Transcript Bomb & Fire Evacuation Procedures

DIVERSITY CHAMPIONS SCOTLAND
19th May 2008
How does Lesbian, Gay and Bisexual equality fit
within Corporate Social Responsibility?
Schedule
4.30
5.00
Registration and refreshments
Welcome from Standard Life, Anne Gunther, Chief
Executive of Standard Life Bank
5.05
Welcome and thanks, Calum Irving, Director, Stonewall
Scotland
5.10
Introduction: Michelle Fullerton, Manager Workplace
Programmes, Stonewall
5.20
Perspective: Ty Jones, Head of Corporate
Responsibility,
Bank of Scotland Corporate
5.40
Perspective: Babs Greenwood, Development Officer, Marie
Smith, HR Advisor, Aberdeen City Council
6.00
Workplace Equality Index: Nicola Swan, Scottish
Workplace Officer, Stonewall Scotland
6.15
Panel discussion
6.45
Wine reception
DIVERSITY CHAMPIONS SCOTLAND
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.
DIVERSITY CHAMPIONS SCOTLAND
people perform better when they can be themselves
Bank of Scotland
Corporate
Corporate Responsibility
Questions
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 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 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?
Changing the rules of the game
Key Enablers
 Leadership
 Values
 Culture
 Dialogue
The Way We Do Business
Our 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 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 Attitudes
An Inclusive Culture
 Senior Leaders
 Line managers
 Values
 Recruitment
 Development and Progression
 Communications
 Bullying & Harassment
 Dialogue
 Fitting In
Colleague Advocacy
Respect begins with mutual
understanding, knowing how
others want to be treated
Diversity & Inclusion Survey 2007
90
80
78
79
75
72
% mean score
70
75
73
66
65
65
65
61
63
60
56
62
54
54
53
50
53
53
53
Senior
Managers
Morale
Distress
45
40
34
30
Immediate
Managers
Org
Belonging
Fitting In
Recruitment
Values
Dialogue
G&L 2005
Promotion
G&L 2007
Bullying
LGBT Perception Gap 2007
90
81
83
77
80
78
74
79
75
% mean score
70
67
69
70
69
65
65
72
63
66
65
60
61
57
58
56
53
50
40
30
Immediate
Managers
Org
Belonging
Fitting In
Recruitment
G&L 2007
Values
Dialogue
Promotion
Bullying
BOS Corporate total 2007
Senior
Managers
Morale
Distress
Visible Leadership
Changing Behaviours
Taking a strategic approach to
equalities: Aberdeen City Council
Marie Smith, Principal HR Adviser
Babs Greenwood, Development Officer
Aberdeen City Council 2006
Taking a strategic approach to equalities
• How equality is embedded into Aberdeen
City Council
• How the Council demonstrates leadership
on equality
• Some positive outcomes
• Looking forward
Aberdeen City Council 2006
Some background - the city of Aberdeen
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Population of about 200,000
Low unemployment
Contrasts between wealth and poverty
Gender pay gap
Tight labour market
Aberdeen City Council 2006
Aberdeen City Council’s structures
• Focus on integrated service delivery
• 3 Neighbourhood Services Areas North, South and Central
• 3 support directorates Strategic Leadership, Continuous
Improvement, Resources Management
• Corporate Management Team
Aberdeen City Council 2006
How equality is embedded in the council
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In its core principles
Strategies and plans
Through community engagement
Equality and Human Rights Impact
Assessments
Aberdeen City Council 2006
How equality is embedded in the council
• Council’s core principles of social
inclusion, sustainability and strengthening
local democracy
• Community Plan for the city
• Corporate Plan and 6 service Plans
• Community of Interest plans (eg LGBT) and
Neighbourhood Plans
Aberdeen City Council 2006
How equality is embedded in the council
Community
• Community of interest forums
• Civic Forum
• National standards for community
engagement
• Expertise of local and national LGBT
• Equality of opportunity grants
• Support for annual Pride
Aberdeen City Council 2006
How equality is embedded in the council
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•
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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
Aberdeen City Council 2006
Leadership on equality
• Equalities Action Network
• Equality responsibilities built in to job of
senior officers
• Managers to undertake training on equality
• Role of Community Planning and
Regeneration Service
• Role of Human Resources
• Workforce monitoring on sexual orientation
Aberdeen City Council 2006
Some positive outcomes
• WEI as benchmark for improvement
• Aberdeen seen by LGBT as an attractive
place to live and work
• LGBT community informs workforce
developments
• Benefits of community planning
partnership work
• LGBT Youth Charter mark for Dialogue
Youth Information service
Aberdeen City Council 2006
Looking forward
• Community planning - building equality
into the city’s Single Outcome Agreement
• With partners promoting best practice
through the Equalities Action Network
• Ensuring the voices of the communities of
interest community is heard at
neighbourhood level
• Progressing towards a single equality
scheme
Aberdeen City Council 2006
Looking forward - the Workplace
• Improvement on the Diversity Champions
WEI
• Establishing a LGBT staff network
• Using information from the next Employee
Opinion Survey
Aberdeen City Council 2006
Thank you
Any questions?
Aberdeen City Council 2006
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
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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
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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
WORKPLACE EQUALITY INDEX
3
months to improve
WORKPLACE EQUALITY INDEX
Deadline 5th September 2008
www.stonewall.org.uk/workplace