (27.1.4) We invite BAME individuals or groups into our premises to see what the workplace environment is like

(27.1.5)

We have other programmes not covered by the above (please explain):

WORD LIMIT: 150

(27.1.6)

27.2 Please give more details: numbers, frequency, impact of the programmes you have run, supported and participated in. We are particularly interested in learning about programmes you have participated in which seek to address high unemployment levels in BAME people aged 16-24:

WORD LIMIT: 200

27.3.1 Targeting

We invite BAME organisations to attend relevant training sessions so they can take the learning back into their organisations.

(27.3.1.1)

We target BAME student populations at universities and colleges (27.3.1.2)

27.3.2 Describe any mentoring programmes, apprenticeships, internships or work-placements that you offer to BAME students:

WORD LIMIT: 100

28. Consultation, needs assessments and communication (Race for Opportunity only)

We communicate internally and externally our activities with BAME communities (28.1) We consult with our BAME employees on what activities they think we should get involved in (28.2) We use a wide range of methods to target BAME communities and advise them of the support we are able to provide.

(28.3)

We invite BAME community representatives to sit on community engagement steering groups or meetings to help in our decision making process

Please give a recent example:

WORD LIMIT: 100

(28.4)

29. Integration and training (Race for Opportunity only)

29.1 Integration and training

We provide guidance on being culturally aware for everyone involved in community activities (29.1.1)



We provide cultural training/awareness raising activities that is/are tailored to enable and inform our CSR teams or employee volunteers

(29.1.2)

We use our community programmes to complement the management and development of our employees

(29.1.3)

Race equality and diversity is fully integrated and embedded into all of our CSR activity and planning

(29.1.4)

29.2 Please explain how you use your community programmes to compliment the training and development of your employees:

WORD LIMIT: 100

30. Monitoring (Race for Opportunity only)

We monitor our community activities to ensure we reach all communities, including BAME groups or schools.

(30.1)

We have a formal evaluation process to measure the benefits of our community programmes. (30.2) We measure and centrally collate the organisation benefits our community programmes. (30.3)



Section 9: Globalising DiversityThis section is optional for Opportunity Now and Race for Opportunity members. It will not be scored, but those that participate will be provided with a report detailing the findings and a set of case studies.

Global organisations face the challenge of ensuring diversity is embedded throughout their worldwide operations. This is complicated by differing regulations, expectations, cultures, customs and traditions. Opportunity Now, Race for Opportunity and the International Team at Business in the Community (BITC) wish to support organisations seeking to globalise diversity. To aid this, this section of the benchmark is not scored but is an opportunity for organisations to explain what successes they’ve had in implementing diversity throughout their global operations. BITC will review the responses to this section and produce a best practice booklet for participants in order to help organisations understand and deal with specific challenges. We will also direct high quality examples of work to the BITC Awards for Excellence International Award.

Underpinning the International Team’s approach to global diversity are the principles of corporate social responsibility in the workplace and the United Nation’s Millennium Development Goal 3 – ‘Promote gender equality and empower women’. With that in mind, we are interested in hearing not only about workplace initiatives but also community outreach programmes that are of relevance – covering both issues of gender and ethnicity.

31. In which regions does your organisation operate in?

UK Europe North America South America Africa Asia-Pacific

32. What challenges do you face in ‘globalising’ diversity?

What specific barriers have you come across?

33. How is your approach to equality, diversity and inclusion managed on a global scale?

Please include examples of metrics you collect globally, targets you have set, how different regions work together, any changes you’ve made as a result of monitoring and explain how your governance structure supports this?

34. What aims and objectives have you set and are currently working towards that relate to embedding equality, diversity and inclusiveness in a global context?

Please be specific to your operations and the regions you operate in.

35. What have been the benefits of your work to globalise diversity?

Please provide specific and measurable examples of lasting impact as a result of your work. Can you link any of these benefits to the United Nations Millennium Development Goal 3 - Promote gender equality and empower women?

The benefits to your organisation?



The benefits to your employees?

The wider community benefits?


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