wig diversity & inclusion conference 2019 · 2019. 12. 9. · school. for pupils who are lgbt...

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The Whitehall & Industry Group

WIG Diversity & Inclusion Conference 2019Friday 29 November 2019

Hosted by: Media partner:

For other WIG events & opportunities visit www.wig.co.uk

Join the conversation @WIGuk | #WIGDiversity

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Housekeeping

• Mobile phones

• Fire alarm

• All Q&As are Chatham House

• Inclusivity Panel and Chief Executive Panel are fully Chatham House

• Twitter: #WIGDiversity & @WIGuk

• Presentation slides

• Packs –agenda and evaluation forms

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Agenda

9:30-11:25: PlenaryHost welcome: Anthony Kirby, Group HR Director, SercoPublic sector keynote address: Rupert McNeil, Government Chief People Officer, Civil ServiceNon-governmental keynote address: Alex Mahon, CEO, Channel 4Panel: What does it mean to be ‘inclusive’?

11:25-11:40 Coffee break

11:40-13:00 PlenaryChief Executive Panel: The business case for D&I

13:00-14:00 Buffet lunch and networking

14:00-15:15 Breakout streams

15:15-15:40 Coffee break

15:40-16:30 Breakout streams

16:30-17:00 PlenaryClosing keynote address: Trevor Phillips, Chair at Green Park Interim and Executive Recruitment, Chair at Index on Censorship, Writer and Broadcaster

17:05 Close of conference & networking drinks

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Public Sector keynote address:

Rupert McNeil, Government Chief People Officer, Civil Service

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Non-governmental keynote address:

Alex Mahon, CEO, Channel 4

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Panel: What does it mean to be inclusive?

Rupert McNeil, Government Chief People Officer, Cabinet Office

Keith Mendez, Senior Director, HR Northern Europe, Mondelez

Professor Rosie Campbell, Director of the Global Institute for Women’s Leadership,

King’s College London

Chair: Cherron Inko-Tariah, Managing Director, The Power of Staff Networks



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Chief Executive Panel: The business case for D&I

Melanie Dawes, Permanent Secretary, Ministry of Housing, Communities and Local Government

Kevin Craven, CEO, Serco UK

Tara McGeehan, President, CGI UK

Jo Negrini, Chief Executive, London Borough of Croydon

Chair: Claire Williams, Director, Inclusion and Diversity, Inclusive Employers



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Stream 1: Gender Pay Gap Action Plans

Gillian Unsworth, Head of Gender Pay Gap Reporting, Government Equalities Office

Chair: Fiona Petit, Deputy Chief Executive, The Whitehall and Industry Group



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Stream 1: Promoting transgender visibility through

workplace policy

Pips Bunce, Director/Head of Global Markets Technology Core Engineering

Strategic Programs, Credit Suisse

Chair: Fiona Petit, Deputy Chief Executive, The Whitehall and Industry Group



Promoting Trans visibility through workplace policyTrans, gender-fluid and non-binary inclusion, gender identities and practical steps towards a more inclusive environment

Credit Suisse International

Mx Pips Bunce

Co-chair of the EMEA LGBT and Ally Network

at Credit Suisse

29th Nov 2019

11

Director, Head of Technology Strategic Programs within

Global Markets

Co-chair of EMEA LGBT & Ally Network

Ambassador for Stonewall, OUTStanding, Diversity Role

Models and Gires

Proud to be an LGBT Ally

Gender fluid – part of the ‘T’

Happily married for 23+ years

Proud father of two amazing children

Introducing myselfWho am I?

12

Trans* is a VERY wide spectrum

Tokens, labels & tags – what’s correct?

Who does this impact? – 13% of respondents to UK government survey,

focused on LGBT community, identify as transgender; of the total sample size

6.9% of respondents were non-binary, 3.5% were trans women, and 2.9% were

trans men

Proportion of the UK population identifying as LGB is 2% (2017); no data on

proportion that identifies at Trans*

Is there a data gap? There are fewer studies and reports that look at the Trans*

community globally and on a country level – it is important to address this gap

Where does gender non-conforming fit in all this?

– 12% of Millennials identify as transgender or gender non-conforming

according to GLAAD report 2017

Where does non-binary fit?

LGBTQQIP2SAA

How many millennials identify as LGBT?

– 20% according to GLAAD report 2017

LGBT respondents to UK government survey (2019) are less satisfied with their life

than the general UK population and Trans respondents had particularly low scores

– Trans people also generally feel less comfortable - 37% of trans women,

34% of trans men and 38% of non-binary people feeling comfortable being

LGBT in the UK

How to understand this? Mx Gender Bread Person…

A brief Trans* 101

Sources: Accelerating Acceptance, GLAAD (USA), 2017; National LGBT Survey: Summary report, UK Government Equalities Office, 2019;

Sexual orientation, UK: 2017, UK Government – ONS, 2017

The Transgender Umbrella

http://www.glaad.org/files/aa/2017_GLAAD_Accelerating_Acceptance.pdf

https://www.gov.uk/government/publications/national-lgbt-survey-summary-report/national-lgbt-survey-summary-report

https://www.ons.gov.uk/peoplepopulationandcommunity/culturalidentity/sexuality/bulletins/sexualidentityuk/2017

13Source: The Genderbread Person: https://www.genderbread.org/

The friendly Gender Bread Person

https://www.genderbread.org/

Why is this so important for society and business?Authenticity and the risk to lives and wellbeing due to alienation

14

67%

Trans* individuals avoid being

open about their gender

identity for fear of a negative

reaction. Non-binary

respondents were particularly

likely to do so (76%)

97%

Of Trans* individuals

experienced harassment or

discrimination in the

workplace

46%

Of LGBTQ workers say they

are closeted at work

35%

Of LGBT individuals have

hidden that they LGBT at work

for fear of discrimination

45%

Of Trans* young people have

attempted suicide; 22% of LGB

young people, who aren’t

Trans*, have attempted suicide

64%

Of Trans* pupils in the UK are

bullied for being LGBT at

school. For pupils who are

LGBT that number is 45% in

UK

Nearly 1 in 10

Trans* pupils are subjected to

death threats at school

> 4 in 5

Trans* young people have self-

harmed. For LGB young

people who aren’t Trans*, 3 in

5 have self harmed

Sources: School Report, Stonewall, 2017; The RaRE Research Report, LGB&T Mental Health – Risk and Resilience

Explored, 2015; LGBT in Britain – Work Report, Stonewall and YouGov, 2018; A Workplace Divided, Human Rights

Campaign Foundation, 2018; UK Governments Equalities Office LGBT Survey, 2018

31%

Of non-binary people and 18%

of trans people don’t feel able

to wear work attire

representing their gender

expression

https://www.stonewall.org.uk/school-report-2017

http://www.queerfutures.co.uk/wp-content/uploads/2015/04/RARE_Research_Report_PACE_2015.pdf

https://www.stonewall.org.uk/lgbt-britain-work-report

https://www.hrc.org/blog/hrc-report-startling-data-reveals-half-of-lgbtq-employees-in-us-remain-clos

https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/721704/LGBT-survey-research-report.pdf

Celebrating a diverse and inclusive culture

EMEA BAME

Network

EMEA Women’s

Network

EMEA LGBT & Ally

Network

UK Family

Network

UK Sports

NetworkWellbeing and Care

Network

EMEA Veterans

Network

15

16

Building the foundations of a supportive work environment: ‘Celebrate not tolerate’

Internal visibility is essential Internal educational guides

Positive and public communication of corporate values

Partnering with like-minded third parties

Training &

Education

Networking

& Events

Charity

Partnerships

Reverse Mentoring

for Senior Mgmt

Wrocław Marchfor Pride

Dublin OUTStanding

Launch Event

Role Model training

for line managers

Future LGBT

Leaders

London Bi-

Visibility Event &

Guide

LGBT Ally

Guides

Mentoring

Mentoring for

LGBT staff

LGBT &

Ally

NetworkWhat is the LGBT Ally Program?

17

18

What is an Ally?An ally is anyone who supports or empowers another person or group.

Key component to a supportive environment: Ally programmes

An Ally does not need to be:

An expert

A senior leader

The inclusion police

OR

Perfect

An Ally should consistently:

Listen to other’s stories to build empathy

Celebrate the work of those less heard

Increase the visibility of others

Use their own privilege to bring others ‘in’

(sponsoring/advocating)

Notice and call IN micro-behaviours. Be the

safe point to learn from

Allies foster inclusion and belonging

Your workforce is diverse and unique, as are your clients and stakeholders: these should mirror each other

Celebrating diversity is not only the right thing to do, it makes ‘business sense’

Academic and business reports have definitively shown that diversity increases the bottom line

– BCG Report 2018: Companies that have more diverse management teams have higher revenues and

higher amounts of innovation

– McKinsey report (2018): examined data from more than 1,000 companies across 12 countries and it

showed that companies in the top quartile:

For gender diversity on their executive teams were 21% more likely to experience above average

profitability

For ethnic and cultural diversity were 33% more likely to experience above average profitability

– INvolve report by Cebr, The Value of Diversity (2018):

Workplaces that rank highest for LGB+ diversity 22% more likely to have financial returns above their

national industry mean than those workplaces which are least diverse in terms of sexual orientation

The pay gap by sexual orientation results in lost output worth up to £2 billion

Companies with a strong D&I footprint attract top talent, improve employee satisfaction, enhance problem

solving and improve overall client satisfaction

HBR: closeted LGBT employees 73% more likely to leave their job with 3 years

LGBT allies – the compounding factor – 72% say they are more likely to accept a job at a company

supportive of LGBT employees than one that it is not

The Value of Diversity

19Sources: Delivering through diversity, McKinsey, January 2018; How diverse leadership teams boost innovation, BCG, January

2018; Credit Suisse Gender 3000, Credit Suisse, September 2016; INvolve report by Cebr, The Value of Diversity, 2018

https://www.mckinsey.com/business-functions/organization/our-insights/delivering-through-diversity

https://www.bcg.com/en-us/publications/2018/how-diverse-leadership-teams-boost-innovation.aspx

https://www.credit-suisse.com/corporate/en/media/news/articles/media-releases/2016/09/en/csri-gender-3000.html?t=856_0.5350732559413718

https://www.out-standing.org/wp-content/uploads/2018/04/The-Value-of-Diversity-Final-09.04.18.pdf

The LGBT 270 has outperformed the custom benchmark by 130 bps per annum over the past six years and by 3.1% vs MSCI ACWI

20

80

90

100

110

120

130

140

150

160

170

2010 2011 2012 2013 2014 2015 2016

LGBT 270 Custom Benchmark MSCI ACWI

Source: Bloomberg, Credit Suisse ESG Research, LGBT: the value of diversity, April

2016

What can companies do?

Ensure healthcare offered is fully inclusive

Support the use of non-binary pronouns (Mx/they/them/their)

Provide training to support diverse employees (HR, Diversity & Inclusion, Managers)

Ensure you have role models at all levels

Intersectionality: ensure all forms of diversity are included and represented

Establish and maintain momentum in an Ally programme

Leverage partnerships with other organisations

Promote discussion, engagement & education on diverse topics

Implement inclusive policies

Reverse mentoring

What can Allies do?

Be a visible ally, attend events and support your company’s D&I initiatives

Be passionate and compassionate

Listen and ask questions

‘Celebrate not tolerate’

Good progress – there’s more to do…

21

Mx. Pips Bunce

Credit Suisse International

Global Markets

London, United Kingdom

Email: [email protected]

credit-suisse.com

Thank you.

Q&A.

22

The result: creating a sense of belonging for ALL and ensuring your workspace is inclusive for

all, including GNC individuals

mailto:[email protected]

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Stream 1: Empowering BAME talent

Melody Moore, Senior Client Partner and Afolabi Sonaike, Associate Client Partner, Korn Ferry

Graham Archer, Director and Fiona Nzegwu, Assistant Director, Improvement and Learning,

Children’s Social Care, Department for Education



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Stream 1: The Ethnicity Pay Gap

Kerri-Ann O’Neill, People and Transformation Director, Ofcom

Alpha Abraham, Diversity and Inclusion Manager, Ofcom

Chair: Ed Jervis, Head of Serco LGBT+ Network, Operational Excellence Blackbelt, Serco



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Plenary: Using Evidence to Embed a Culture of Wellbeing

in a Widely Dispersed Military and Civilian Workforce

Martin Short, Head of Wellbeing, Diversity and Inclusion, Defence Intelligence (Ministry of Defence)

Chair: Simon Ancona, Chief Executive, The Whitehall and Industry Group



Using Evidence to Embed a Culture of Wellbeing in aWidely Dispersed Military and Civilian Workforce

Whitehall and Industry Group D&I Conference – 29 Nov 19

Martin Short

Head of Wellbeing, Diversity and Inclusion - Defence Intelligence (UK MoD)

PROMOTING CHOICE • SECURING STANDARDS • PREVENTING HARM

Created 1964Defence Intelligence Staff

> 300 Million Budget£

Operating in over 12 countries

Specialists in

9 Intelligence

disciplines

“an organised and scientific

attempt to predict the future

course of events that may affect

national interest must be

regarded as one of the most

important activities of

government” Maj Gen. Kenneth

Strong

3* Command

Chief of Defence

Intelligence (CDI)

> 4000 People

2/3 Military (Tri-service)

1/3 Civilian

Defence IntelligenceDefence Intelligence (DI)


Enable

Inform

Secure

Defence Intelligence delivers timely Intelligence Assessments, Effects and Expertise to:


In 2017 the public sector had the highest percentage of employees suffering signs of stress, depression and financial worries. It had the highest estimated loss of productivity from absences and presenteeism.

Unhealthy coping strategies, unrealistic time pressures and demands, not being consulted about change in the workplace and a lack of control over work were the main causes of poor employee mental health.

(Source: Vitality Health - 2017 Report on Britain’s Healthiest Workplaces)

Mental health issues are the highest cause of non-industrial MoD Civil Servant sickness absence, at 22%, and the highest cause of long-term sickness absence.

(Source: Defence People Mental Health and Wellbeing Strategy 2017-2022)

The Public Sector Wellbeing Challenge


The Public Sector Wellbeing Challenge

• Assumption: The ongoing pressures on staff are unlikely to shift in the near future. Workplace Wellbeing will become more, not less, important.

• Implication: Most organisations are unlikely to be accessing the full range of business benefits offered by high workplace wellbeing.


The Initial Challenges for Defence Intelligence

● Prior to 2018 we had never ‘done’ Wellbeing as a discreet organisational function before and had no shared corporate understanding of what Wellbeing actually meant to us - or of its potential impact on business outcomes

● A widely dispersed and very complex demographic – Varying mixes of civilians (civil servants and contractors), Navy, RAF, Army spread across multiple UK and international locations.

● Poor understanding of the nature of our Wellbeing challenges due to poor quality and/or low resolution data.


PHASE 1Q4 2018 - Q1 2019

PHASE 2Q2 2019 – Q4 2020

PHASE 3Q1 2021 to 30 Sep 2022

‘Getting the Basics Right’ ‘Embedding Good Practice’ ‘Maintaining Excellence’

Everyone in DI understands the importance of workplace wellbeing & the benefits to

both individuals & organisation.

All levels commit to making DI a place where people can

thrive.

Everyone in DI starts to develop awareness of what good

workplace wellbeing practice looks like.

DI grows its structures/networks, rewards community-focused

behaviour & incorporates wellbeing into through-career

learning & development.

Everyone in DI has the resources & skills they need to

manage their own personal wellbeing.

All managers are mental health confident & DI’s culture is

underpinned by wellbeing best practice.

Wellbeing is simply part of our organisational DNA.

What do we think progress looks like?

The DI Wellbeing Programme Maturity Model


PHASE 1: ‘ Getting the Basics Right’

Activity Rationale Mechanism

EDUCATE Develop a shared staff understanding of what we actually mean by ‘Wellbeing’ is and why it matters to individuals AND organisations.

1 hour Wellbeing Awareness brief for entire workforce

CONNECT Identify existing wellbeing capability across DI (who do we have to work with?)

Survey of all units to identify existing local wellbeing assets

MEASURE Obtain high resolution data to diagnose both military and civilian workplace wellbeing challenges and create a benchmark from which progress can be measured.

Use of the What Works Centre for Wellbeing Workplace Wellbeing Diagnostic Tool


Measuring Workplace Wellbeing – Getting good quality data

● Subjective and designed to look broadly at a range of Civil Service workplace issues

● Limited room in survey for Wellbeing questions

● Gives limited understanding of the experience of the military component of the workforce

● Specialist workplace wellbeing diagnostic tool

● Generates high resolution wellbeing data

● Enables assessment of wholeworkforce - both military AND civilian

● Designed as a basis for taking action

Management

Info (MI)Civil Service

People Survey

Workplace Wellbeing

Survey Tool

● Data sources often dispersed ● Military and civilian data usually

held separately.● MI data is mostly objective –

which presents challenges when trying to understand Wellbeing.


Measuring Workplace Wellbeing – Methodology

• Methodology developed by the What Works Centre for Wellbeing (further details here).

• Model uses five overarching drivers mapped to existing frameworks developed by specialist organisations such as the HSE (stress) and the Money Advice Service (financial security). These were cross-checked with other existing evidence-based frameworks on aspects such as job quality characteristics, functioning, flourishing (PERMA) and engagement.

• Since Feb 18 the tool has been used in 3 government departments and the five driver model now forms the basis for the DWP and DHSC recommended Wellbeing and Mental Health Voluntary Reporting Framework for UK employers

https://whatworkswellbeing.org/blog/developing-an-evidence-informed-workplace-wellbeing-index/?mc_cid=81a38e8f4d&mc_eid=186538ad51


Measuring Workplace Wellbeing – The Process

● Benchmarking/ Diagnostic survey conducted in Nov 18 using the MoD online survey platform

○ 65% of the civilian and 35% of the military workforce responded

○ Women engaged slightly better than men (by 6%)

● Analysis of the data took about six weeks, resulting in production of detailed reports for each major DI site and a cross-organisation Executive Summary.

● The survey will be repeated in late 2020 and late 2022 to check effectiveness of workplace interventions (which are all separately evaluated too).


Measuring Workplace Wellbeing – Findings on a page

[Note: Colours indicate difference from DI mean results]


What did we learn?

● Workplace wellbeing is intimately tied to local site leadership, environment and culture -indicating that it is not safe to treat our organisation as a single homogenous entity for wellbeing interventions.

● Some wellbeing issues span the entire organisation - but the significant local variation suggests that a centralised ‘one size fits all’ approach is unlikely to be effective (at least in DI).

● The military and civilian experience, even at the same location, can be very different –indicating a complexity we were previously unaware of.

● Some issues, which have a big impact on staff wellbeing are not easy to fix at DI or even MoD level - but good quality data helps support leadership advocacy on behalf of staff.

● Potentially we may now have a mechanism to link leadership reward to workforce Wellbeing outcomes – not just the delivery of products and services.


Turning Evidence into Action: What Next?

● An initial programme of activity to Sep 2022

● Mix of reactive and preventative measures (centrally and locally driven)

● Activity at 3 levels:

○ Individual - Helping individuals develop their own skills and resources so that they can look after their own Wellbeing.

○ Manager – Developing manager skills and awareness to better support Wellbeing at team-level

○ Organisation – Ensuring that Wellbeing considerations are applied to organisational processes, structures and policies


Some Examples of Action Being Taken

● Creation of Central DI WD&I Team, Resource Hub and local networks.

● Wellbeing, Diversity and Inclusion now incorporated into all senior Management Boards

● 14 x Mental Health First Aid (MHFA) Instructors currently training workforce to meet MHFA England’s recommended ratio of 1:10 by 01 Jul 2020.

● 250 person Mindfulness Trial (Headspace) at RAF Wyton being expanded by 750 across all of DI in Jan 2020.

● 5 Ways to Wellbeing promotion and Job Quality Intervention being planned for 2020.

● Workplace Wellbeing Survey being used to regularly monitor progress and make adjustments.

Discussion / Questions

Martin Short

Head of Wellbeing, Diversity and InclusionDefence Intelligence

[email protected]

mailto:[email protected]

www.wig.co.uk






wig diversity & inclusion conference 2019 · 2019. 12. 9. · school. for pupils who are lgbt...

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