DIVERSITY CHAMPIONS SCOTLAND 19 th May 2008 How does Lesbian, Gay and Bisexual equality fit within...

DIVERSITY CHAMPIONS SCOTLAND

19th May 2008

How does Lesbian, Gay and Bisexual equality fit within Corporate Social Responsibility?

Schedule4.30 Registration and refreshments5.00 Welcome from Standard Life, Anne Gunther, Chief

Executive of Standard Life Bank5.05 Welcome and thanks, Calum Irving, Director, Stonewall Scotland5.10 Introduction: Michelle Fullerton, Manager Workplace

Programmes, Stonewall5.20 Perspective: Ty Jones, Head of Corporate Responsibility,

Bank of Scotland Corporate5.40 Perspective: Babs Greenwood, Development Officer, Marie

Smith, HR Advisor, Aberdeen City Council6.00 Workplace Equality Index: Nicola Swan, Scottish

Workplace Officer, Stonewall Scotland6.15 Panel discussion6.45 Wine reception


CSR & Equality – How do they relate?

Michelle Fullerton

Manager, Workplace Programmes

What is CSR?

Positively taking account of your organisations impact on the:

• Economy

• Society

• Environment

Why’s CSR relevant to LGB Equality and Inclusion?

• Many of the Drivers are similar

• LGB people fit within each of the three major areas of CSR

• Ability of staff to deliver on these areas

• Customers/ Service Users

Where do you place responsibility for LGB Equality?

• HR?

• Community Engagement?

• Policy?

• Stand alone E & D officer/ Team?

• CEO/ Equivalents Office?

Good Practice Examples

• Bank of Scotland Corporate

• Hampshire constabulary

• Nacro

• Lothian & Borders Police

Getting it Right

• The highest performing organisations in the WEI have a diversity team/person who reports directly to CEO

• They have carefully considered where Equality, diversity and inclusion should sit within their organisation for maximum impact.

• They have an organisational wide strategy, reviewed at board level.

• Diversity Leaders understand the connection between E & D Internally and externally

• They understand how and when CSR and equality and diversity should be linked in their organisation.


people perform better when they can be themselves

Bank of Scotland Bank of Scotland CorporateCorporate

Corporate ResponsibilityCorporate Responsibility

QuestionsQuestions

How important is corporate responsibility (CR) to you…

• How important is CR to you personally, as an individual?

• How important is CR to you achieving your day to day job objectives?

• How important is CR to you in helping your business differentiate from your peers?

The Bigger PictureThe Bigger Picture

HBOS is ranked as one of the world's leading companies on Corporate Responsibility:

Stonewall Champion (HBOS and Bank of Scotland Corporate)

Diversity Indices – HBOS acknowledged as a top performer

Carbon Disclosure Project Climate Leadership Index (highest ranked UK bank)

Global 100 Most Sustainable Corporations in the World (one of only 2 UK banks)

Business in the Community Corporate Responsibility Index (rated Platinum)

Dow Jones Sustainability Index member

FTSE4Good Index member

Corporate ResponsibilityCorporate Responsibility

A permanent fixture in our corporate landscape

A central business value – not a “nice to have”

Part of business strategy, not a marketing “ploy”

A platform for delivering outstanding business results

The way we do business

Led by stakeholder expectations

An Easy Journey?An Easy Journey?

http://www.lostweekend.tv/astronaut.jpg

Changing the rules of the gameChanging the rules of the game

Key Enablers Key Enablers

Leadership

Values

Culture

Dialogue

The Way We Do BusinessThe Way We Do Business

Our Core ValuesOur Core Values

Telling the truth, not lying, not misleading

Keeping our promises and commitments

Taking care not to hurt people

Respecting people, respecting their rights

Treating people fairly and with dignity

Being open and accountable, not hiding things

Looking at things differently

How would you rate us?How would you rate us?

How good is Bank of Scotland Corporate at living up to these values?

1. We are always honest, careful and fair. We never break our promises

2. Failing to live up to our values is an extremely rare exception, but it does happen

3. Each year we can produce quite a few examples where we did not fully live up to our values

4. We fail to live up to our values more often than not

Changing AttitudesAttitudes

An Inclusive CultureAn Inclusive Culture

Senior Leaders

Line managers

Values

Recruitment

Development and Progression

Communications

Bullying & Harassment

Dialogue

Fitting In

Respect begins with mutual Respect begins with mutual understanding, knowing how understanding, knowing how

others want to be treatedothers want to be treated

Colleague Advocacy

Diversity & Inclusion Survey 2007Diversity & Inclusion Survey 2007

7573

63

53

62

34

45

54 53

78

75

65

72

66

61

65 65

54

53

79

53

56

30

40

50

60

70

80

90

ImmediateManagers

OrgBelonging

Fitting In Recruitment Values Dialogue Promotion Bullying SeniorManagers

Morale Distress

G&L 2005 G&L 2007

% m

ean

score

LGBT Perception Gap 2007LGBT Perception Gap 2007

78

75

65

72

66

61

65 65

67

74

69

63

70 69

57 58

79

53

56

77

8183

30

40

50

60

70

80

90

ImmediateManagers

OrgBelonging

Fitting In Recruitment Values Dialogue Promotion Bullying SeniorManagers

Morale Distress

G&L 2007 BOS Corporate total 2007

% m

ean

score

Visible LeadershipVisible Leadership

Changing BehavioursChanging Behaviours

Aberdeen City Council 2006

Taking a strategic approach to equalities: Aberdeen City Council

Marie Smith, Principal HR AdviserBabs Greenwood, Development Officer


Taking a strategic approach to equalities

• How equality is embedded into Aberdeen City Council

• How the Council demonstrates leadership on equality

• Some positive outcomes• Looking forward


Some background - the city of Aberdeen

• Population of about 200,000• Low unemployment• Contrasts between wealth and poverty• Gender pay gap• Tight labour market


Aberdeen City Council’s structures

• Focus on integrated service delivery• 3 Neighbourhood Services Areas -

North, South and Central• 3 support directorates -

Strategic Leadership, Continuous Improvement, Resources Management

• Corporate Management Team


How equality is embedded in the council

• In its core principles• Strategies and plans• Through community engagement• Equality and Human Rights Impact

Assessments



• Council’s core principles of social inclusion, sustainability and strengthening local democracy

• Community Plan for the city• Corporate Plan and 6 service Plans

• Community of Interest plans (eg LGBT) and Neighbourhood Plans



Community• Community of interest forums• Civic Forum• National standards for community

engagement• Expertise of local and national LGBT • Equality of opportunity grants• Support for annual Pride



Equality and Human Rights Impact Assessments

• Includes 6 equality strands and Human Rights perspective

• Programme rolled out through the Council• Summary of assessment in committee

reports• Tool for continuous improvement


Leadership on equality

• Equalities Action Network • Equality responsibilities built in to job of

senior officers• Managers to undertake training on equality• Role of Community Planning and

Regeneration Service• Role of Human Resources • Workforce monitoring on sexual orientation


Some positive outcomes

• WEI as benchmark for improvement• Aberdeen seen by LGBT as an attractive

place to live and work• LGBT community informs workforce

developments• Benefits of community planning

partnership work• LGBT Youth Charter mark for Dialogue

Youth Information service


Looking forward

• Community planning - building equality into the city’s Single Outcome Agreement

• With partners promoting best practice through the Equalities Action Network

• Ensuring the voices of the communities of interest community is heard at neighbourhood level

• Progressing towards a single equality scheme


Looking forward - the Workplace

• Improvement on the Diversity Champions WEI

• Establishing a LGBT staff network• Using information from the next Employee

Opinion Survey


Any questions?

Thank you


WORKPLACE EQUALITY INDEX 2009

NICOLA SWAN

WORKPLACE EQUALITY INDEX

• Core element of the workplace programme• Framework for action • 241 organisations entered this year’s Index• 4th year Stonewall publishes the Index

PRIORITIES

• Digging deeper – more evidence• Putting policy into practice • Looks at the impact on employee experience• Need to create more ‘headroom’ • Top organisations at 96% and average score of

80% in the top 100• Maintaining the challenge• Certain practices have become standard• Build in the good practice we see from the best

employers

METHODOLOGY

• Complete online questionnaire from 2ND June.• Involving staff • Final deadline 5th September• Computer generated initial scores are then

checked by Workplace Team • Preliminary scores assessed against supporting

evidence to give score and rank

WEI 2009 EXAMPLES OF CHANGES

• Key changes in the questions• Why these are important• What we are looking for

Q1 – POLICY AND PRACTICE

• LGB inclusive policy barring discrimination is now standard

• Highest performing organisations are taking a strategic approach

• Work more likely to be long term• Gets the attention of the Board• Attracts resources• Expect specific benefits as a result

Q1 – WHAT WE ARE LOOKING FOR• Written equality and diversity strategy, fully

inclusive of LGB people• Connected to wider organisational strategies• Expected outcomes and deliverables• Reviewed regularly by the Board• To what extent is your work on LGB equality

core in the organisation?

Q7 – BULLYING AND HARASSMENT• Currently ask about Employment Tribunals as

a minus score• NEW: what are your internal processes for

handling bullying and harassment?• 1 in 5 gay and lesbian people have

experienced homophobic bullying in the workplace (2008).

• Personal and reputational costs when not handled well.

Q7 – WHAT WE ARE LOOKING FOR• Zero tolerance policy commitment which is

well communicated and understood• Robust processes in place for handling

complaints• Sensitivity to LGB issues within this• Monitoring and action on complaints• Case examples to illustrate the above

Q10 – STAFF ENGAGEMENT• Shift in question from engaging LGB staff to

engaging all staff in LGB issues• Good practice from the best employers• Importance of the awareness and engagement

of the total workforce• Safeguards against staff to staff bullying• Recognises the role of friends and family of

LGB people and of ‘straight allies’

Q10 – WHAT WE ARE LOOKING FOR• Mainstream within your communication

channels• Posters, leaflets, intranet, email• All staff diversity forums and events• Staff induction processes• Use of the Stonewall Diversity Champion logo• Networking the network groups

Q14 – STAFF TRAINING & DEVELOPMENT• NEW: how do you ensure your line managers

are skilled to manage diversity?• Critical role of line managers in employee

experience• Translate corporate policy into everyday

practice and culture• Mainstreams accountability for equality and

diversity at all levels

Q14 – WHAT WE ARE LOOKING FOR• Equality and diversity is integrated in to the

line manager’s role via:– Performance management processes– Selection processes– Diversity training specifically relevant to their role

as people managers– Support and advice available to line managers eg

role of network groups

Q16 – MONITORING

• NEW: What proportion of your staff declare their sexual orientation?

• What is the confidence level in the workforce?• NEW: How do you report the findings from the

monitoring exercise?• How is the information used to bring about

positive changes?

Q16 – WHAT WE ARE LOOKING FOR• Monitoring sexual orientation at all stages of

the employment cycle• Monitoring sexual orientation at all levels• High proportion of staff declaring sexual

orientation• Reporting outcome of monitoring exercises to

the board / senior management• Communicating findings with all staff

Q22 – COMMUNITY ENGAGEMENT• Using LGB media to recruit and advertise• Stating a commitment to LGB equality in

mainstream media• Sponsoring an LGB event• Supporting staff involvement in LGB event• Strategic work with LGB service users /

customers

Q22 – WHAT WE ARE LOOKING FOR• Engagement with wider LGB community in a

range of different ways• Be innovative

Q23 PINK PLATEAU

• Do you have out senior LGB role models at the top 3 tiers of your organisation?

• Barriers still exist to (a) reaching the top and (b) being out at the top

• Provides visible role models for others• Positive indicator of equality and diversity• LGB people have a place at the table

Q23 – WHAT WE ARE LOOKING FOR• Representation at senior levels in the

organisation• Out as in able to be open about their sexual

orientation in their role• Visible role models for others• Examples – support the network group,

speaks out on LGB issues, acts as a mentor

NEW EXPERIENTIAL EVIDENCE• 8 questions to ask your LGB staff• Employee experience key in assessing impact

and progress• Engages LGB staff in this process• Acts as an internal check of the WEI itself• Provides feedback to target further action• May identify differences between the gay

man, lesbian and bi-sexual experience

WHAT WE ARE LOOKING FOR• A reasonable response rate as an indicator of

engagement• Honest feedback!• Provides a consistency check between WEI

scores and employee experience• Provides data for action by the organisation

PUBLISHING THE WEI IN 2009• Top 100 employers likely to continue• Consider Top 50 public sector and top 50

private sector as well• More ‘high 5’ analysis across sectors• Maximise recognition across all Diversity

Champions members• Showcase innovation and best practice


3 months to improve


Deadline 5th September 2008

www.stonewall.org.uk/workplace

DIVERSITY CHAMPIONS SCOTLAND 19 th May 2008 How does Lesbian, Gay and Bisexual equality fit within...

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