Enei awards brochure 2016

Overall Winner 2016 – Private Sector

Foreword by Denise Keating Chief Executive, enei ‘The enei Awards recognise the commitment of organisations in achieving diverse and inclusive workplaces and celebrates the teams and individuals who are really making a difference. This year we have seen a significant increase in the investment organisations are putting into both the resources and initiatives required to accelerate their D&I agenda.

The leading organisations showcased here are proud to share their achievements and the best practices needed to provide insight for other organisations to develop unique responses to the challenges in their workplaces. It is clear from the award entries that the best organisations recognise both the benefits of a diverse and inclusive workforce and the need to continually raise the bar in order to successfully compete in a Global and National marketplace.’

Small Employer of the Year 2016 Winner: Clean Start Employing Ex-Offenders Trafford Housing Trust (THT), regulated by the Homes & Communities Agency (HCA), employs c.400 people. It is an independent housing company providing and managing c.9,000 quality affordable homes in the Trafford area of Manchester. As a “profit-for-purpose” organisation, they strive for a society transformed, free from poverty, inequality and injustice.

THT’s Vision is to be a force for good; they are driven by social justice, inspiring people and neighbourhoods to be the best they can be. This drives their commitment to delivering Social, Environmental and Financial Value.

As part of its commitment to Social Value CleanStart was formed (August 2008). THT wanted to create a sustainable business that would impact positively on the community. The concept was discussed with their partners and following a meeting with GM Employment Coalition, they identified an opportunity to help reduce the £11bn annual national cost spent on re-offending. Working closely with the police, probation and local authority, CleanStart employ prolific and other priority offenders, people who are considered to be a risk to the public or are at risk of re-offending. For many offenders this is their first experience of employment, it improves their overall wellbeing and stability and helps them to learn transferable skills.

Since its launch CleanStart have employed 55 ex-offenders on a fixed term work programme with 25 moving into permanent employment and only 6 have reoffended. Typically, the ex-offenders are contracted to work with CleanStart for 6 to 9 months, the objective being to secure permanent employment or further adult education. A Home Office Research study showed that CleanStart saved the local taxpayer £10 million by reducing offending rates.

Sponsored by:

Holman Fenwick Willan’s success as a global law firm depends on our ability to understand and respond to our clients’ needs and deliver world class legal services. Having a diverse workforce and an inclusive environment is an important part of our success as it ensures we attract, retain and develop the best people. Holman Fenwick Willan are delighted to recognise the excellent work of others by sponsoring this award.

CleanStart initially worked with major construction companies and housing providers to carry out the cleaning of newly built properties. They now offer an extensive range of domestic and commercial services including construction site clearance, bulky waste removal and disposal, business and domestic removals, environmental and gardening services.

CleanStart now works throughout Greater Manchester in Lancashire, West Yorkshire and Merseyside.

Its contribution to a better environment is enhanced by the CleanStart Furniture Centre where unwanted furniture and accessory items are reclaimed. The Centre maintains a successful partnership with HMP Styal, a closed women’s prison in Cheshire where training and employment opportunities for inmates is provided, helping speed up their reintegration into society. The Centre not only benefits the environment and ex-offenders, it also provides low income families with a reliable source of quality household furniture and electrical items to furnish their homes.

The CleanStart business has grown steadily from c.£100k turnover (2008) to c.£765k (2015). In 2015 CleanStart took over the Skills to Build project in Partington which focuses on helping the long term unemployed back into work. As a Social Enterprise Local Community Business, 100% of CleanStart profits are reinvested back into the local community.

Zurich Insurance Zurich Insurance Group is one of the world’s largest insurance groups and one of the few to operate on a global basis. Their mission is to help customers understand and protect themselves from risk.

With over 60,000 employees (c.7,000 in the UK) serving customers in more than 170 countries, Zurich’s ambition is to become the best global insurer as measured by its shareholders, customers and employees.

Zurich UK’s D&I Vision is one of the six elements of the ‘People Vision’ and its aim is to create a diverse and inclusive culture applying diverse and relevant perspectives and removing barriers to ensure it has the best people working for its customers, intermediaries and brokers. Ultimately, the objective is for D&I to be part of Zurich’s DNA – to have a culture where inclusion is a natural mind-set for all people and the workforce reflects its communities with customers seeing and feeling the benefit.

Over the next two years Zurich will be focusing on: ● Recruitment: hiring the right person for the role by removing barriers in recruitment practices and processes. ● Leadership: holding leaders accountable to role model ‘what good look like’ when working in a diverse and inclusive culture. ● Talent Management: creating transparency in the talent management and promotion process, openly communicating to employees about their future.

Zurich Insurance is a Gold Standard Employer 2016 (enei’s diversity benchmark ‘e-quality’) Employee Engagement Top level commitment drove Diversity & Inclusion in 2015 with the focus on raising awareness and advocacy of diversity and inclusion, resulting in engaged employees committed to embedding the behaviours and practices needed for an inclusive culture.

Over the last 12 months, over 50 UK events were held across the UK culminating in Zurich’s first ever Inclusion Week. Over 800 employees took part in activities including cultural food swaps, No Bystanders events, speed mentoring, vulnerable customer webinars and quizzes. There are regular stories on the intranet, religious festival guidance has been launched and events run.

The four D&I Networks now have almost 1,000 UK members (c.15% of the employee base).

Zurich’s engagement strategy works across multiple platforms to ensure the organisation captures the hearts and minds of four generations in the office from entry level apprentice to CEO.

Sponsored by:

Sodexo’s mission is to provide services that improve quality of life – for our clients, our customers and our 420,000 global employees. As a services company, people are at the heart of our business. Valuing diversity and promoting an inclusive culture is a cornerstone of our approach. We are therefore delighted to support the enei awards. Changing perceptions and challenging organisations and individuals to do things differently to promote greater equality can be tough. Awards like these are vital to celebrate the hard work of organisations, teams and individuals who have committed to do so and to inspire others to get on board.

In November, Zurich ran its first diversity monitoring campaign called ‘Be Counted’ which was championed by senior role models.

The results have been amazing! The 2015 Global Employee Engagement Survey resulted in Zurich UK receiving the highest D&I Index ranking in Zurich Group (just 5 points below a high performing organisation).

Employees are clearly seeing the benefits of the engagement strategy, as measured by external benchmarking surveys with a 75 place improvement in the Stonewall Workplace Equality Index and recognition as the first global insurer to receive EDGE Certification for its commitment to gender equality.

Volumes of unsolicited feedback have been received and there is a general ‘buzz’ of excitement in Zurich UK about the progress made.

Employees clearly believe Zurich is committed to D&I and understand the journey it is on, which is fantastic against a backdrop of limited resource and budget with which to build an engagement campaign across a multi-site business. Zurich’s innovative approach continues to pay off.

Employee Network Group of the Year - The Women’s Innovation Network (WIN) WIN, set up in June 2014, is the largest of Zurich’s four UK Diversity & Inclusion Networks. Its Vision is to build and sustain gender balance at all levels of the organisation, creating a pipeline of female talent to drive Zurich’s success and impact the market.

The group of 700 women (81.7%) and men (18.3%), advocate a ‘level playing field’ for employees to contribute their best at work. Its aim is to build a better workplace – one that rewards merit and accomplishment above all else, regardless of gender.

WIN operates under three pillars – Networking & Influencing, Driving Cultural Change and Career Development. The Network organises UK events and networking opportunities to raise awareness.

In the last two years there has been a significant increase in female representation on Executive Teams, from 13% in 2013 to 33% in 2015. This is testament to the efforts of those part of the Women’s Innovation Network.

Understanding that senior leaders are critical to role modelling D&I behaviours and advocacy, the Networks hosted ‘fairground themed’ stands at the 2016 leadership event, including a ‘hook a diversity duck’ and a ‘Play your cards right: D&I Fact or Fiction’ stall for delegates to find out more about the Networks, the D&I journey and discuss common D&I myths. Over 500 managers attended events (c.70% of UK managers) and came away with an improved understanding of how D&I supports Zurich’s cultural transformation and its centricity to the business plan.

Yammer sites were launched for D&I as a thought leadership topic with the Networks (c.2,000 global users) sharing stories, experiences and views.

A Global YamJam for International Women’s Day discussed gender parity, FlexWork and role models. The Network collaboration sites include Twitter, Facebook and LinkedIn. All of these approaches aimed to appeal to a multi-generational, multi-site employee base.

Julie Thomas, Diversity & Inclusion Manager (responsible for leading and delivering Zurich’s D&I employee engagement strategy) Trafford Housing, CleanStart team

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Overall Winner 2016 – Public Sector The Civil Service The Civil Service helps the government develop and deliver its policies as effectively and efficiently as possible. They work in three types of organisation – departments, agencies, and non-departmental public bodies (NDPBs) covering a wide range of areas touching on everyone’s day-to-day lives, such as education, health and policing.

There are c.400,000 people and inclusion matters to each and every one of them because the Civil Service needs to ensure that every talented, committed and hard-working person has the opportunity to rise to the top, whatever their background and whoever they are. To govern modern Britain, the Civil Service must be more like modern Britain.

Tackling inequality of opportunity within the Civil Service is a key strategic goal; enabling them to make the best use of all of their people and to ensure that the Civil Service is representative of modern Britain.

In September 2014, responding to five independent pieces of research focused on Women in Whitehall, Tackling health and disability related barriers to progression within the Civil Service, Identifying and removing barriers to talented BAME staff progression in the Civil Service, Don’t Ask, Don’t Tell: Barriers to career progression for talented LGB&T individuals in the UK Civil Service and Socio-economic diversity in the Fast Stream: the Bridge Report, they published the ‘Talent Action Plan: Removing the barriers to success’ (TAP) which was refreshed in March 2015. The TAP commits the Civil Service to co-ordinated action across government to address barriers and bring together best practice and continue to develop its inclusive culture focusing on three key themes: Clear Leadership and Open Culture, Talent and Capability. They know that difference of thought, background and culture leads to improved decision making and innovation.

They are now one year into their ‘Removing Barriers’ change programme, which aims for the Civil Service to be recognised as the most inclusive UK employer. They aim to achieve this by creating the conditions that enable everyone to achieve their potential.

Supported by:

The NHS has got one of the most diverse workforces in the world, and we should be proud of that talent. We are entering a period of huge challenge as managers and staff are asked to provide even better services with diminishing resources. Now more than ever, the service need to find ways of recognising and rewarding policies and practices that create inclusive organisational cultures, and benefit the patients and communities we are proud to serve. It is in times like this that we need leaders and champions to stand up and be counted. These awards are a fantastic opportunity for the NHS to not only showcase what it is doing - but also for us to acknowledge, recognise and learn from what other organisations in the private, voluntary and public sectors are doing in the diversity and inclusion field. We are proud to carry on our long standing relationship with enei and to spread the message and ethos of an equal, diverse and inclusive health service through these awards.

Home Office Santander

● The ‘Challenge, Change, Champion’ campaign with an army of Champion Difference Role Models across the Civil Service

South East Coast Ambulance Service NHS Foundation Trust

● Getting the most out of your workforce workshops for Deputy Directors to raise the visibility of senior leadership. This has also achieved a wider benefit by promoting collaboration, communication and the visibility of senior leadership in the Civil Service ● Positive Action Pathway - a yearlong development programme aimed at minority ethnic, women, disabled and LGB&T employees in administrative to senior management grades resulting in a 24% promotion rate Excellence in Training and Tapping into Talent The Positive Action Pathway ‘Levelling the Playing Field’ Programme specifically targets minority ethnic, women, disabled and LGB&T employees in administrative to senior management grades across the Civil Service. The programme has now reached over 1,000 people and its highly experiential approach means that the learning is immediately applicable in the workplace which helps to solve organisational challenges through the participants new knowledge and understanding.

Zurich Insurance

One-stop shop for diversity benchmarking What is e-quality?

In March 2016, an updated Talent Action Plan and Social Mobility Strategy was published. The report provides an assessment of progress to date and priorities for the year ahead. Significant progress has been made, laying down firm foundations to achieve the aim of being the most inclusive Civil Service in the world. The Social Mobility strategy details priority actions for improving the social mobility of the Civil Service workforce including improving data collection and insight, reviewing recruitment practices and talent schemes and understanding the barriers to progression within the workforce.

This 1-year structured learning programme includes mandatory learning activities, such as: ● A formal one day launch event involving participants, line managers and business sponsors

e-quality is a pioneering tool designed by the Employers Network for Equality & Inclusion (enei) to benchmark organisational performance in equality and diversity. It covers the nine protected groups defined in the Equality Act 2010 – as well as other groups such as carers and ex-offenders – and assesses performance in relation to five key areas of diversity.

● A one day event designed to identify individual development needs

● Organisational commitment and leadership

● Three mandatory positive action learning modules

● Knowing your workforce

● Membership of a facilitated and structured action learning set

Successes include: ● A Mutual Mentoring Programme supported by mentors from all levels and backgrounds across the organisation. There are over 200 people in mentoring partnerships

● Access to a Coach or Mentor for the duration of the programme

● Integrating equality, diversity and inclusion

● Undertaking complementary “on the job” learning such as a stretch project or wider deployment ● A one day graduation event at the end of the Pathway – involving participants, line managers and business sponsors The programme, launched 2013, is being rolled out incrementally through all grades. To date, 43 government departments and agencies have participated and 24% of participants received promotion to the next grade within three months of completing the programme. This actively demonstrates the Civil Service’s commitment to developing an inclusive culture which values diversity and talent.

(From left to right): Ellie Binks, Gender Lead, Emma Dunnett, Recruitment Lead, Amy Jones, Disability Lead, Ray Dempsey Learning Lead, Imran Khan,Social Mobility Lead, Deborah Brooks (one half of the Deborah Brooks/Susie Owen Job Share – Deputy Director), Janet Hill, Deputy Director, Paul Carswell, LGB&TI Lead.

Not in the photo: Suzanne Semedo, Geraldine Brown, Chris Hack, Keith Knight, Susie Owen, Hiten Jethwa, Steve Lucas

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● External relations and suppliers

Nationwide NELFT NHS Foundation Trust Northumbrian Water

● Organisational improvements e-quality is easy to use: ● It is completed online using a simple secure website ● Questions can be forwarded to others in your organisation to complete ● It can be completed in 2-3 hours and can be done in stages, saving responses after each session ● After you have completed the questionnaire, your data is saved, so you will only have to make updates in subsequent years e-quality reports your results on each key area, together with the minimum, maximum and average scores achieved by participating organisations. An analysis of answers creates a detailed report which can inform your diversity and inclusion action plans. Participants receive an Executive Summary template to enable easy presentation of the results to business leaders. They also receive a certificate confirming participation and the ranking achieved.

For more information please contact Debbie Rotchell (07702 649082) or Alan Beazley (020 7922 7786)

Defence Equipment and Support Lawn Tennis Association Natural History Museum Newcastle upon Tyne Hospital NHS Foundation Trust Pernod Ricard Travel Retail Pernod Ricard UK

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Global Diversity Award 2016 Winner: Sodexo UK & Ireland Sodexo UK & Ireland employs 34,000 at c.1,800 sites. As a global company they are active in 80 countries and the 18th largest employer in the world.

Sodexo delivers on-site services that improve the quality of life for clients in the corporate, healthcare, education, sports & leisure, justice and defence sectors. Services include catering, cleaning, reception, security, laboratory and grounds maintenance, enabling clients to focus on their core business.

Sodexo partners companies and institutions that focus on performance and employee wellbeing, as it has since Pierre Bellon founded Sodexo in 1966.

With employees at c.1,800 client sites there are communications and engagement challenges.

People are Sodexo’s most vital asset so there is a clear business case for diversity and inclusion: ● Attract, retain and develop the best talent ● Drive engagement and productivity ● Deliver innovation ● Reflect diversity of customer base with culturally competent staff who understand ● Build brand reputation diverse global customers D&I is inherent to Sodexo’s culture, helping drive global growth and innovation and creating the opportunity to become an employer and business partner of choice, enriching the quality of life for employees, customers, clients, communities and shareholders.

Sodexo has top level commitment with a central D&I team headed-up by its Corporate Responsibility & Global Chief Diversity Officer who reports to the Global CEO. There are subject matter experts who cover country regions, support a business area and lead on one of the following: ● Gender ● Generations ● Sexual Orientation and Gender Identity

● Disability

● Cultures and Origins (In UK & Ireland the sixth work stream focuses on inclusion).

Each work stream has a global strategy which is adapted by each region to meet needs around legislation, cultural differences, business priorities and workforce demographics.

Sodexo’s successes include: ● 14 gender networks globally ● 18% increase in the representation of women on the Executive Committee globally to 43% (2015) ● Over 2,000 women on mentoring programmes ● 30 countries celebrating International Women’s Day (2015) ● 9 LGBT networks globally ie 65% of Sodexo’s workforce across five continents ● In 2015 the US, for the 8th year, Sodexo earned 100% on Human Rights Campaign Foundation’s Fourteenth Annual Scorecard and recognition as Best Place to Work for LGBT Equality ● Ranked number 9 in the global workplace Pride index 2015 External recognition includes being ranked 5th in the Top 10 companies for global diversity by Diversity Inc in 2015.

Michel Landel, Sodexo Group CEO, and Janet Awad, Region Chair of Latin America and Country President, Sodexo Chile, were among the five leaders honoured by the United Nations for their leadership on gender equality (March 2016).

Sponsored by: Global Diversity Practice is delighted to support this enei award once again. As thought and practice leaders in the field of Diversity & Inclusion, GDP welcomes the opportunity to support the celebration of work that benefits employees, customers and communities by maximising the opportunities provided by developing, recognising and embracing global insights, trends, talents and markets. This award aligns with GDP’s core ethos and our passion for highlighting, supporting and promoting initiatives that contribute to the development of excellence in D&I confidence and competence, leading to tangible improvements in workplace inclusion.

Highly Commended: PageGroup PageGroup, a global recruitment business, employs 5,835 people in 153 offices across 35 countries.

The culture is based on three pillars: hiring the right people, developing them to their full potential and conducting business in line with its values: take pride, be passionate, never give up, work as a team and make it fun!

PageGroup strongly advocate that every individual has the same opportunities for employment and promotion which is based on their skills, qualifications and suitability. They are determined to lead their market in the promotion of diversity and inclusion in recruitment.

PageGroup launched Women@Page in 2012 to create a more inclusive environment and improve gender balance at all levels. In 2014 they launched OpenPage to demonstrate their global commitment to diversity and to build an inclusive working environment which recognises all individuals are different and key to creating business success.

OpenPage incorporates the core values into a clear diversity and inclusion programme allowing its people and business to thrive. OpenPage framework includes: Age@Page, Ability@Page, Pride@Page, Parents@Page, Women@Page and Unity@Page.

The OpenPage strategy sits with the Executive Board and is owned by the Global D&I Director, with each Board member appointing a Regional OpenPage lead.

Regional OpenPage champions are highly visible, inspirational people with a passion to drive positive change. Their objectives are to: share best practice; review progress; develop, promote and execute global diversity initiatives; promote and raise awareness; understand how D&I affects PageGroup; drive the changes required to embed equality across PageGroup to engage employees and clients; be accountable for progress against these objectives.

Inclusive Culture Award 2016 Winner: The Civil Service The Civil Service helps the government develop and deliver its policies as effectively and efficiently as possible.

They work in three types of organisation – departments, agencies, and nondepartmental public bodies (NDPBs) covering a wide range of areas touching on everyone’s day-to-day lives, such as education, health and policing.

There are c.400,000 people and inclusion matters to each and every one of them because the Civil Service needs to ensure that every talented, committed and hard-working person has the opportunity to rise to the top, whatever their background and whoever they are. To govern modern Britain, the Civil Service must be more like modern Britain. Tackling inequality of opportunity within the Civil Service is a key strategic goal; enabling them to make the best use of all of its people and to ensure that the Civil Service is representative of modern Britain.

In September 2014, responding to five independent pieces of research focused on Women in Whitehall, health and disability related barriers, BAME and LGB&T career progression and Fast Stream socio-economic diversity, they published the ‘Talent Action Plan: Removing the barriers to success’ (TAP) which was refreshed in March 2015. The TAP commits the Civil Service to co-ordinated action across government to address barriers and bring together best practice and continue to develop its inclusive culture.

They are now one year into their ‘Removing Barriers’ change programme, which aims for the Civil Service to be recognised as the most inclusive UK employer. They aim to achieve this by creating the conditions that enable everyone to achieve their potential.

In March 2016, an updated Talent Action Plan and Social Mobility Strategy was published. The report provides an assessment of progress to date and priorities for the year ahead. Significant progress has been made, laying down firm foundations to achieve the aim of being the most inclusive Civil Service in the world. The Social Mobility strategy details priority actions for improving the social mobility of the Civil Service workforce including improving data collection and insight, reviewing recruitment practices and talent schemes and understanding the barriers to progression within the workforce.

Successes include: ● A Mutual Mentoring Programme supported by mentors from all levels and backgrounds across the organisation. There are over 200 people in mentoring partnerships

Sponsored by: Building and sustaining a diverse and inclusive healthcare service takes real commitment. Personal, Fair and Diverse (PFD) uses the power of networks and social media to drive the values of the campaign into the heart of the NHS – helping to bring the NHS Constitution to life. NHS Employers is proud to be supporting this enei award. We hope that the hundreds and thousands of diversity champions and change agents on the ground across the health and social care sector will bring renewed energy and focus to this important area of work.

Highly Commended: Nicoll Curtin Nicoll Curtin, a technology & change recruitment consultancy, employs 57 people who recruit contract and permanent technology professionals for global clients from offices in London, Zurich and Singapore.

Nicoll Curtin believes that the opportunities they offer should not only be open to everyone, but should be compelling to everyone, regardless of demographic. The organisation have taken bold steps in undergoing a cultural overhaul to ensure this is the case. Here is an extract from one of their employees about how big a change this has been: “When I joined the company it was young, male and competitive. I never conformed to that culture. If it had stayed that way I would have left.

Now – I don’t have to be in the pub, play football, or be involved in the ‘banter’ to feel included. I can go to inclusive social events or opt out and still feel included and recognised for my achievements.”

Change was achieved by: ● introducing inclusive activities and allocating significantly less budget to those that were “exclusive” ● promoting work life balance ● new maternity and paternity, flexible working and part time working policies ● using metrics to assess behaviours as well as billings The results have been astounding - the female leadership target of 30% by 2018 has already been exceeded with 42% achieved.

The more inclusive workplace culture has resulted in 11 different nationalities and 5 different religions across the London office. This huge cultural shift has happened in just one year.

● The ‘Challenge, Change, Champion’ campaign with an army of Champion Difference Role Models across the Civil Service ● Getting the most out of your workforce workshops for Deputy Directors to raise the visibility of senior leadership ● Positive Action Pathway - a yearlong development programme aimed at minority ethnic, women, disabled and LGB&T employees resulting in a 24% promotion rate

This strategic global approach to D&I has enabled Sodexo to drive positive change in many countries improving the quality of life for everyone they work with.

Business Services Team (From left to right): Ellie Binks, Gender Lead, Emma Dunnett, Recruitment Lead, Amy Jones, Disability Lead, Ray Dempsey, Learning Lead, Imran Khan, Social Mobility Lead, Deborah Brooks (one half of the Deborah Brooks/Susie Owen Job Share – Deputy Director), Janet Hill, Deputy Director, Paul Carswell, LGB&TI Lead.

Diversity & Inclusion colleagues from across Sodexo globally

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OpenPage Team

Not in the photo: Suzanne Semedo, Geraldine Brown, Chris Hack, Keith Knight, Susie Owen, Hiten Jethwa, Steve Lucas

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Inclusive Communications Award 2016 Sponsored by: Winner: HM Revenue & Customs HM Revenue & Customs (HMRC), employing 66,291 people, are the UK’s tax administration who makes sure that money is available to fund the UK’s public services and helps families and individuals with targeted financial support.

HMRC is passionate about securing the culture change needed to optimise the delivery of its Diversity and Inclusion (D&I) agenda.

The focus is on enabling diverse colleagues to perform and progress as well as any other colleague. That’s good for all its colleagues and business.

Inclusion is the catalyst by which HMRC is delivering that change. As a large and dispersed organisation the inclusion programme needs to reach into every corner of the organisation. Therefore, effective communications are a critical part of the inclusion strategy. The communications plan for inclusion is multi-layered and carried forward by a number of stakeholders. The inclusion communications are designed to flow along four main paths: ● Integration with the departmental communications strategy with an inclusion ‘forward look’ covering a rolling 12 month period linked to the business cycle which enables timely communications to be planned ahead in order to land with maximum impact. ● Web–based communications: dedicated pages enabling individuals to assess their level of inclusiveness and others aimed at managers. ● Targeted communications: a dedicated newsletter for senior leaders, a two weekly briefing sent to 8,000 managers and a team talk document designed to invoke discussion on topical issues at team meetings.

The Employers Network for Equality & Inclusion’s Awards play a crucial role in recognising and celebrating the commitment of organisations which are achieving diverse and inclusive workplaces. The awards offer a platform from which to share inspirational examples of best practice to the benefit of the wider business community.

As a diversity consultancy and provider of specialist software solutions, The Clear Company’s objectives are very much aligned to those of enei, and we are once again incredibly proud to be sponsoring the awards. The awards both encourage and empower employers to raise the bar in terms of diversity and inclusion. ● Data driven communications: using an interactive tool that allows business users to interrogate the HR database to make equality and inclusion data readily accessible on an ‘as required’ basis (appropriate safeguards have been put in place to prevent the tool identifying individual members of staff).

There is an emphasis on neutral language built into the communications strategy. It is important that the inclusion communications set an example and it has been noticed that neutral language can make a real difference to inclusion levels in the organisation. For example, data showed applications for the tax professional programmes were predominantly for women. One of the measures introduced to correct this imbalance was to change the marketing materials to use gender neutral language ensuring they appeal to prospective applicants of either gender. This proved very successful, the number of women being accepted for technical training increased significantly.

This structured approach to inclusive communications demonstrates the effectiveness of the communication strategy – it’s a two way process – HMRC welcomes feedback and they act on it!

Employee Engagement Award 2016 Winner: Zurich Insurance

Highly Commended: Lloyd’s of London

Zurich Insurance Group is one of the world’s largest insurance groups and one of the few to operate on a global basis. Their mission is to help customers understand and protect themselves from risk.

Lloyd’s is the world’s specialist insurance market - it is a market where members join together as syndicates to insure risks. There are 96 syndicates, which offer specialist underwriting expertise and talent and 34.000 employees.

With c.60,000 employees (c. 7,000 in the UK) serving customers in c.170 countries, Zurich aspires to become the best global insurer as measured by its shareholders, customers and employees.

Top level commitment has driven a focus for D&I in 2015 to raise awareness and advocacy of diversity and inclusion, resulting in engaged employees who are committed to embedding the behaviours and practices needed for an inclusive culture.

Over the last 12 months, 50 UK events have been held culminating in Zurich’s Inclusion Week, where c.800 employees took part in activities including cultural food swaps, No Bystanders events, speed mentoring, vulnerable customer webinars and quizzes.

The four D&I Networks now have almost 1,000 UK members (c.15% of the employee base).

Zurich’s engagement strategy works across multiple platforms to ensure it captures the hearts and minds of four generations in the office from entry level apprentice to CEO. Understanding senior leaders are critical to role modelling D&I behaviours and advocacy, the Networks hosted ‘fairground themed’ stands at the 2016 leadership event, including a ‘hook a diversity duck’ and a ‘Play your cards right: D&I Fact or Fiction’ stall for delegates to find out more about the Networks, the D&I journey and discuss common D&I myths. Over 500 managers attended events (c.70% of UK managers) and came away with an improved understanding of how D&I supports Zurich’s cultural transformation and its business plan.

Yammer sites were launched for D&I as a thought leadership topic wih the Networks (c.2,000 global users) sharing stories, experiences and views. A Global YamJam for International Women’s Day discussed gender parity, FlexWork and role models. The Network collaboration sites include Twitter, Facebook and LinkedIn. The results have been amazing! The 2015 Global Employee Engagement Survey resulted in Zurich UK receiving the highest D&I Index ranking in Zurich Group (just 5 points below a high performing organisation).

Employees are seeing the benefits of the engagement strategy, as measured by external benchmarking surveys with a 75 place improvement in the Stonewall Workplace Equality Index and recognition as the first global insurer to receive EDGE Certification for its commitment to gender equality.

Unsolicited feedback has been received and there is a general ‘buzz’ of excitement in Zurich UK about the progress made.

“Market Talent” is one of eight pillars comprising Vision 2025 – Lloyd’s’ strategy for global competitive advantage. It anchors Lloyd’s market-wide commitment to diversity and inclusion (D&I). Inclusion@Lloyd’s (I@L) is the D&I steering group, providing strategy, governance and best practice to managing agents and brokers.

I@L created Dive In: The Festival for Diversity and Inclusion in insurance. Held in London in September 2015, it supported that diversity in the workforce stimulates innovation and inclusive workplace cultures foster innovation and raise productivity by attracting and retaining the best talent. It aimed to share best practice, break taboos, widen perspectives, and fast forward change in organisations.

Communications for Dive In had to build advocacy among key influencers and address potential Festival attendees. Festival objectives encompassed: driving engagement; educating on the business benefits; creating momentum and a blueprint for future initiatives.

1,762 people attended the presentations, debates, workshops and speed mentoring where: ● #diveinfest achieved 400 hits ● 23,000 people visited a dedicated website ● 8,500 visited Instagram ● 40 D&I videos were created Attendees were polled: ● 90% said their understanding of D&I had changed ● 87% know what they can do to improve D&I at work ● 97.5% would attend again in future Media reach 16.7m, including BBC Radio 4, City A.M., Insurance Age and Gay Star Business In 2016 the Festival will be a global event in 8 cities on 4 continents.

Employees clearly believe Zurich is committed to D&I and understand the journey it is on, which is fantastic against a backdrop of limited resource and budget across a multiple site business. Zurich’s innovative approach continues to pay off.

Vicky Bawa, Head of Diversity & Inclusion, HM Revenue & Customs

Julie Thomas, Diversity & Inclusion Manager (responsible for leading and delivering Zurich’s D&I employee engagement strategy)

Dive In Festival for Diversity & Inclusion

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Inclusive Recruitment Award 2016 Winner: Bank of England The Bank of England is the central bank for the United Kingdom which employs 4,000 people. Its Mission is to promote the good of the people of the United Kingdom by maintaining monetary and financial stability.

This commitment to the UK public encourages the Bank to ensure its workforce is both reflective of, and inclusive of, the wider population. This was represented in their 2014 Strategic Plan, through the ‘Diverse and Talented’ pillar, which encouraged a focus to ‘attract and inspire the best people to public service, reflecting the diversity of the United Kingdom’.

The Experienced Hire and Early Careers Recruitment teams have pursued various initiatives over the last year to ensure the Bank is an inclusive employer, in order to support the Diverse and Talented pillar. In addition, the Bank continues to seek to foster an inclusive environment for employees, to allow diversity of thought, skills and experience to thrive.

Supported by the Executive Directors, the Bank’s employee networks have worked hard to promote an inclusive workplace with activities for staff that raise awareness of diversity issues.

The Early Careers team is responsible for the attraction, recruitment and development of the graduate, school leaver, internships, and placement student populations. The intention is to hire and develop a diverse and talented junior population and to ensure that the assessment and attraction is inclusive and not biased. This includes challenging perceptions that the Bank of England hires a certain type of graduate. They seek to hire candidates with a broad range of skills across a variety of Technology, Operational, Actuarial, Policy and Supervisory roles, in addition to Economist roles. Attracting a diverse range of skills and backgrounds is crucial to achieving this.

Specific initiatives include:

● Early Careers Assessment – a redesigned online experience and assessment structure to match candidates to roles by completing a skills profile. ● Candidate attraction – increased the diversified channels for sourcing candidates. ● Two Ticks – guaranteed interviews for individuals who meet the essential criteria for a role. ● Candidate attraction on Campus – ambassadors build awareness about the Bank. ● Insight Days – for graduates and school leavers. ● Contextual Recruitment – using contextualised data. ● The Disability Cafes – improving the assessment process.

Employing Ex-Offenders Award 2016

Sponsored by:

In common with many other sectors, the speed at which technology is impacting our business in a rapidly globalising world makes sourcing the right talent a commercial imperative. We need to be able to look at our customers and their challenges from different perspectives to unlock these new markets to stay relevant. We see inclusive recruitment as a blend of strategic insight from leadership to set direction, effective communication and ongoing engagement as well as career development to attract, recruit and retain the best people. Inclusion is proven to be an effective contributor to higher performance and innovation, something all businesses need to master to thrive. Inclusive recruitment underpins this approach, but it isn’t easy to achieve. It requires cross functional collaboration and commitment to do it well, which is why we are so pleased to be part of identifying a new gold standard by sponsoring this award. Good luck to all of the finalists.

Highly Commended: Freeths LLP Freeths employ 742 people who offer legal advice to both private and commercial clients.

Freeths are committed to a diverse and inclusive workplace where every employee achieves their full potential. They are a signatory to the Law Society’s Equality and Diversity Charter, been awarded “Firm of the Year 2015” by the Black Solicitors Network (BSN), a Sunday Times ‘Best Companies To Work For 2015’ and have Lexcel and silver IIP accreditations.

Recruiting from the widest talent pool representative of its communities enables Freeths to enter new markets and better understand clients.

Whilst the business case for diversity is compelling, they believe an inclusive environment is ethically “doing the right thing” for staff and clients. With Board commitment, Freeths Chairman also chairs the Diversity and Inclusion Committee.

The Committee have introduced diversity initiatives, rolled out unconscious bias training, celebrated religious and social events and worked with universities supporting their diversity programmes, plus they have partnered with Pathways to Law, Stonewall, Into University and Change100. The workforce has diversified at all levels and the understanding of different cultures, religions and lifestyle choices improved.

Graduates can take the traditional route of completing their LPC before commencing a training contract or they can work and study part-time or join the Legal Assistant Foundation Programme which provides work for a year before commencing training. Freeths review applications to consider extracurricular activities, experiences, mitigating circumstances and academic achievements and are the first regional law firm to adopt contextualised recruitment for graduates which hardwires social mobility metrics into the graduate recruitment process.

● Targeted events – networking events aimed at recruiting females into Economist and Technology roles.

Joint Winner: CleanStart Trafford Housing Trust (THT), regulated by the Homes & Communities Agency (HCA), employs c.400 people. It is an independent housing company providing and managing c.9,000 quality affordable homes in the Trafford area of Manchester. As a “profit-for-purpose” organisation, they strive for a society transformed, free from poverty, inequality and injustice.

THT’s Vision is to be a force for good; they are driven by social justice, inspiring people and neighbourhoods to be the best they can be.

This drives their commitment to delivering Social, Environmental and Financial Value.

As part of its commitment to Social Value CleanStart was formed (August 2008). THT wanted to create a sustainable business that would impact positively on the community. They identified an opportunity to help reduce the £11bn annual national cost spent on re-offending. Working with the police, probation and local authority, CleanStart employ prolific and other priority offenders, people who are considered to be a risk to the public or are at risk of re-offending. For many offenders this is their first experience of employment, it improves their overall wellbeing and stability and helps them to learn transferable skills.

Since its launch CleanStart have employed 55 ex-offenders on a fixed term work programme with 25 moving into permanent employment and only 6 have reoffended. Typically, the ex-offenders are contracted to work with CleanStart for 6 to 9 months, the objective being to secure permanent employment or further adult education. A Home Office Research study showed that CleanStart saved the local taxpayer £10 million by reducing offending rates.

CleanStart initially worked with major construction companies and housing providers to carry out the cleaning of newly built properties. They now offer an extensive range of domestic and commercial services including construction site clearance, bulky waste removal and disposal, business and domestic removals, environmental and gardening services.

CleanStart now works throughout Greater Manchester in Lancashire, West Yorkshire and Merseyside.

Its contribution to a better environment is enhanced by the CleanStart Furniture Centre where unwanted furniture and accessory items are reclaimed. The Centre maintains a successful partnership with HMP Styal, a closed women’s prison in Cheshire where training and employment opportunities for inmates is provided, helping speed up their reintegration into society. The Centre also provides low income families with a reliable source of quality household furniture and electrical items.

The CleanStart business has grown from c.£100k turnover (2008) to c.£765k (2015). As a Social Enterprise Local Community Business, 100% of CleanStart profits are reinvested back into the local community.

● Public Interest Undergraduate of the Year – a targeted award scheme. ● Upskilling the Recruitment Team – unconscious bias, diversity and recruitment training for them to provide guidance and advice to the wider organisation.

Sponsored by:

Working Chance is the UK’s only specialist recruitment agency for women with criminal convictions. We place motivated and work-ready women into quality paid jobs with forward-thinking employers, from major corporates to SMEs and local businesses. Our mission is to challenge discrimination against ex-offenders and to enable women to move on with their lives and support themselves and their families. Our partnership with enei is focused on breaking down employers’ preconceptions and building inclusive hiring practices. We are proud to be sponsoring the Employing Ex-Offenders Award, shining the light on organisations which lead by example in recognising the often overlooked talents of individuals who happen to have a criminal record.

Joint Winner: Freshfields Bruckhaus Deringer Freshfields is an international law firm that gives business law advice throughout Europe, the Middle East, Asia and the US. It employs 5,108 people globally (1,719 in London).

Freshfields have run Ready for Work (RFW) since 2001 in partnership with Business in the Community (BITC). RFW provides work experience, job coaching and informal support schemes to help people from disadvantaged groups into employment by giving them employability training and work placements. The programme works with businesses to make a long-term difference to people’s lives.

As well as homelessness, the people they support face a range of challenges which include being in care, long term unemployment, criminal convictions and a lack of qualifications.

In 2011 they decided to focus on supporting ex-offenders who need extra support because over three-quarters of employers use a conviction to discount a candidate. Ex-offenders are keen to work and contribute fully to society. In fact, studies show that having a job and somewhere to live can reduce reoffending by up to 50%.

Seeing the success of working with this group through RFW enabled Freshfields to open up all vacancies to people with convictions.

They became the first law firm to sign up to BITC’s ‘Ban the Box’ campaign (January 2014), removing the tick box on application forms that asks about convictions. In 2014/15 Freshfields became lead supporter of the BITC’s Ban the Box campaign and 57 companies are now signed up with a combined workforce of 420,000.

As a result of working with women ex-offenders that have been referred to the RFW programme from Working Chance, they have also run employability sessions with volunteers giving valuable advice on the women’s CVs and interview practice.

Business benefits include: Reduced recruitment and training costs and staff report 88% increased commitment and pride in the firm. 94% of the trainee intake knew about the programme before joining. Volunteering for RFW develops skills and saves on training costs.

‘The legal profession is often seen as an elite, privileged environment, that people from less advantaged groups find difficult to access. One of the principle aims of our corporate responsibility strategy is to make sure that we’re countering this, by giving opportunities to people who might otherwise find it difficult to enter work in our sector. We have been able to tap into an incredibly diverse pool of talent, showing that we really are an organisation that’s open to everyone. By giving ex-offenders equal opportunity to compete for jobs, we’ve gained access to a valuable pool of talent and a more engaged workforce, open to everyone with the right skills and motivation.’ Philip Richards, Partner.

● Manager Guidance – Inclusive Recruitment – Guidance for Hiring Managers which looks at unconscious bias and examines every step of the recruitment process in order to make it as inclusive as possible. ● The Experienced Hire team now works with a diverse range of suppliers who help to attract candidates from different fields, mindsets and working practices.

Trafford Housing, CleanStart team (From left to right): Nicola Jeffrey, HR Officer; Colin Flanagan, Chairman; Vicki Simpson, Senior HR Officer; Carole Wigley, HR Director; Becky Egan, Senior HR officer

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Participants at the Ready for Work training day

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Excellence in Training Award 2016

Flexible/Agile Working Award 2016

Winner: The Civil Service

Winner: ScottishPower

The Civil Service helps the government develop and deliver its policies as effectively and efficiently as possible.

They work in three types of organisation – departments, agencies, and non-departmental public bodies (NDPBs) covering a wide range of areas touching on everyone’s day-to-day lives, such as education, health and policing.

There are c.400,000 people and inclusion matters to each and every one of them because the Civil Service needs to ensure that every talented, committed and hard-working person has the opportunity to rise to the top, whatever their background and whoever they are. To govern modern Britain, the Civil Service must be more like modern Britain. Tackling inequality of opportunity within the Civil Service is a key strategic goal; enabling them to make the best use of all of its people and to ensure that the Civil Service is representative of modern Britain.

Highly Commended: Environment Agency The Environment Agency employs c.10,000 people who work to create better places for people and wildlife and support sustainable development.

They are responsible for a range of environmental, regulatory, operational and advisory roles working with communities, business, industry, local government and policy makers across England and Wales. Due to the nature of the work, the workforce has traditionally been male dominated, especially at senior levels.

The Network’s mission is to ‘encourage, enable and equip women to achieve their full potential in the workplace’. The Women’s Network conducted a survey on the perceived barriers holding women back in the workplace which showed a lack of self-confidence was an issue.

They worked with the L&D Team to develop a course focusing on the challenges for women in the workplace.

The Positive Action Pathway ‘Levelling the Playing Field’ Programme was developed and implemented. This is a yearlong development programme which specifically targets those groups underrepresented in administrative to senior management grades across the Civil Service, giving it a focus on minority ethnic, women, disabled and LGB&T employees in administrative to senior management grades across the Civil Service.

The results of the three pilot sessions (48 attendees) was astounding, especially the number of people who moved roles or went for promotion. The L&D team invested in an ongoing programme with 664 women attending since 2012. Originally for women, the course now accommodates LGBT, disability and Black, Asian and Minority Ethnic audiences too, as part of the Positive Action Programme.

This 1-year structured learning programme provides a level playing field and includes mandatory learning activities, such as: ● A formal one day launch event involving participants, line managers and business sponsors

Feedback indicated 99.4% said they are satisfied with the programme’s effectiveness and 93.2% say the programme is good or very good. 83% of attendees said that the course has helped with their career goals (progression, promotion, sideways move and taking assignments).

● A one day development event designed to identify individual development needs

This resulted in 73% of attendees applying for new roles and 32% of attendees receiving mentoring. High praise includes “It’s by far the best course I’ve ever been on”.

● Three mandatory positive action learning modules ● Membership of a facilitated and structured action learning set ● Access to a Coach or Mentor for the duration of the programme

ScottishPower is part of the Iberdrola Group, a global energy company and a world leader in wind energy. It employs c.6500 people with a strategy focused on regulated network distribution, transmission and low carbon generation, including onshore and offshore wind.

ScottishPower has made significant strides in its quest to embed diversity and inclusion in the workplace. A 2014 review of equality, diversity and inclusion commissioned in conjunction with the Employers Network for Equality & Inclusion (enei) underpinned ScottishPower’s principle that flexibility is a key contributor to employee engagement, retention and strong business performance.

They recognise employees need to balance their career and life choices, which include personal development, raising a family or caring for a dependent. The company pledged to deliver improvements to working families by building understanding, taking positive steps to developing family-friendly initiatives, and collecting and analysing data about the value of those offerings to both the business and employees. The Diversity Action Plan focuses on: ● Communication and Awareness ● Implementing Good Practice ● Measuring Progress During 2015, ScottishPower built awareness and understanding by establishing a dedicated diversity area on its employee portal, allowing heightened visibility of policies and practices. It has also collaborated with employees to ensure change is meaningful, and managers are kept abreast of policy and process changes.

Manager upskilling on policy development and application is delivered via ‘Manager Direct Live’ sessions which are delivered in a variety of formats and tailored to address real examples of application of policies in ScottishPower. Topics include the positively received ‘How to manage a flexible working request’ and ‘Shared Parental Leave.’

Highly Commended: Citizens Advice Over the last 76 years, the Citizens Advice service has helped tens of millions of people to solve their problems, helping almost 2 million in the last year alone. There are 316 local Citizens Advice members who are all individual charities, the national Citizens Advice charity, the Citizens Advice network delivering advice services from 600 Citizens Advice premises and c.2,000 community centres, doctor’s surgeries, courts and prisons across England and Wales. Citizens Advice also campaigns on the issues that its clients face.

In 2015 the national Citizens Advice charity launched One Service, a five-year strategy to improve how the organisation delivers services and manages operations. One goals is to become a stronger equality champion as a natural part of all that they do.

The vision is for better collaboration, a desire to bring its people closer together and transcend geographical locations to deliver better support to clients.

A review of accommodation to improve efficiency and create flexible work spaces that help everyone work together resulted in the adoption of cloud computing and Google for Work bringing together 800 employees and more than 2,000 volunteers. The introduction of hot desks across London, Cardiff and Birmingham offices has enabled flexible working throughout.

Financial benefits of agile working include: ● No software or licence fees to pay, as Google does not charge charities to use cloud and there are no servers to maintain ● Staff spend less time travelling ● Working across fewer office locations Flexible working has resulted in a new culture of innovation, openness and collaboration.

Other supportive family friendly provisions include enhanced provision for maternity, paternity, adoption, fertility treatment and childcare vouchers.

Flexible working patterns include part and term-time working, compressed hours, job share and working from home.

● Undertaking complementary “on the job” learning such as a stretch project or wider deployment ● A one day graduation event at the end of the Pathway – involving participants, line managers and business sponsors

Technology and social media are used to improve project delivery, productivity and collaboration between employees, regardless of their base.

The programme, launched 2013, is currently being rolled out incrementally through all grades from administrative assistants and into the Senior Civil Service. To date, 43 government departments and agencies have participated and 24% of participants received promotion to the next grade within three months of completing the programme.

Last year, ScottishPower – which has approximately 70% male workforce launched its policy on Shared Parental Leave, offering matching enhanced terms to those of its maternity provisions. A positive aspect of the Policy has been the development of a ‘Shared Parental Leave and Pay Planner’ which presents options of leave and pay between both parents, in a visual way. An employee who reported finding previous policy and legislation confusing had a positive response to the Shared Parental Leave Planner.

This year, the company is relocating 1,600 employees to a Glasgow city centre base, giving further opportunity to support a more agile form of working without the traditional limitations. Respondents to last year’s employee engagement survey, the Loop, indicated that staff felt the organisation “offers a range of diverse opportunities,” “promoted good practices within the workplace for the well-being of employees” and that “managers are supportive and flexible.”

Jo Melanophy, Business Management Officer and Sheila Williams, Learning and Development Specialist

Alice Durand, Business Change Manager

Mike Dixon, Assistant Chief Executive

Rosalind Fane, Head of Projects and Change

Steve Whitehead, Director of People and Equality

HR Operations Team

(From left to right): Ellie Binks, Gender Lead, Emma Dunnett, Recruitment Lead, Amy Jones, Disability Lead, Ray Dempsey, Learning Lead, Imran Khan, Social Mobility Lead, Deborah Brooks (one half of the Deborah Brooks/Susie Owen Job Share – Deputy Director), Janet Hill, Deputy Director, Paul Carswell, LGB&TI Lead.

Not in the photo: Suzanne Semedo, Geraldine Brown, Chris Hack, Keith Knight, Susie Owen, Hiten Jethwa, Steve Lucas

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Working Families Award 2016 Winner: Pinsent Masons Pinsent Masons is an international law firm delivering high-quality legal advice rooted in its deep understanding of the sectors and geographies in which its clients operate.

There are c.2,900 employees, with c.1,500 lawyers operating from 20 UK, Europe, Asia Pacific and Middle East locations. Pinsent Masons is wellplaced to advise on complex multi-jurisdictional transactions across a full range of legal disciplines.

The firm has international credentials in the global energy, infrastructure, financial services and advanced manufacturing and technology sectors.

In the UK, it also works in sectors including real estate, government, retail, universities and higher education.

The legal sector has an issue with gender imbalance at senior levels and in order to retain talented women, the firm needed them to see the opportunity for a successful and fulfilling career within Pinsent Masons.

This is being addressed through their commitment to an inclusive culture where everyone can realise their potential.

In 2013 Project Sky was established, to remove the obstacles to female career progression and create a better workplace for all. Through Project Sky the firm realised the point at which many women fear they risk falling behind in their career is when they take family leave. 27.8% are primary carers for a child under 18 and 9.3% provide help or support to family or others. Pinsent Mason’s research confirmed becoming a parent or going out of the business for any length of time on family leave isn’t exclusively a female concern and that more needed to be done to support all of its working families.

The Family Support Network encourages discussion on balancing work and family and ensures policies and procedures support Pinsent Mason’s commitment to an inclusive workplace. Events include ‘Bring Your Child to Work’ days, family Christmas Film Days and webinars on topics like same sex parenting and transition to secondary school.

Access to support and free counselling is provided through the employee assistance programme. The interactive web portal, Parents Matter@Pinsent Masons, provides support and guidance to anyone taking family leave.

Sponsored by: My Family Care is the leading provider of Work+Family solutions and dependent care services to employers in the UK. Our service portfolio addresses the full range of employees needs in combining work and family successfully; from the delivery of group and 1-1 coaching to the provision of emergency backup child and eldercare and consulting services. Services are provided and accessed through an online platform that supports both managers and employees and is tailored to their specific needs and life stages.

Tapping into Talent Award 2016 Winner: Home Office The Home Office employs c.29,500 people who lead on immigration and passports, drugs policy, crime policy and counter-terrorism and works to ensure visible, responsive and accountable policing in the UK. Aims of the Home Office include: ● Promote growth and keep the UK safe ● Cut crime

Highly Commended: KPMG KPMG employ 14,500 people and in the UK is one of the largest member firms of KPMG’s global network providing Audit, Tax and Advisory services.

In the UK they have 617 Partners and 11,652 professionals across 22 offices working together to deliver value to clients.

At KPMG, there are c.350 women who take maternity leave and 300 men take paternity leave yearly. KPMG recognises that retaining women post maternity leave will help increase the diversity of its talent pipeline so they decided to offer a supportive culture which supports those needing family leave.

The Parent Power programme - KPMG is partnering with My Family Care (MFC) to run one to one/group coaching and online support for parents taking and returning from maternity, paternity, adoption, surrogacy, fostering or shared parental leave. The programme: ● Aims to ensure parents come back to a positive environment ● Supports parents through 12 month’s coaching and online toolkits ● Works with colleagues to increase understanding on how they can contribute to positive ways of working with parents to retain talent Sponsored by its Head of People, the aim is to create KPMG’s offer through MFC that supports men and women to transition into parenthood and back to KPMG more effectively. The programme includes: ● Parents and Carers Webinars ● Access to a Work+Family Expert ● MFC’s Insider Guides

Allowing more flexibility in the working day has significantly helped increase retention rates and agile working is promoted by focussing on performance and delivery, not presenteeism. The ‘Career Pathways’ initiative provides a flexible approach to career progression, ensuring lawyers have honest and clear conversations with line managers, understand different options and are supported in their choices.

● On Our Minds - News, editorial, research, trends, polls and surveys.

The firm now has 23% female partners, up from 19% in 2013 showing progress towards the target of 25% by 1 May 2018. Female representation on the Board is 33%, up from 11% and the Remuneration and Partnership Committee which appoints new Partners and decides Partner remuneration, has 50% female representation, up from 15% in 2013 and 24% of the workforce works flexibly.

● Backup Adult & Eldercare - domiciliary homecare for adult dependants at short notice.

● Being a Dad - webinars, topical information and Q&As supporting working fathers. ● Emergency Childcare and School Holiday Cover and access to school holiday clubs

● Parental Leave Project – MFC’s coaching offer

● Reduce immigration ● Prevent terrorism With senior leadership sponsorship from the Home Office’s Permanent Secretary and Race Equality Champion, Mark Sedwill and the Diversity Strategy Board, chaired by the Diversity Champion, Sir Charles Montgomery and supported by the race equality staff network (THE NETWORK), the Home Office launched its own pilot, internal talent programme called ‘Access’ for 20 of its talented black, asian and minority ethnic (BAME) employees from grades HEO to Grade 6.

The Access Programme was launched in response to feedback from Home Office BAME staff focus groups and qualitative data from the Ethnic Dimensions report (Civil Service Talent Action Plan). The research commissioned by the Cabinet Office on the barriers to BAME career progression in the Civil Service found that the right support would help employees feel more confident in exploring their talents and reaching their full potential. The Home Office’s BAME focus groups revealed similar findings. The evidence showed that BAME employees are under-represented at senior levels in the Home Office. Mark Sedwill has committed to increasing the number of BAME employees and women at senior levels in the Department. The programme will help participants with both the potential and aspiration to progress at least one level in their career. It will run alongside other, cross-Civil Service talent programmes to help the Department’s focus on widening its BAME talent pool.

To make stronger alignments between diversity and inclusiveness they are helping BAME employees build their personal brand and resilience and enhance their networking skills. The programme also explores ways of expressing an individual’s leadership style, e.g. by volunteering in the Charity sector.

Feature ● Application – Access is a self-nominating talent programme with line manager support. A ‘strength-based’ process was used where applicants used examples from their four strongest competencies, plus a short statement of suitability.

Sponsored by: We are proud to support the Tapping Into Talent Award. At EY we aim to create the highest performing teams by embracing diverse talent and harnessing the power that brings through an overarching focus on authentic, effective inclusive leadership by all our people. We feel it’s important to celebrate those organisations who are leading the way in this field.

Highly Commended: Ministry of Justice The MoJ employs c.70,000 people who work to protect the public, reduce reoffending and provide a more effective, transparent and responsive criminal justice system for victims and the public. They work with the other government departments and agencies to reform the criminal justice system, serve the public and support victims of crime and are responsible for making new laws, strengthening democracy, and safeguarding human rights.

The HR talent team launched the Justice Leaders Talent Programme (JLTP) in 2015 aimed at high potential Grade 6/7 (Band A) cadre. The JLTP’s aim is to empower individuals to define their own pathway to SCS through tailored development.

The two stage application process comprised of a business case endorsed by the line manager and signed off by the Director. Successful applicants were invited to a presentation interview with 47 applications received and 15 candidates offered a place.

The nine month programme provided development opportunities, networking and work on challenging projects. The development centre and feedback on online test results culminated in a personal development plan to help support them in becoming senior Civil Servants.

Delivered by the Talent Team, costing under £6,500, it included four workshops with senior speakers from the MoJ and candidates were allocated a personal budget to choose learning from the Civil Service Learning providers. A cross government networking event allowed candidates to form connections outside of their work area and mentoring partnerships were formed.

Evaluation showed the pilot was well received with the 2016 programme already receiving c.50 applications.

● Line Manager – To gain line manager buy-in the Access Programme encourages and facilitates partnership and career conversations between participants and line managers. ● SCS sponsorship – the 20 participants will be matched to a member of the SCS for a job shadowing day to encourage active mentoring.

Development offer ● 70:20:10 – the development offer has been designed on this model, including self-awareness sessions, stretch assignments, formal learning, external speaker events, project work, temporary promotions and action learning sets, etc.

Outcomes ● 5 participants have been promoted overall. Other participants have reported increased confidence, self-awareness and motivation to succeed in their career.

Olu Alade, Diversity Consultant and Peter Alleyne, Senior Diversity Consultant

Talent team (Left to right): Kayleigh Chard, Fast Track Apprentice, Talent Team, Alecia Birthwright, Talent Manager, Afsheen Nasir, Fast Streamer, Talent Team and Munazzah Choudhary, Head of Talent Management

Responsible Business Team

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Intergenerational Working Award 2016

Advancing Social Mobility in the Workplace Award 2016

Winner: CA Technologies

Winner: EY

CA Technologies employs c.11,600 people globally of which 600 are employed in the UKI. The organisation helps customers succeed in a future where every business from apparel to energy is being rewritten by software. From planning to development to management to security, CA creates software that fuels transformation for companies in the application economy. With CA software at the centre of their IT strategy, organisations can leverage the technology that changes the way we live - from the data centre to the mobile device. CA’s software and solutions help customers thrive in the new application economy by delivering the means to deploy, monitor and secure their applications and infrastructure.

As part of THRIVE, CA’s global diversity and inclusion programme, the THRIVE Generations team is a volunteer group that helps CA address generational issues for all employees. The Generations team works alongside the CA HR department to plan awareness events, provide specific help to address employee concerns and deliver tangible activities with the objective of making a difference to people’s lives. Specific actions are targeted towards Generation Z, Y, X, Boomers and Traditionalists and include: ● Employee engagement activities.

However, CA faces the same challenges that many organisations see every day when it comes to engaging with an intergenerational workforce.

CA produces and sells mainframe software, where the average mainframe expert is approaching retirement age. There are recent graduate developers working in centres from Santa Clara, California to Hyderabad, India.

● Building links with the IT Management for Business (ITMB) degree in conjunction with Tech Partnership.

CA’s challenge, like many firms, is how to leverage these incredible people to gain the maximum business benefit, while also ensuring that their developmental, emotional and onward planning needs are met.

In addition, the global IT skills shortage is a major concern. CA is working with a number of partners to try to address this issue; one of the largest business risks the IT industry faces. This issue is especially acute amongst young girls, who are choosing education options outside of STEM subjects.

● Using external events to educate the volunteer team in Generational issues, potential solutions and general D&I challenges.

● Working with local schools to introduce STEM topics ● Engaging external speakers through both public events and personal networks of the volunteer team to educate and inspire CA employees. ● Delivered unconscious bias training In the past two years, the Generations team has addressed a number of key issues, including a lack of communication around generational diversity; generational “islands”; a lack of understanding of retirement planning options; a lack of experience within certain job roles; and a STEM skills gap amongst the next generation to enter the workplace.

EY provides global services in four main areas: Assurance, Tax, Transactions and Advisory. They help clients retain the confidence of investors, manage their risk, strengthen their controls and achieve their potential. EY is a global partnership, and in the UK have a large London base with further offices in 18 UK and 4 Republic of Ireland cities. There are 16,000 employees.

As part of EY’s Global Strategy, they want to be the most diverse and inclusive firm and understands that its strength lies in its people. EY is committed to ‘Build a Better Working World’ for their people, clients and communities.

EY rejects the statement ‘Where you come from and who you are will define what you do in your life?’ Instead, as defined in their Social Mobility mission they want to improve access to the profession at EY and ensure they create an environment where everyone can succeed – regardless of their background or socio-economic status. EY have implemented lasting changes to ensure they are truly inclusive of all talent; changes that are recognised for their ambition and impact, helping EY to be named as a Social Mobility Champion. This status, awarded by the Department for Business, Innovation & Skills, is awarded to EY as pioneers in Social Mobility who have demonstrated inclusion within their own organisation and supporters of change across the business world.

EY has removed unnecessary barriers to entry, including removing academic screening from the entry criteria for its student recruitment programmes.

EY’s award-winning outreach and access programmes, such as Smart Futures and Our Futures managed by the EY Foundation, EY’s charity partner, ensure disadvantaged young people receive the opportunity to experience and consider a career in professional services. EY has increased the number of opportunities for school leavers to join on a similar career path to graduates, to 150 per year, recently accrediting these as higher apprenticeships. The organisation works hard to ensure that, once in the EY fold, this talent thrives and achieves their full potential. They have taken steps to monitor the existing workforce, to understand the makeup of its people in order to provide the right support and opportunities to all. EY also works with suppliers to engage them in conversations about Social Mobility and enable them to participate in the ‘widening access’ programmes. The work continues beyond EY; for example the Accelerate programme is equipping young entrepreneurs and social enterprises with the skills for success.

Highly Commended: Bristows Bristows is a commercial law firm based in London employing 250 people. It is a full service firm and is particularly known for its strength in Intellectual Property.

Proud of its strong cultural focus on inclusivity, the firm boasts an average length of service of over seven years.

Despite the communal efforts, the legal profession is still regarded as “pale, male and stale” and Bristows wanted to break the mould.

Bristows works with a diverse, innovative and international client base so wanted to attract talent from all backgrounds, especially individuals from less advantaged circumstances. They secured unconscious bias training which enables interviewers to feel more confident they are recruiting for merit, not background. Relationships with schools, mentoring high school students and informing young people from any background about the opportunities in law helped promote social mobility. Events were held with the Brokerage City Link and work experience weeks with Social mobility Foundation facilitated.

The firm targeted institutions with above levels of disadvantage through affiliation with Aspiring Solicitors and provided one-to-one mentoring for law students. Bristows are one of four law firms on the government-backed careers website Plotr. They are recruiting school leavers for business services apprenticeships with three of the six apprentices continuing their careers at the firm.

Applications for trainee solicitor vacancies from candidates who are the first in their family to go to university and/or have been educated at a state school have increased. This, alongside the unconscious bias training, has had a direct impact on the diversity profile statistics for the upcoming intakes of trainees.

EY is demonstrating market leadership in this area to strengthen client relationships, win more work, attract and retain talent, compared to its competition and increase profitability. EY has an evidence based approach and has worked closely with Capp (occupational psychologists) on the impact of the changes made.

(From left to right): Keith Sessions, Gabrielle Ferguson, Stuart Hazell, Sue Henley, Roy French, Annabel Sunnucks Dan Richards, Head of Recruitment

Mandy Love, Social Mobility Partner Sponsor

Martin Talbot, EY Foundation

Bristows Diversity Committee

Rukasana Bhaijee, Diversity Coordinator

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Sally Bucknell, Director D&I

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Wellbeing at Work Award 2016 Winner: Royal Mail Group Royal Mail employs c.160,000 people globally with c.143,000 in the UK. It is the UK’s designated Universal Postal Service Provider, supporting customers, businesses and communities around the country and is the only company delivering a ‘one-price-goes-anywhere’, six days a week service to more than 29 million UK addresses.

Royal Mail, as a major employer and purchaser of goods and services, has a significant impact on both the economic and social life of the UK. In 2014-15 Royal Mail were the 6th largest contributor to the economy of all UK corporations. One in every 180 employees in the UK works for them.

Almost every person in the UK comes in contact with a Royal Mail employee daily; therefore improving (and protecting) the health of the workforce can improve engagement, productivity, attendance and culture, which in turn improves the service RMG gives to customers, thus supporting the long term business strategy.

Providing support for employee health and wellbeing is a priority for Royal Mail Group. An increase in sickness absence during early 2014-15 resulted in the Attendance Management Plan and business Taskforce, Occupational Health interventions, promotion of the Feeling First Class wellbeing programmes and First Class Mental Health initiative.

‘Feeling First Class’, the Health and Wellbeing Strategy’s main brand, is used to deploy health promotion activity. Feeling First Class includes the Feeling First Class wellbeing portal, First Class Support (Employee Assistance Programme), First Class Mental Health, First Class Fitness and First Class Lifestyle. This programme ran alongside an Attendance Management Plan (2014-2015) and is now absorbed into business-as-usual after meeting its objectives.

Successes include sickness absence reduced by c.0.5%. The annual Engagement Survey asks employees “my organisation cares about my wellbeing” and the score increased from 50% (2013/14) to 54% (2014/15) to 56% in 2015/16. Communications campaigns include sun safety and mental health with mental health awareness films, mental health training for managers and 12,300 employees have accessed wellbeing support on the Feeling First Class wellbeing portal.

This has been a partnership approach between and within business functions, with Trade Unions, employees and external organisations.

Royal Mail Group recognised that to improve attendance, health and wellbeing this had to be a joint approach through knowledge sharing and communication to identify problem areas and implement solutions; in addition to benchmarking best practice in the business. The Health and Wellbeing programme is part of a wider approach to sustainable business through the Cultural Change programme. Royal Mail’s vision is to create an inclusive and customer centric culture where people feel motivated, valued and recognised; where colleagues work together to deliver their part in the strategy in order to build sustainable business performance.

Inclusive Procurement Award 2016 Highly Commended: Surrey County Council Employing 27,000 people, the Council provides services including Fire and Rescue, Social Care, Residential Care, Transport, Child Protection, Schools and Education.

The Business Context and Challenges Faced The Council had c.56,000 absence days recorded (2009). They had to drastically reduce absence and grow sustainable, ill health prevention.

Actions Taken Dedicated Post: to integrate Inclusion and Health and Safety. ● “Stay Healthy – Stay Well” Campaign – including: ● NHS Health Checks ● Smoking Cessation ● Supporting Emotional and Mental Wellbeing Management Masterclasses ● Identifying and Resolving Stress in Teams Workshops ● Time To Change National Employer Health Check Study: the UKs largest campaign, to end stigma and discrimination towards mental health with recommendations. ● New Start Programme: work placements for people with severe tier 2 mental health challenges with 316 placements and 51% of candidates entering paid work.

Employee Assistance Programme ● SMARTER working programme: facilitating flexible working. ● Team Wellbeing Assessments: c.100 workshops delivered with the trade unions ● Robertson Cooper i-resilience tool: an interactive 40 minute questionnaire. ● Swimming promotion: increased usage of local facilities. ● Mindfulness: session for c.300 attendees. ● Walk to Work and Smarter Travel: a pedometer challenge with 300 staff. ● Step Jockey: a reduction in lift usage. ● Employee Assistance Programme / Occupational Health ● Restorative Network: 4 networks of 180 staff in 40 locations. ● Workplace Wellbeing Charter - Public Health England: an improvement plan following the self-assessment.

Evidence of Impact ● A step change in mainstreaming wellbeing into work.

Joint Winner: IBM IBM employs c.430,000 people operating in c.170 countries delivering innovative solutions to a diverse client base solving some of their toughest business challenges. IBM manufactures and markets computer hardware and software and offers infrastructure, hosting and consulting services from mainframe computers to finance, procurement, IT solutions, business transformation and nanotechnology.

As the world’s largest IT and consulting services company, IBM is a global business and technology leader, providing innovation in research and development to shape the future of society. IBM’s prized research, development and technical talent partners with governments, corporations and thinkers on real world problems to help make the world work better and build a smarter planet.

IBM‘s commitment to diversity is the foundation in being one of the world‘s leading globally integrated enterprises. IBM understands that diversity goes beyond fair hiring practices and protection for employees, it also includes a focus on how those pieces fit together to create an innovative, integrated whole. IBM calls this approach “inclusion.”

While differences shape who we are as individuals, IBM’s shared corporate culture and values remain central to its mutual success. IBMers work in an environment where diversity including diversity of thought, is the norm, bringing a commitment to creating client innovation across the business.

Three basic principles underscore IBM’s ongoing commitment to diversity its workforce, customer base and supply chain. Building and maintaining a community of diverse suppliers increase IBM’s opportunities to explore new ideas, apply different approaches and gain access to solutions that respond to customer needs.

IBM’s commitment to diverse suppliers is demonstrated by its rich corporate history. Founded in 1968 as IBM’s Minority Supplier Development Program, IBM has placed billions of dollars of business with its diverse suppliers over the last four decades.

In 2003, IBM’s Supplier Diversity was expanded into a global program which directly supports IBM Corporate Policy Letter 137, which states that: “Wherever IBM operates around the world, we strive to conduct our business in a fair and equitable manner. Consistent with this objective, we follow local laws and customs of the countries in which we operate and we actively seek to establish close working relationships with businesses indigenous to those countries. ……This policy applies to all firms or institutions regardless of the business owner’s race, color, religion, gender, gender identity or expression, …… Action should be taken by all IBM organisations to ensure that this policy is implemented and that there are programs which ensure IBM’s performance against this commitment.‘’

Joint Winner: Minority Supplier Development UK Minority Supplier Development UK (MSDUK) is the UK’s leading non-profit Supplier Diversity advocacy organisation. With just 4 employees, they promote inclusiveness in corporate supply chains by connecting ethnic minority owned businesses (EMBs) from across the UK to corporate supply chains. Established in 2006, MSDUK, a national organisation with a head office in Leicester, works with 38 global corporate organisations and over 300+ EMBs from across the country.

Over the last ten years, they have generated over £50m worth of business for Ethnic Minority Businesses (EMBs) from its network. MSDUK provide access to best practices, support, and training workshops to procurement teams on how to embed their supplier diversity strategy into the overall procurement policies, understand corporate supply chain dynamics, identify the right opportunities for EMBs and recruit and refer EMBs for those opportunities. They also provide direct and indirect business coaching and mentoring to EMBs helping them grow their businesses and understand how to do business with large corporations. All of these services are provided through a range of events, seminars and conferences held throughout the year.

MSDUK believe that any procurement activity, be it at a global, national, regional or local level, initiates an economic reaction. It reignites entrepreneurial spirit, brings innovation, sustains and creates jobs and helps the growth of the local and national economy. However, the economic benefits of any procurement activity can only be felt by all if the sourcing processes of any purchasing organisations are inclusive. MSDUK assist ethnic minority businesses by providing opportunities for development through practical learning such as its ‘Pitch Perfect’ mentoring programme developed in collaboration with its corporate members. There are also best practice programmes such as ‘Corporate Knowledge’ sessions which bring together procurement experts from the corporate world to learn and share ideas on key aspects of suppliers diversity and the ‘Meet the Supplier’ programme that enables direct engagement between large corporate organisations and ethnic minority businesses (EMBs) serving to break down barriers between the corporate world and ethnic minority businesses.

MSDUK has facilitated £50milion spend and provided 523 contract opportunities for the EMBs in the network. Furthermore to date there have been 469 one to one meetings that have taken place between corporate buyers and EMBs. The EMBs within the MSDUK network employ c.13,000 people across the UK and 71% are located in areas of high unemployment.

IBM’s supplier diversity is an integral part of IBM’s heritage, business plan and its future. This is why IBM provides opportunities for diverse suppliers to participate around the world.

● Staff feel more valued and engaged ● Sickness absence levels reduced, from 13.3 days per FTE pa to 6.4 days – representing c.£6M savings.

Abid Dar, Senior Equality, Inclusion and Wellbeing Manager (From left to right): Steve Greaves, SHE Director North, Ron Symonds, Group Head of Environment Management & Property Business Partner, Mike Shakeshaft, SHE Director West, Judith Grant, Group Head of Occupational Health and Wellbeing, Shaun Davis, Group Safety Director of Health, Safety, Environment and Wellbeing, Andy Pearson, Group Head of Safety, Health & Environment Assurance, Brett Thomas, SHE Director East

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Ross Mandiwall, UK & Ireland Procurement Manager

Andrea Fimian, EMEA Supplier Diversity Program Manager

Mayank Shah, Chief Executive Officer

Malvika Patel, Certification Officer

Raj Pattani, Director Business Development

Ervin Picari, Learning and Programme Development Executive

Varaidzo Mumbire, UK & Ireland Diversity Lead

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Representative Workforce Award 2016

Equality & Inclusion Champion of the Year 2016

Winner: Bradford Teaching Hospitals NHS Foundation Trust

Highly Commended: Bank of England

Employing c.5,500 people this is a teaching hospital providing hospital and rehabilitation services to people of Bradford and beyond.

The Bank of England is the central Bank for the United Kingdom which employs 4.000 people. Its Mission is to promote the good of the people of the United Kingdom by maintaining monetary and financial stability. This commitment to the UK public encourages the Bank to ensure its workforce is both reflective of and inclusive of the wider population.

In March 2015, 24.7% of the workforce and 7.6% of senior managers were from BME backgrounds. The Trust was determined to turn the rhetoric of “having a workforce that reflects the local population” in to a reality.

They wanted to focus on the employment position of BME staff in relation to: ● Overall staffing and Senior Manager numbers ● Promotion ● Staff Turnover In February 2015 the Board of Directors set a target for the workforce to be made up of 35% Black and Minority Ethnic (BME) staff and asked for six monthly progress reports. To reinforce the importance the Trust places on this initiative, each Division is performance managed against the targets. The first six month data is encouraging. ● Overall staffing numbers – increased from 24.7% to 25.4% ● Senior Manager numbers – increased from 7.6% to 9.1% with great progress in relation to Non-Executive Director representation on the Board of Directors ● Turnover – lower than expected at 22.3% Based on the above, should the Trust make the same level of progress, they will reach the target of having a workforce that reflects the local population by September 2025. Based on the trajectory of progress, they will also achieve a senior management workforce that reflects the local population by September 2023.

One area that has room for improvement is: ● Promotion – 17.7%. The Trust is working with Divisions on the actions required to ensure BME staff have the same opportunity in gaining promotion as white staff. This will be supported through the workforce and organisational development strategy.

Annually the focus on employment experience of BME staff is on: ● Staff Survey (Staff Engagement indicator)

St Andrew’s Healthcare employ c.4.000 people who provide mental healthcare for some of the most vulnerable people in the UK, from adolescents through to end of life care. They provide pathways from medium secure through to community-based services including vocational pathways and supported employment. They are also a teaching hospital.

The Strategic Plan’s ‘Diverse and Talented’ pillar aims to ‘attract and inspire the best people to public service, reflecting the diversity of the United Kingdom’.

Lindsey works in Patient Experience, helping to transform lives through developing a positive, safe and inclusive culture in what is both the workplace for staff and the place of treatment and care for patients, their families, friends, carers and volunteers.

Bank-wide diversity targets were adopted in 2014 to achieve an equal split in gender and a 15% representation of Black, Asian and Minority Ethnic (BAME) colleagues across the Bank in all but the most senior positions. Significant improvements have been made in achieving these targets with representation of women being 44% and BAME colleagues being 17%. These goals are reported in the annual report alongside other measures of diversity, such as LGBT and Disability.

Lindsey’s exceptional performance is reflected in such achievements as her place in the 2015 Global Diversity List Top 50 Diversity Professionals, prestigious Excellence in Diversity Award (2015), invites to a special audience with the UN Secretary General (Jan 2016), to speak about her work to NHS Employers (2016), a Secretary of State (2015), Stonewall Workplace Conference (2015), writing for national Diversity publications (2016 and 2015) and for national nurse development (2014).

Internally, the Bank continues to build a more inclusive culture through employee-led initiatives such as the BAME reciprocal mentoring scheme and the launch of both the LGBT Allies Network and our Carers Network.

A new recruitment process focuses on marketing to and recruiting of graduate talent; improving development opportunities by rolling out ‘Unconscious Bias’ training and ‘Mental Health’ training to line managers; with new ways to engage employees through the carers and LGBT allies networks.

The Bank is driving towards an inclusive workplace for all its colleagues to fulfil their mission to represent the people of the UK.

● Staff Friends and Family Test

Winner: Lindsey Ambrose, Diversity, Equality and Inclusion Lead, St Andrews Healthcare

Her ability to engage many people across St Andrew’s teams, patients and carers has led to top performance in the Stonewall Healthcare Equality Index – 1st in 2015, 3rd 2014, 4th 2013, taking St Andrew’s into the Stonewall Workplace Equality Index 2016. She led a diversity and inclusion mascot project with patients and staff being a finalist in the National Service User Awards 2016. In 2015, Lindsey led the entry to the National Diversity Awards, resulting in almost 100 votes from the public, former and current patients and carers, and others, resulting in St Andrew’s Healthcare becoming a finalist out of over 20,000 nominations, recognising the community impact the charity has in relation to disability.

With regard to engaging colleagues, leadership and breaking down barriers, examples include: ● Lindsey currently leading the work towards achieving both the Action on Hearing Loss “Louder than Words” Charter Mark and implementation of the NHS England Accessible Information Standard. Her work has come to the attention of an Advisory Board Member to NHS England who has been championing it nationally to inspire others. Her work has led to changes affecting many people including mandatory training for all staff, introduction of deaf awareness e-learning, and capital projects to improve accessibility of hospital facilities and deaf awareness of staff at all St Andrew’s hospitals across England. Lindsey has also made this a positive and fun area of discovery and involvement too, currently supporting patients and staff who have no experience of sign language, to prepare for a British Sign Language flash mob activity. ●

Lindsey champions the needs of transgender people, especially in the Adolescent Service. She identifies clinical staff with expertise in gender identity and supporting transgender patients and gains their buy-in to be reference points for others, sharing best practice.

Lindsey joined the Northants LGBTQ (Lesbian, Gay, Bisexual, Transgender and Questioning) Partnership, supporting the organisation and delivery of a conference on supporting young LGBTQ people and providing opportunities for several staff and some patients to attend. This included supporting them to deliver an LGBT awareness event a few days later, leading to the development of a diversity film club and commitments to a new equality allies scheme for patients and staff and to the young people and staff co-developing an LGBT Inclusion Charter.

● Disciplinary Rates ● Grievance ● Harassment and Bullying The findings from the annual Staff Survey and the data gathered will be used to propose action for Divisions to improve experience.

From 2009, the Board of Directors was entirely white. Following a review of the job description and person specification (July 2014) Professor Lord Kamlesh Patel of Bradford was selected as Chair of the Board of Directors. Through his leadership and ongoing commitment, the Board has been transformed with 29% now being from a BME background.

The work on having a reflective workforce has been recognised by NHS Providers which is a membership organisation for the NHS. The Trust is a case study for their publication “Leading

by Example” and it has been asked to participate in a workshop for their national conference.

The Trust is working to understand the experience and any barriers to career progression for BME nurses and midwives.

Lord Kamlesh Patel of Bradford

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Lorraine Cameron, Head of Equality and Diversity

Simon Fillery, Head of Inclusion, Kiran Bance, Diversity lead, Rachel Butler, Communications lead. Alison Creagh, Community relations, Maria Navarro-Fernandez, Community relations, Lisa mayocchi, Wellbeing lead

Lindsey Ambrose, Diversity, Equality and Inclusion Lead

Pat Campbell, Director of Human Recources

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Team of the Year Award 2016 Winner: Berwin Leighton Paisner Employing c.1,400 people, BLP is an international law firm based in London, UK, specialising in commercial & civil legal services including corporate tax, property & litigation.

Business Context BLP’s Inclusivity team have achieved a huge amount in just nine months, following the launch of their first Inclusivity strategy in June 2015. They formed a high-performing team of three to deliver a new strategic priority for the firm, making substantial progress in engaging colleagues in progressing initiatives. They received an internal accolade for their achievements, winning a ‘Performance Multiplied’ award in December 2015 with the Board citing the team as winners for “exceptional dedication to the launch and development of BLP’s Diversity and Inclusivity (D&I) programme, leading this entirely new strategic direction with commendable energy and enthusiasm.”

The Challenge Despite none of the team having prior experience in D&I roles, they recognised that whilst BLP had a generally positive inclusive culture, they needed to refocus and provide a rigorous, considered strategy to improve diversity and become a wholly inclusive workplace. The team pride themselves in leading by example, working flexibly, flexing hours to meet business needs and using technology to stay in regular contact.

Key Achievements

● Firm’s first ever Inclusivity Strategy written and implemented globally ● Launched a Straight Allies network – now 1/10th of the office signed up ● Unconscious Bias training for the whole firm (c.1,400 employees) ● Implemented the first Inclusivity Newsletter (now sent quarterly) ● Contextual Recruitment tool embedded ● Comprehensive Global Gender and Culture Survey ● Organised BLP’s first ‘Family Day’ Innovative Approach The team decided to have BLP’s people implement the strategy, rather than this being ‘just another HR initiative’. They set up task-groups to empower, engage and motivate colleagues to make a real difference, acting as facilitators to harness the enthusiasm of volunteers and bringing their ideas to fruition. This has involved engaging with people at all levels to enlist support with over 20% of the UK population directly involved via the task-groups.

Employee Network Group of the Year 2016

Sponsored by: Personnel Today is proud to continue its support of the enei Awards. Having a passionate team of dedicated people is critical to delivering a successful diversity and inclusion strategy with real impact on the organisation. It is the people behind a successful initiative and how they work with one another and the wider organisation that is recognised here and we congratulate all those teams that made the shortlist.

Highly Commended: Dundee and Angus College A Further Education College employing 1,000 employees serving Dundee City and Angus. The College recruits c.16,000 students pa delivering learning opportunities from specialist provision for students with learning disabilities to Higher National Diplomas and specialist Degrees. Many students come from the most deprived postcode areas in Scotland and many have a range of disabilities.

In two years, Dundee and Angus College’s Learner Engagement Team has transformed its approach to Equality and Inclusion focusing on the wellbeing of students and a determination to break down social and academic barriers linked to poverty and rurality.

Katie Baxter and her team engaged students, enriching their learning experience and giving them confidence to achieve their full potential both academically and socially. They launched the Engage Me! Programme project where activities gave students from poor backgrounds the skills and passion to achieve their ambitions: ● Thousands of volunteering hours in communities ● Sporting teams and fixtures ● Motivation, networking and employability weeks ● Self-respect initiatives ● Buddy schemes to encourage students to mix together and with the community The College had always been supportive of LGBT students but they required a more structured approach. With encouragement from LGBT Youth Scotland and Student Services, the team rapidly formed a society. One year on, it’s a thriving, close-knit unit with weekly meetings giving support and confidence.

The team decided to take a more structured approach and work towards the LGBT Charter Mark. There is now a small but thriving LGBT Community supported by the Learner Engagement team.

The College delivers the highest levels of student attainment in Scotland.

With no communication channels in place, the team launched the first Inclusivity Newsletter (October 2015) which is now quarterly and used an alternative option to those who don’t feel comfortable engaging with D&I issues in person. This includes videos and articles on topics such as flexible working, 83% of people opened the latest newsletter and 122 people watched the most popular videos.

Winner: Land Registry

Highly Commended: Fujitsu

Land Registry registers the ownership of land and property in England and Wales with the Register underpinning property ownership worth over £4 trillion across England and Wales including over £1 trillion of mortgages.

The vision is ‘your land and property rights: guaranteed and protected’.

Fujitsu employs 14,000 people offering IT products, services and solutions, from looking after applications and protecting data to managing supercomputers around the world to help businesses become more innovative and efficient.

They employ c.4,500 people, from technical caseworkers to IT specialists, commercially focused experts, policy advisers, specialists working across a range of support functions and many others. Land Registry recognises the benefits of a diverse workforce and treats all employees with dignity and respect.

They work to keep the UK and Ireland running smoothly with products and services touching 99% of the UK population every day.

The Lesbian, Gay, Bisexual, Transgender and Allies (LGBT&Allies) Network established in 2006 aims to: ● Work with the business to achieve its organisational objectives, specifically on LGBT equality and diversity ● Support employees in their working lives ● Promote awareness of LGBT issues across Land Registry There are 185 members across the business plus a smaller group of 69 ‘active’ members that regularly contribute to discussion, events and initiatives run by the Network.

The LGBT&Allies Network works alongside the wider Diversity Working Group (DWG) and formulates an annual action plan that links into Land Registry’s strategic equality objectives and the aims of the business strategy, with measurable and clear objectives to assist in mainstreaming LGBT issues across the business.

They work with the business on diversity related issues that affect staff and customers in order to promote awareness of diversity and inclusion matters relevant to LGBT people and to influence the development of LGBT inclusive policies. They also provide a gateway of support to employees and managers.

They are determined to harness the talent of all their people and become a more representative company, one that’s better in touch with employees and customers. The D&I strategy aims to integrate diversity into the business and create an inclusive environment where everyone can bring their whole selves to work.

SEED (Support & Engage Employees with Disabilities) Employee Network aims to promote disability confidence and bring about inclusion and equality for individuals with disabilities, long term injuries and health conditions.

Enhancing our Network, Communication, Disability Confidence, Accessibility, Enablement, Workplace Adjustments and promoting role models are key to this. The core SEED values: #Trust, #Include, #Inspire.

Fujitsu works with external partners including enei, Kate Nash Associates and Business Disability Forum and have been reaccredited the Disability Two Ticks Symbol by Job Centre Plus.

In 2015 SEED created the Fujitsu #BeCompletelyYou campaign. Sarah Simcoe, the SEED Network Chair states, “An environment of trust, respect and inclusion stimulates innovation, increases retention and attracts talent to an organisation”.

Fujitsu develops technology to address the barriers to employment for disabled people. Since becoming a Disability Confident campaign partner, there are more disabled employees, new starters and employees with workplace adjustments. Feedback from disabled employees is very positive.

Creating a safe place in which issues of relevance to LGBT colleagues and their allies is at the heart of the Network’s function; this includes raising awareness and representing the views or being the ‘voice’ of LGBT employees. The Network also represents Land Registry at external events.

Increasing awareness of LGBT issues across the business is key for the Network and they have helped in the delivery of Land Registry’s Internal Equality Objective, ensuring they improve the working environment for LGBT employees along with colleagues with LGBT friends and family members.

Specific actions included: ● Improving knowledge of the workforce by assisting with Land Registry’s declaration campaign to further improve declaration rates for sexual orientation from 21% (2012) to 80% in 2016 ● Working with staff at all levels, up to and including the Board, to increase personal learning and development of diversity and inclusione barriers for those with disabilities

Conclusion Results of a global gender and culture survey demonstrate the team’s achievements with high levels of staff engagement - 59% of staff completing the survey and 94% stating they were aware of the team’s strategy. 71% stated that the firm are doing enough to create a culture that nurtures and encourages people to pursue their chosen career – a statistic the team are extremely proud to have fostered in a short timeframe.

LGBT society

● Establishing a ‘Straight Allies’ network, which now forms part of the LGBT Network ● Promoting LGBT inclusion via a variety of methods including interactive LGBT History Month campaigns; hosting local coffee morning events and celebrating IDAHO day

Diversity & Inclusion Group

The work has seen an 8% improvement since 2011 and a 2% closure in the gap between engagement scores for LGB and heterosexual staff.

LGBT booklet

Berwin Leighton Paisner – Diversity & Inclusion Team Claire England, Inclusivity Manager Lucy Hutchinson, Inclusivity Advisor and Jo Tester, Inclusivity Assistant

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(From left to right): Stuart Brown, LGBT&Allies co-Chair, Alastair Lewis, LGBT&Allies Board Champion and Jon Corbett, LGBT&Allies co-Chair.

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Community Impact Award 2016 Winner: Paul J Watson Solicitor A small long established law firm which is the only sole practitioner remaining in the local area. Specialising in both criminal defence and family law, their work is predominately undertaken on a legally aided basis and they are very well known in the local area with strong links in the local community.

As signatories to the Law Society’s voluntary Diversity & Inclusion Charter, the team of 12 staff strive to put equality at the heart of the business. Strong links with local community groups are a vital part of the business, providing the usual initiatives offered by law firms ie free law clinics and pro bono advice and engaging with minority groups in the regional area, such as refugees and kinship carers.

For those groups, the firm have delivered training to empower key members and volunteers to have a greater understanding of the child protection and care process, allowing them to recognise when there is a need to seek legal advice from a qualified professional (not necessarily this firm; the training was also provided to groups outside our immediate area). Using its legal knowledge and expertise, they have made a real difference to those groups and are working long term with them on projects.

The firm are taking in students from the local area for work experience placements, particularly focussing on those from less privileged backgrounds, by engaging with both a local community group and a local school. Long term work experience has been offered to a young Black student currently in his second year of studying law, who has a particular interest in Criminal Defence work.

Sponsored by: As a firm of chartered accountants, Buzzacott helps build individual and corporate success and is committed to providing and promoting inclusive working environments. We are thrilled to sponsor the enei Community Impact Award which recognises and rewards organisations that have reached out to and engaged disadvantaged/minority groups.

Other recent local work includes: ● Supporting women suffering domestic abuse, working with My Sister’s Place offering free legal clinics and twice sponsoring their annual ball. ● Supporting local BME events (Islamic Diversity Centre’s Against Racism, Against Hatred Event, Amir Khan’s fundraiser for an orphanage in Gaza, Black History Youth Awards and Taste of Africa) ● Attending local events supporting action on homelessness, racism and Islamophobia. ● Attending the Safe in Tees Valley event welcoming refugee/asylum seekers. ● Supporting women recovering from addiction, providing Easter Eggs and Christmas Hampers to A Way Out. ● Setting up free legal clinics for people recovering from addiction with Hope North East. ● Visiting a local church attended primarily by the local African community. ● Sponsoring the local Voluntary and Community Sector’s award for the Local Solution. ● Providing free training to the British Red Cross local office on the basics of legal issues. ● Forming part of the planning committee for the local International Women’s Day event for the past 3 years.

Community Impact Award 2016 Joint Highly Commended: Bradford Teaching Hospitals NHS Foundation Trust A teaching hospital employing c.5,500 people who provide hospital and rehabilitation services to Bradford and beyond.

Project SEARCH provides young people with Learning Difficulties (LD) with nine months on the job work experience totalling c.900 hours.

There are c.300 Project SEARCH sites in the US and 38 in UK and Europe.

Since September 2013, 29 young people have benefitted. Eight young people are now in their second placement – a ninth Intern already has a job. 60% of previous Interns have gained employment which compares to a national employment rate of c.7% for people with learning difficulties.

Families and carers tell about the huge impact Project SEARCH has had on the Interns in terms of their maturity, aspirations and outlook on life. It also impacts on family expectations about their child’s future. Each Intern has a mentor during placement.

They are leading other UK and European sites on the development of the Business Advisory Committee (BAC), chaired by the Chair of BTHFT. Eight local business leaders in the public and private sector attend. Three Interns have been successful in getting jobs with BAC businesses.

The work resulted in Great Ormond Street Hospital and Public Health England setting up their own programmes. They featured on Radio 4’s Today Programme as a right of reply to the comments of a Peer who said “some disabled people not even being worth the minimum wage”. They hosted a Princess Royal visit and featured on the BBCs Look North Programme.

● The Practice Manager being on the steering group for this year’s Black History Youth Awards and Taste of Africa events in Teesside.

Joint Highly Commended: Ford Motor Company Ford Motor Company, a global automotive industry leader based in Dearborn, Michigan manufactures or distributes automobiles across six continents. With c.187,000 employees and 62 plants worldwide and c.10,000 UK employees, the company’s automotive brands include Ford and Lincoln. They provide financial services through Ford Motor Credit Company.

The Robert Clack Partnership (2012), a Government-endorsed Business in the Community Business Class programme sees local businesses support young people facing social disadvantage by forming long-term partnerships with schools. Ford supports the Robert Clack School in Dagenham with initiatives for pupils aged 11-18 years. Dagenham lies within one of the poorest 25 areas of England.

The partnership helps Ford maintain its strong local history with the Dagenham community and is the first to transcend the school boundary by designing initiatives for parents/carers, as well as delivering workshops that develop teaching staff. The local BITC coordinator has indicated that initiatives such as these will be good case studies to share with others.

Ford consistently introduces new initiatives aimed at making a difference and 2016 activities include Finance workshops, an Art Project and a Community Showcase Event to inspire others to broaden their external community profile.

The partnership has resulted in positive outcomes including mentoring support improving levels of self-esteem and confidence resulting in higher commitment and application to their studies. Those who worked on Insight to Management projects, Formula 24 and the Safety Film have gained valuable skills and experiences. The partnership has provided accessibility to previously unattainable experiences, which aims to impact and inspire future generations.

Natalie Terrell, Alison Clifton, Al Attanasio, Kavita Kareer, Tom Hoyne, Nathan Hampel, Kim Hughes, Mia Holden, Lauren Curtis, James Morrissey, Ian McCarthy, Dave Oliver, Paul Woolhead, Stephen Greenwood, Paul Tickner, Guy Bowman, Martin Tomkins, Steve Burks

(From left to right): Jodine Purdy, Secretary, Hayleigh Barry, Secretary, Rebecca Jackson, Family Solicitor, Gemma Watson, Practice Manager, Paul Watson, Principal & Head of Criminal Dept., Pam Kandola, Head of Family Dept. Solicitor, Emma Richardson, Crime Paralegal, Kirsty Muxlow, Secretary and Jessica Young, Secretary

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(Not pictured): Christine Spencer, Bookkeeper, Katie Rae, Receptionist and Leanne Train, Secretary Project Search Team

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Shortlisted Entries AXA PPP Healthcare AXA PPP healthcare provides Private Medical Insurance (PMI).

They are based in Tunbridge Wells, Kent and employ c.2,000 people throughout a number of offices within the town.

Shortlisted for: ● Wellbeing at Work Award: AXA offer a wide provision of employee support relating to wellbeing including: ● MIND centred activities - Resilience and Time to Talk sessions, Mental 1st Aid and Life coaching/ Mentoring. ● BODY centred activities - Boxercise, Zumba and free swimming sessions. ● SPIRIT centred activities - Mindfulness, Yoga and Massage.

Shortlisted Entries BlueSky PR

Chartered Institute of Public Relations CIPR

BlueSky PR, a boutique PR & communications consultancy employing 15 people, specialises in outsourced recruitment services working with UK public and private sector organisations. Guidant appointed BlueSky PR for a 12 month campaign to promote the Recruitment Industry Disability Initiative (RIDI) awards 2015.

Shortlisted for: ● Inclusive Communications Award: BlueSky’s PR campaign gained 131 pieces of coverage including national, regional broadcast and specialist media aimed at the disabled jobseeker. Publications included The Times, Bloomberg, HR Director, Disability Now, BBC Radio, and Global Recruiter. Blog and Op-Ed coverage on sites such as the Employers Network for Equality & Inclusion, HR Zone, Business Disability Forum, SL First ( aimed at the deaf) and The Big Idea (a site aimed at jobseekers from diverse backgrounds). There was also a 44% increase in award entries compared with the previous year.

CIPR employs 30 people and has 10,000 members. It’s Diversity and Inclusion Forum seeks to develop an inclusive culture within public relations by raising awareness of diversity issues and increasing numbers of public relations practitioners from all backgrounds.

Shortlisted for: ● Inclusive Communications Award: In 2015 the group conducted a research study into the attitudes of PR practitioners towards issues impacting diversity in public relations.

The report – From Diversity to Inclusion - unveiled (among other things) hard evidence of active discrimination of ethnic minorities and older candidates within PR recruitment as well as an obsession with youth. The research report was downloaded 1,171 times and the report led to an industry debate on diversity and inclusion with media outlets.

The official launch event was attended by over 50 senior public relations practitioners.

Alex Louis, Verve Communications

Carly Smith, Account Manager

Shortlisted for: ● Inclusive Culture Award: Over the last 18 months, the Trust has initiated an innovative Career Development Programme targeting female & BME staff which has won the Barts Health Heroes Award 2016. It helps staff to:

● Boost confidence, strengths, raise awareness and aspirations. ● Identify and develop career aspirations, plan and strategies. ● Build job application, interview and presentation skills.

The programme is already yielding great success; seeing two staff on secondments and four attaining a higher Band.

Koray Camgoz, CIPR

Avril Lee, MSLGroup

Scottish Power

Minority Supplier Development UK

ScottishPower is part of the Iberdrola Group, a global energy company and a world leader in wind energy. Employing c.6,500 people, their strategy is focused on regulated network distribution, transmission and low carbon generation, including onshore and offshore wind.

Minority Supplier Development UK (MSDUK) is the UK’s leading non-profit Supplier Diversity advocacy organisation. With just 4 employees, they promote inclusiveness in corporate supply chains by connecting ethnic minority owned businesses (EMBs) from across the UK to corporate supply chains.

Shortlisted for: ● Working Families Award: Actions relating to the three key areas Scottish Power have worked on to deliver improvements to working families are incorporated in their Diversity Action Plan which is reviewed quarterly at governance meetings to ensure sustainable improvement.

Shortlisted for: ● Global Diversity Award: MSDUK’s ‘Corporate Knowledge’ sessions bring together procurement experts from the corporate world to learn and share ideas on key aspects of suppliers diversity and their ‘Meet the Supplier’ programme enables direct engagement between large corporate organisations and ethnic minority businesses. MSDUK has facilitated £50milion spend and provided 523 contract opportunities for the EMBs in the network. Furthermore, 469 one to one meetings have taken place between corporate buyers and EMBs.

2. Implementing Good Practice: Taking positive steps to build family friendly initiatives that support employees.

3. Measuring Progress: Collecting and analysing data about the value of offerings to both the business and employees to determine any critical areas of focus.

Diversity Leadership Event with participants of the Career Development Programme for BME and Female Staff – Barts Health NHS Trust.

HR Operations Team

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Harish Bhayani, PRM Consultants

1. Communication and Awareness: Building an understanding across the organisation.

Barts Health NHS Trust Barts Health NHS Trust created on 1 April 2012, brings together three hospital trusts: Barts and The London NHS Trust, Newham University Hospital NHS Trust and Whipps Cross University Hospital NHS Trust.

Employing c.15,000 people the Trust provides healthcare services to 2.5 million people.

Catherine Grinyer, Big Voice Communications

Mayank Shah, Chief Executive Officer

Malvika Patel, Certification Officer

Raj Pattani, Director Business Development

Ervin Picari, Learning and Programme Development Executive

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Shortlisted Entries

Shortlisted Entries

Remploy in partnership with Equal Approach Since 2010 Remploy has found more than 100,000 jobs in mainstream employment for people with a range of disabilities. Equal Approach, an inclusive recruiter and diversity consultancy, has been Remploy’s sole recruitment supplier since 2006.

Shortlisted for: ● Inclusive Recruitment Award: Equal Approach promotes best practice inclusive recruitment and Remploy plays an active role in shaping the candidate attraction strategy in order to target candidates with disabilities. Both organisations’ mutual objective is to ensure that the candidate pools identified are as diverse as possible, whilst still meeting the job role’s criteria and skills. 29% of Remploy employees identifying as having a disability, with an average of 26.5% of candidates shortlisted for interview sharing they have a disability, and 92.8% being diverse (defined by the Equality Act 2010) (March 15-Feb 16).

Zurich Insurance

Khulisa

Zurich is one of the world’s largest insurance groups and one of the few to operate on a global basis. Their mission is to help customers understand and protect themselves from risk.

With just 9 people, Khulisa is a small and highly effective national charity operating in England and Wales since 2009. Their aim is to break the cycle of crime and violence by helping people to change their lives.

Shortlisted for: ● Employee Network Group of the Year 2016 - The Women’s Innovation Network (WIN) is the largest of Zurich’s four UK Diversity & Inclusion Networks. The group, made up of 700 women and men, advocates a ‘level playing field’ for employees to contribute their best at work. In the last two years there has been a significant increase in female representation on Executive Teams, from 13% in 2013 to 33% in 2015. This is testament to the efforts of those part of the Women’s Innovation Network.

Shortlisted for: ● Employing Ex-Offenders Award: Khulisa actively seek out, encourage and support people with offending histories to apply to work with them. To do this they:

● Reach out to and engage with partners in the sector who also help facilitate the employment of ex-offenders, including recruitment and placement agencies, employment and skills-development charities and statutory bodies such as Probations. ● Of their nine current employees, 4 (45%) have criminal records.

This is also replicated at board level, where 1 of 7 members (14%) has a criminal record.

● Promote actively that personal experience with the issues they are addressing is valued by the organisation. ● Support candidates to positively disclose personal histories.

Essex County Council Employing c.43,000 people, the Council provides a number of public services to residents of Essex ranging from health and social care to libraries and road maintenance.

Shortlisted for: ● Inclusive Communications Award: Inclusive Communications Essex Resource Service, delivered from Essex Libraries, is a communication service aimed at supporting those who cannot rely solely on speech to understand and be understood. The service provides: ● A communication equipment loan service.

Dawn Milman-Hurst, CEO at Equal Approach (Left) and Jean Cabena, People Director at Remploy (Right)

Remploy

● Consultancy, support and advice.

Remploy employs 800 people and operate a number of contracts to support disabled people across 60 locations.

● Direct translations and support.

Shortlisted for: ● Representative Award: Remploy’s aim is to be an exemplar employer of all people and a flagship disability employer. Their target is to have a disability profile of 35% of the workforce and work with Equal Approach to achieve this aim. Currently 29% of their employees have a disability or health condition, with 1 in 5 managers having disabilities, many of whom are staff that have progressed at Remploy.

● A Sensory Wall.

● Communication focused events. ● Support and teaching Speech Language Therapists and Social Work students.

Initially funded exclusively for those with learning disabilities, the service now supports others with communications needs e.g. stroke/acquired brain injury/dementia etc.

Marshall E-Learning

PageGroup

Marshall E-Learning is a provider of e-learning, specialising in Diversity and Unconscious Bias. They provide the tools to be able to launch a portfolio of training courses across all staff within an organisation.

PageGroup established 40 years ago in the UK, employs 5,835 people who operate from 153 offices in 35 countries. They provide of permanent, contract and temporary recruitment for clerical professionals, qualified professionals and executives.

Shortlisted for: ● Excellence in Training Award: Marshall has unveiled their ground breaking ‘Unconscious Bias’ training course, developed with the University of Oxford and enei. The course incorporates innovative, engaging techniques to enhance learner engagement and understanding. Easy-to-implement right off the shelf, or a fully customisable experience, organisations such as the NHS, Lloyds and Osborne Clarke have all implemented the Unconscious Bias course to encourage their developing workplace towards harmony and increased efficiency.

Jignesh Vaidya & Laura Turner, Disability network leads & Alisdair Forsythe, MA Head of workplace development

Lawrence Fitzgerald

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Khulisa Staff Team - February 2016

Shortlisted for: ● Employee Engagement Award: In 2014, YourPage, a global employer value proposition, was launched via the PageLife global newsletter.

Having a strong and meaningful EVP has helped the organisation retain top performers and attract the best new talent. Since 2012, in the UK, employee attrition levels have reduced by 4% and they have increased female manager population from 43% to 50% and female directors from 31 to 50. They have also won six industry awards for their employer value proposition.

Shammi Jalota

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Shortlisted Entries

Shortlisted Entries

EDF Energy

Ministry of Justice

Amec Foster Wheeler

EDF Energy employs c.14,000 people. It is one of the UK’s largest energy companies and the largest producer of low-carbon electricity, producing around one-fifth of the nation’s electricity from its nuclear power stations, wind farms, coal and gas power stations and combined heat and power plants.

The Ministry of Justice employ c.70,000 people who aim to protect the public and reduce reoffending and provide a more effective, transparent and responsive criminal justice system for victims and the public.

Amec Foster Wheeler designs, delivers and maintains strategic and complex assets for its customers across the global energy and related sectors. It employs c.40,000 people over 55 countries.

Shortlisted for: ● Flexible / Agile Working Award: The MOJ has invested in new technology and smarter workspaces to provide much more flexible working arrangements for HQ staff. All staff in scope have been provided with a laptop and can choose from a range of workspaces within the main office as well as work from any of 30 commuter hubs or at home. As a result of the programme the MOJ is well placed to realise at least £6.7m per annum savings on their estate costs.

Shortlisted for: ● Inclusive Recruitment Award: Amec Foster Wheeler’s recruitment teams proactively source ‘alternate’ or ‘atypical’ candidates with transferable skills for suitable opportunities. The business markets itself as a diverse employer and publishes blogs on its website which include diversity and inclusion activities. For example the Amec Foster Wheeler Women in Engineering video by Tamara Holmgren received 3,011 views on YouTube and three of the most popular diversity and inclusion related blogs on Amec Foster Wheeler’s website have been viewed 471,581 and 1,502 times respectively.

Shortlisted for: ● Community Impact Award: Steps into Work is an ongoing nine month internship programme co-created by National Star College and EDF Energy. It is designed for adults, with a range of disabilities, whose goal is to enter long term employment upon completion of the programme. The working experience enables the students to build confidence, vocational and social skills.

Successes to date: ● Number of graduates gaining employment – 10 out of 12. ● Employment outcome for graduates as a percentage = 83.33%. ● Nearest comparable average employment rate for a supported internship = 51.5%.

(From left to right): Paul Cox, Sachia Thompson, Adrian WoodGismera, Ian Pearce.

Paul J Watson Solicitor

Current Students and Tutors of the Steps into Work internship programme

A small long established law firm with 11 people, who are the only sole practitioner remaining in the local area. Specialising in both criminal defence and family law, their work is predominately undertaken on a legally aided basis and they have strong links in the local community.

Shortlisted for: ● Advancing Social Mobility Award: Through community links with a local Church which is attended predominately by Black Africans living in Teesside, the firm was contacted by a 40 year old mother who was an economic migrant from Namibia. Angela had a keen interest in law, but few local links and was unable to secure even work experience.

They offered a placement to Angela and saw her blossom from a very shy individual lacking in confidence, to a woman who gained new employment and began a Master’s degree. Her work experience allowed the firm to provide her with excellent references to secure her University place. This has led to work experience for other local BME individuals with an interest in law.

Northumbria Healthcare NHS Foundation Trust

Sodexo UK and Ireland

The Corporation oversees and supports the Lloyd’s market, ensuring it operates efficiently and retains its reputation as the market of choice for specialist insurance and reinsurance risk. The Corporation has c. 1,000 employees worldwide.

Sodexo UK & Ireland employ c.34,000 people at c.1,800 sites. As a global company they are active in 80 countries and the 18th largest employer in the world.

Shortlisted for: ● Inclusive Procurement Award: Focusing on the issue of inclusive talent procurement, Lloyd’s had identified the challenge resulting from arm’s length procurement partners not having the capability to deliver a truly diverse talent pool. Their strategy supported talent providers with the tools, sources of expertise and access to knowledge that would allow them to be more diverse suppliers. Another key innovation for Lloyd’s to improve candidate experience throughout the recruitment cycle was the introduction of Clear Talents in Recruitment, a solution designed to encourage candidates to discuss the need for reasonable adjustments to be made in the recruitment process.

The Trust employs c.10,500 staff delivering care to over half a million people across Northumberland and North Tyneside in the hospitals, in the community and people’s homes.

Shortlisted for: ● Inclusive Recruitment Award: The Trust has made great efforts to remove barriers for applicants with a disability, from the recruitment phase and the use of ‘blue tick accreditation’ - if an applicant meets the essential criteria of the role they are guaranteed an interview and support is put in place from day one. Once in post, there is an inclusive approach to developing and supporting staff, ranging from the Developing Access to Work with Northumbria training scheme, to the Northumbria Healthcare Trust Achievement Certificate, which has supported 100% of its learners into substantive posts with the Trust.

Lloyd’s of London

Shortlisted for: ● Equality and Inclusion Champion of the Year 2016 Tony Leech, CEO of the Global Justice Segment Tony chaired Sodexo’s D&I Council from 2012-2015, and was executive sponsor of their Sexual Orientation and Gender Identity Workstream 2014-2016 for the UK and Ireland Region. Notable successes during his tenure include: ● 12% increase in engagement scores to the question “I feel Sodexo values diversity”; from 66% in 2012 to 78% in 2014. ● 5% increase in the engagement rate for the under-30 age group. ● Over 80 external D&I press related articles between 2014-15. ● 6 organisational D&I award wins 2014-15.

(From left to right): Jodine Purdy, Secretary, Hayleigh Barry, Secretary, Rebecca Jackson, Family Solicitor, Gemma Watson, Practice Manager, Paul Watson, Principal & Head of Criminal Dept., Pam Kandola, Head of Family Dept. Solicitor, Emma Richardson, Crime Paralegal, Kirsty Muxlow, Secretary and Jessica Young, Secretary (Not pictured): Christine Spencer, Bookkeeper, Katie Rae, Receptionist and Leanne Train, Secretary

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Shortlisted Entries

Shortlisted Entries

Bank of England

Mayer Brown International LLP

Berwin Leighton Paisner LLP

The Bank of England (BoE) is the central bank of the United Kingdom which employs c.4,000 people. Founded in 1694, the Bank’s mission is to promote the good of the people of the UK by maintaining monetary and financial stability.

Employing 490 people in the UK, Mayer Brown is a global legal services provider advising clients across the Americas, Asia and Europe. Their geographic strength means that they can offer local market knowledge combined with global reach.

Employing c.1,400 people BLP is an international law firm based in London, UK, specialising in commercial & civil legal services including corporate tax, property & litigation.

Shortlisted for: ● Employee Network Group of the Year 2016 - The BEEM network has been central to the Bank achieving its intention to attract and retain BAME colleagues as well as provide initiatives for BAME colleagues to develop and access opportunities to broaden their skills set. One of the most innovative and influential initiatives proposed and taken forward by a team within the BEEM network was the development of a reciprocal mentoring scheme called ‘Building Bridges’. It has been imperative in aiding senior management to learn more about the experiences of, and challenges faced by, ethnic minority colleagues.

Shortlisted for: ● Advancing Social Mobility Award: Part of the overall Diversity Strategy looks to create a Mayer Brown of the future which not only more accurately reflects the diverse social and economic backgrounds of their clients, but which gives opportunity to those from socially disadvantaged backgrounds in the local and wider community both to experience the environment of a large international law firm and to encourage them to believe that they can contribute to it. ● Community Impact Award: Mayer Brown has developed an extensive employability skills community programme which is aimed at breaking down barriers, and extending understanding. The programme is based on their belief in seeking talent for their business from a wide pool and regardless of background. Their employability skills programme works with Students, Refugees and Adults with learning disabilities.

Shortlisted for: ● Advancing Social Mobility Award: BLP are part of the Legal Social Mobility Partnership; 15 organisations collaborating to help motivated students aged 16-18 to understand the world of City law firms and their clients. The programme includes sessions on networking, resilience and self-awareness. Uniquely amongst its competitors, BLP offered this to students from all over the country rather than partnering with specific schools. Additionally, to further tackle geographical social mobility, BLP run an apprenticeship programme in their Manchester offices to help local students who dream of becoming lawyers but who don’t consider the ‘traditional’ university route an option for them.

This has enabled the business to attract the best talent and open up opportunities to those struggling to obtain employment or unable to determine their career path.

Berwin Leighton Paisner – Diversity & Inclusion Team Claire England, Inclusivity Manager Lucy Hutchinson, Inclusivity Advisor and Jo Tester, Inclusivity Assistant

Leon Cameron, Hany Choueiri, Jumana Saleheen, Charlotte Pope-Williams, Afua Akuffo, Aakash Mankodi

Torbay and South Devon NHS Foundation Trust The Trust employs c.6,000 people who provide healthcare, both acute & social care, across Torbay and South Devon.

(From left to right): Kate Hollis, Senior HR & Diversity Manager, Jo Sampson, HR administrator, Michelle Stern, Senior Legal Training Officer, Katie Ace, now left, Annette Sheridan, Global Chief Human Resources Officer, Iona Sinclair, Head of L&D, Heidi Newbigging, CSR Manager

Shortlisted for: ● Community Impact Award: Launched 2014, the Trust’s Employability Hub strives for a more employable, highly skilled workforce with positive destinations for ‘marginalised’ or ‘ traditionally less well heard’ groups and young people.

They are mindful that their success has a direct impact on the inequalities of health of the local population. Since the inception of the Employability Hub their success has grown each year.

Whilst the number of placements offered decreased in its second year, the conversion rate into employment significantly increased. This has led to nearly 50% of their placed clients obtaining paid employment.

The Home Office - Office of Security and Counter Terrorism The Home Office employs c.29,000 people who lead on immigration and passports, drugs policy, crime policies, counter-terrorism and police.

Shortlisted for: ● Employee Engagement Award: The Diversity Action Group (DAG) in the Office of Security and Counter Terrorism (OSCT) has made a positive impact on changing how Diversity and Inclusion is perceived.

Through innovation, effective planning and implementation of initiatives, such as mental health, inclusion and recruitment, it has enabled colleagues both within its immediate business area and the wider Home Office to embrace this cultural evolution. The DAG is in the forefront of delivering change in a way which is understood and owned by the business areas it works with.

(From left to right): Phillippa Lovell, Work Experience Coordinator, Helen Limmer, Business Manager, Emma McCluskey, Employability Lead, Chloe Roberts, Employability Apprentice, Ros Banfield, Employability Officer

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Shortlisted Entries

Shortlisted Entries

Leicestershire Partnership NHS Trust

Department for Transport

The Civil Service

The Trust provides integrated mental health, learning disability and community health services. It serves a population of one million people across Leicester, Leicestershire and Rutland, has a budget of c.£250 million and employs over 5,500 staff.

The Department works with agencies and partners to support the transport network that helps the UK’s businesses and gets people and goods travelling around the country.

The Civil Service helps government develop and deliver its policies as effectively and efficiently as possible. They cover areas touching on everyone’s day-to-day lives, such as education, health and policing.

Shortlisted for: ● Equality and Inclusion Champion of the Year 2016 Philip Rutnam, Permanent Secretary (Chief Executive)

Shortlisted for: ● Tapping into Talent Award: The Positive Action Pathway ‘Levelling the Playing Field’ Programme is a yearlong development programme which specifically targets minority ethnic, women, disabled and LGB&T employees in administrative to senior management grades across the Civil Service. The programme, launched in 2013, is being rolled out incrementally through all grades from administrative assistants

Shortlisted for: ● Intergenerational Working Award: The partnership has improved and strengthened the health system in response to hate crime. They have established a multi-agency which: ● Works and engages with local communities affected by hate crime. ● Maps out current health approaches and look at best practice elsewhere. ● Produces guidance for staff and services on supporting the victims of hate crime. ● Developed an e-learning module to improve NHS staff awareness of how to address hate crime, linked to mandatory training. ● Has considered the importance of a hate crime care pathway e.g. identifying support routes, psychological support, sign posting & identifying reporting mechanisms.

As a result of Philip’s leadership at DfT … ● There has been an increase in the number of employees from under-represented groups participating in a cross-Civil Service development programme; there was a record 18 departmental participants in the last cohort (a 40% improvement percentage on the previous cohort).

up to the Senior Civil Service. To date, 43 government departments and agencies have participated in the programme and 24% of participants received promotion to the next grade within three months of completing the programme.

● The number of BAME Senior Civil Servants (the top management cadre) in his department has increased from 1 to 5. ● The proportion of female senior civil servants has increased from 29% to 35%. ● In the last year he has appointed two females to his Executive Board which has brought about gender balance in his top team.

Employee Network Group of the Year 2016 - The Age and Carers network has worked in partnership with Jonathan Moor, the diversity champion for age, to encourage and support a range of initiatives to support employees in certain age groups. Examples of initiatives and collaborative working include organising a cross government seminar on ergonomics and the ageing workforce and introducing and promoting a Carers Passport. In addition, on behalf of young people the network has supported individuals through buddying and job shadowing schemes, hosting a series of workshops.

Employee Network Group of the Year 2016 - The Positive Support Group (PSG) is DfT’s BAME Staff Network. PSG represents the interests of BAME staff within DfT. They work with senior management at board level to build a Department where equity and equality of opportunities exists for all.

A major achievement has been delivered by supporting members in their development either through the series of development masterclasses or assisting members with job application. Almost 75% of all members who have used support in their job applications have been successful.

(From left to right): Ellie Binks, Gender Lead, Emma Dunnett, Recruitment Lead, Amy Jones, Disability Lead, Ray Dempsey Learning Lead, Imran Khan, Social Mobility Lead, Deborah Brooks (one half of the Deborah Brooks/Susie Owen Job Share – Deputy Director), Janet Hill, Deputy Director, Paul Carwell, LGB&TI Lead.

Hate Crime Event

St Andrew’s Healthcare St Andrew’s Healthcare employs c.4,000 people who provide mental healthcare for some of the most vulnerable people in the UK, from adolescents through to end of life care.

(From left to right): Andy Kirby, Carers, Geoff Boyd, 50+, Elliott Rae, Employees with Young Families, Mike Fawcett, Chair of Chairs, Hayleigh Lester, Young People

(Not in the photo): Suzanne Semedo, Geraldine Brown, Chris Hack, Keith Knight, Susie Owen, Hiten Jethwa, Steve Lucas

Department for Work and Pensions The Department for Work and Pensions (DWP) is the largest UK Government Department, employing c.84,500 people across 950 locations.

Shortlisted for: ● Wellbeing at Work Award: DWP has worked to promote health and wellbeing, by looking after colleagues’ mental health, and creating a supportive, safe, healthy working environment through:

Shortlisted for: ● Community Impact Award: St Andrew’s is a Two Ticks employer and has the Mindful Employer Charter Mark. The staff network group, ABLE, encourages staff to be disability aware, to think about access and report areas for improvement as they move around the grounds. St Andrew’s is a teaching hospital, providing student placements and involving patients in training medical students training to be psychiatrists. The charity has also raised thousands to support local and national charities and all staff are given a day a year to volunteer in any organisation.

● Uniting the two arms of their wellbeing portfolio to deliver more holistic support. ● Healthy High Performance – a focused, innovative programme that gets to the heart of issues impacting on business performance. ● Clinical coaching by an Occupational Health Chief Medical Officer (CMO). ● New learning products – face-to-face and e-learning have been developed to help increase understanding of the issues faced by employees living with mental ill-health.

Philip Rutnam, Permanent Secretary (Chief Executive)

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Shortlisted Entries

Shortlisted Entries

Mitie Group Plc

Arden and Gem CSU

Fujitsu

Mitie Group Plc employs c.69,550 people who provide Facilities Services to clients, including Cleaning, Security, Landscaping, Energy and Environmental services.

The CSU employs c.1,130 people who provide expertise and support to Clinical Commissioning Groups and other customers with a range of functions including HR, Procurement and Equality and Inclusion in the Greater East Midlands area.

Fujitsu is an IT company employing c.14,000 people. They offer a range of products, services and solutions. From looking after applications and protecting data, to managing supercomputers around the world, they help businesses everywhere to become more innovative and efficient.

Shortlisted for: ● Inclusive Procurement Award: As a business the CSU is committed to maintaining and increasing the rigour of the procurement process around Equality, Inclusion and Human Rights (EIHR) both internally and through their support to customers. The CSU’s Equality and Procurement teams have worked closely together to ensure the robustness of the procurement process. This is key to ensuring that commissioned services deliver and it has been instrumental in improving service specifications. This has delivered improved outcomes for all patients regardless of background.

Shortlisted for: ● Employee Engagement Award: To support the engagement of employees, Fujitsu created four Network groups with specific aims.

These are: ● Gender Network which aims to increase the number of Fujitsu females from 23% to 30% by 2020.

Shortlisted for: ● Employing Ex-Offenders Award Mock interviews: Mitie collaborates with Working Chance, Mosaic and prison governors to conduct mock interview events for offenders approaching release, to help them practice how best to disclose their offence, with positive results.

Business Challenge Day events: Mitie arranges local business engagement days, inviting senior recruitment staff from Mitie, their clients and local businesses, to meet inmates during a ‘business challenge day’.

Work experience programme: Mitie’s Ready2Work programmes generally result in three out of four candidates being offered employment, either by the Mitie business or by their clients.

● Shine LGBT+ Network which aims to create a fully inclusive network providing advice, guidance and support on LGBT+ topics. ● Cultural Diversity Network which aims to celebrate and bring about inclusion and equality for BAME individuals. ● SEED (Support & Engage Employees with Disabilities) Network which aims to promote disability confidence.

● Team of the Year 2016: In the last twelve months, Mitie volunteers have engaged with c.17,000 young people by taking part in careers events, “world of work” business challenge days and CV/mock interview events at schools, colleges, academies, pupil referral units and HMP prisons. Since 2002, Mitie has set up and supported Construction Skills Centres in Airdrie, Sunderland, Wigan, Birmingham, Ipswich, Bristol and Hackney, which have provided students with relevant experience for future jobs and apprenticeships.

Equality and Inclusion Champion of the Year 2016: Val Risk, Executive Sales and Business Development Val developed a compelling business case about the benefits of increasing diversity and inclusion including attracting the best talent, engaging employees, reflecting the demographics of Fujitsu customers and driving innovation through: ● Recruitment - Working with recruitment partners to attract all types of talent from diverse communities.

Newcastle upon Tyne Hospitals NHS Foundation Trust Recognised as a Centre of Healthcare Excellence, the Trust serves a population of over three million people with a workforce of c.13,000 employees.

Shortlisted for: ● Inclusive Culture Award: The Trust has been a host for Project Choice since 2010, this is delivered in partnership with Gateshead College. The project creates a pathway to employment for young people with learning disabilities, difficulties or autism that is supported and tailored to individuals’ learning outcomes. The project allows the students to demonstrate skills outside of the academic environment. To date 77% of the Trust’s Project Choice participants have transitioned into paid employment or paid apprenticeships. ● Equality and Inclusion Champion of the Year 2016: Lorna Harasymiuk, Project Lead (Project Choice)

Lorna Harasymiuk successfully implemented a 3 stage pathway to employment for young people with learning disabilities that is tailored to an individual’s learning outcome, allowing students to demonstrate their skills outside of the academic environment.

● Retention - Promoting agile working and ensuring strong support for parental leave. ● Representation - Promoting role models and supporting career progression and professional development to enable everyone to succeed within Fujitsu. ● Realisation - Removing unconscious bias and allowing everyone to be completely themselves. ● Reputation - Ensuring Fujitsu takes a leading role on encouraging women and girls to develop careers in STEM.

Alexia Tsalkitzoglou

Charlie Stephenson, Project Choice Placement Support officer and Lorna Harasymiuk, Project Choice Coordinator

Paddy Stanley Dan J Whalley, Equality and Human Rights Specialist, Arden & Greater East Midlands Commissioning Support Unit

David Fagg, Equality and Human Rights Project Manager, Arden & Greater East Midlands Commissioning Support Unit

Lorna Harasymiuk

IBM IBM employs c.430,000 people operating in 170 countries delivering innovative solutions to a diverse client base. IBM manufactures computer hardware and software and offers infrastructure, hosting and consulting services.

Diversity & Inclusion Group

Stephen Barthorpe

Diversity & Inclusion Celebrate

Nina Tomlinson

Shortlisted for: ● Global Diversity Award: IBM’s global Business Resource Groups have grown from 8 constituencies and 550 members to a worldwide community of 45,000 members in 254 BRGs’ in 45 countries. Their global Women’s Technical Development Programme has had a sixteen fold increase between 2010-15 increasing from 31 participants to 500.

Flexible working is also now available for all IBM employees worldwide, and Same Sex Partner Benefits are offered in all countries where same sex partnerships are legally recognised.

Val Risk, Executive Sales and Business Development

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Shortlisted Entries

A word from our Event Sponsors

HM Revenue & Customs (HMRC) HMRC employing c.66,000 people, are the UK’s tax administration who make sure that the money is available to fund the UK’s public services, and help families and individuals with targeted financial support.

Shortlisted for: ● Wellbeing at Work Award: Schemes such as “The 12 Days of Christmas” have involved staff being provided with healthy alternatives and recipes to help them to reduce their intake of unhealthy options around the festive period. Alcohol and Drug awareness programmes have been run by the organisation to provide staff with more information on the dangers of excess drinking. Staff have also been encouraged to get more exercise through posters telling them how many Munros they would climb in a year if they took the stairs instead of the lifts. ● Inclusive Culture Award: HRMC have developed an innovative operating model based on Diversity Partnering which allocates one of their seven Diversity and Inclusion subject experts to partner a business line. Knowledge and ownership of the inclusion agenda has increased exponentially across the organisation through targeted programmes. The Embrace Programme has encouraged the career development of BAME staff, the Raising Disability Awareness Campaign has promoted disability issues through the delivery of Masterclasses and the Advancing Women Initiative has sought to increase female representation in the organisation’s Senior Tax Professional Graduate Scheme.

● Team of the Year 2016 - DMB Tax Credits Liverpool DTO: Two members of staff in the Tax Credits Debt Technical Office (DTO), Paul and Phil, are visually impaired, In addition, Paul has a hearing impairment. Their team has always made efforts to go beyond making reasonable adjustments to ensure they have interesting and challenging work. They maximised the opportunities presented by new technology to enable both Paul and Phil to take on the same work as those without such impairments. They also worked collaboratively to rewrite and test new work instructions, and overcome technical problems. ● Team of the Year 2016 - Inclusion Team: The following initiatives made by the Inclusion team implemented made it possible for HMRC’s inclusion programme to flourish: ● Onboarding of Senior Leaders: The team designed a training intervention that would deliver the necessary commitment from very senior people in the organisation. ● Data Compass Tool: The team, in conjunction with the knowledge division, developed a diversity data analysis tool to allow their business leads to directly interrogate diversity data in real time. ● Team Communications Strategy: The team provides a suite of inclusion information and tools to every member of the organisation. ● D&I Best Practice Group: This group allows nominated representatives in the business lines to interact with the core HR inclusion team on a regular basis. ● Excellence in Training Award: Measures taken by HMRC to ensure all employees feel valued include: ● Reasonable adjustment passports. ● A dedicated disability network spanning the whole of the organisation. ● A disability champion – a senior executive at the top of the organisation. ● Flexible working patterns.

The Law Society is once again proud to be sponsoring the Employers Network for Equality and Inclusion’s Awards Reception.

We are delighted to be supporting an event that recognises and showcases achievements of organisations that are taking a lead in promoting equality, tackling discrimination and building inclusive workplaces. www.lawsociety.org.uk

● A diversity toolkit which contains a focus on non-visible disability. ● Disability guidance pages hosted on the intranet that contain a wealth of material, including links to useful external support organisations. ● Mandatory unconscious bias training for all managers (significant areas of the business have extended this to all staff).

Vicky Bawa, Head of Diversity & Inclusion, HM Revenue & Customs

Pitney Bowes Santander is delighted to be sponsoringthe enei Awards 2016.

The scope of these awards demonstrates the reach of equality and inclusion within the workplace and the great work being done.

It’s also a great way to share best practice and support the work enei does to raise awareness and educate.

Pitney Bowes is a provider of global eCommerce solutions, shipping and mailing products, location intelligence, customer engagement and customer information management solutions.

Shortlisted for: ● Wellbeing at Work Award: Pitney Bowes have a wellbeing program which includes: ● Several online global programs such as a series of online Resilience sessions, including 10 minute Meditation sessions. ● Monthly health awareness themes communicated to employees via screens in the main offices and via email, including the PB newsletter.

www.santander.co.uk

● A series of Wellbeing events held at PB sites across the UK and Ireland. ● A series of lunch and learn sessions held such as Mindfulness and workshops on Building Resilience. ● The introduction of Wellbeing Champions.

Pitney Bowes UK and Ireland Wellbeing Champions

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enei would like to thank our Sponsors and Supporters Award Categories ●

Small Employer of the Year 2016 (less than 1,000 employees)

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Overall Winner 2016 – Private Sector

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Overall Winner 2016 – Public Sector

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Global Diversity Award

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Inclusive Culture Award

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Inclusive Communications Award

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Employee Engagement Award

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Inclusive Recruitment Award

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Employing Ex-Offenders Award

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Excellence in Training Award

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Flexible/Agile Working Award

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Working Families Award

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Tapping into Talent Award

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Intergenerational Workforce Award

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Advancing Social Mobility in the Workplace Award

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Wellbeing at Work Award

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Inclusive Procurement Award

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Representative Workforce Award

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Team of the Year 2016

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Equality & Inclusion Champion of the Year 2016

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Employee Network Group of the Year 2016

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Community Impact Award

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Top Employer for e-quality (enei’s D&I Benchmarking Tool)

Event Sponsor

Brochure Sponsor

Public Sector 2016 Award Supporter

Private Sector 2016 Award Supporter

Small Employer of the Year Sponsor

Judges The Judging Panel ● Mario Ambrosi, Head of Communications and Public Affairs, Anchor ● Ben Black, Director, My Family Care ● Paul Deemer, Head of Equality, Diversity and Human Rights, NHS Employers ● Janet Hill, Programme Director, Civil Service ● Megan Horsburgh, Head of Diversity and Inclusion, Sodexo ● Kathryn Hull, Corporate Responsibility Manager, Holman Fenwick William LLP ● Sue Johnstone, Editor, Equal Opportunities Review ● Rob Moss, Editor, Personnel Today ● Farrah Qureshi, CEO, Global Diversity Practice ● Dianah Worman Judges followed a rigorous process and were asked to look specifically for entries that showed: ● Clear response to specific challenge ● Definitive and measurable outcomes ● Evidence of significant impact ● An innovative approach ● A commitment to good practice above and beyond legal compliance

Individual Award Sponsors and Supporters

● Initiatives or policies that inspire other employers

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At Lloyd’s, we understand that our people are our strength.

To keep our edge in a rapidly evolving insurance market, we need the very best talent. Lloyd’s and the Lloyd’s Market Association have jointly created Inclusion@Lloyd’s, to promote diversity and inclusion in the Lloyd’s market.

We are grateful to ENEI for its guidance on diversity and inclusion best practice. www.lloyds.com/inclusion Follow us on Twitter: @LloydsInclusion

8740_Inclusion ENEI flyer AW.indd 1

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INCLUSION

@lloyd’s

23/06/2015 1

Clear Talents An online platform to help organisations identify and manage reasonable adjustments Employers Network for Equality & Inclusion 32-36 Loman Street, London, SE1 0EH Telephone: 020 7922 7790 Fax: 020 7922 7959 info@enei.org.uk www.enei.org.uk

Clear Audit Drills down to identify risks, barriers & opportunities in talent management policy, process and practice Clear Assured An online assessment and development framework to increase disability confidence Clear Kit An online toolkit, full of tips, checklists and expert guidance to help you become disability confident

Find out more www.theclearcompany.co.uk

About enei The Employers Network for Equality & Inclusion is the UK’s leading employer network covering all aspects of equality and inclusion in the workplace.

Our Vision is for organisations and people to prosper by valuing difference in the workplace.

Employers join us to create competitive advantage through the design of better, more diverse products and services. They increase productivity, generate more profit and reduce costs. People perform better when they can be themselves at work.

Working together with Members we make change happen. Our Strategic Themes are pan Diversity and include: Access to Opportunities, Agile Working, Inclusive Leadership, Managing Diversity & Inclusion in a Global Marketplace, Unconscious Bias and Workforce Representation.

In addition to supporting employers, our role is to influence Government, business and trade unions, campaigning for real practical change. We provide: ● Personal Advice and Support ● Member Helpline ● Best Practice Advice and Employer Guides ● Research and Campaigning ● Training and Consultancy ● Networking and Events ● Benchmarking ● External Profile for enei Members Incorporating: