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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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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
Public Sector keynote address:
Rupert McNeil, Government Chief People Officer, Civil Service
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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
Non-governmental keynote address:
Alex Mahon, CEO, Channel 4
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The Whitehall & Industry Group
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
For other WIG events & opportunities visit www.wig.co.uk
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The Whitehall & Industry Group
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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The Whitehall & Industry Group
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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The Whitehall & Industry Group
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
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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
13Source: The Genderbread Person: https://www.genderbread.org/
The friendly Gender Bread Person
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
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
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
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The Whitehall & Industry Group
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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The Whitehall & Industry Group
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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The Whitehall & Industry Group
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
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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)
PROMOTING CHOICE • SECURING STANDARDS • PREVENTING HARM
Enable
Inform
Secure
Defence Intelligence delivers timely Intelligence Assessments, Effects and Expertise to:
PROMOTING CHOICE • SECURING STANDARDS • PREVENTING HARM
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
PROMOTING CHOICE • SECURING STANDARDS • PREVENTING HARM
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.
PROMOTING CHOICE • SECURING STANDARDS • PREVENTING HARM
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.
PROMOTING CHOICE • SECURING STANDARDS • PREVENTING HARM
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
PROMOTING CHOICE • SECURING STANDARDS • PREVENTING HARM
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
PROMOTING CHOICE • SECURING STANDARDS • PREVENTING HARM
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.
PROMOTING CHOICE • SECURING STANDARDS • PREVENTING HARM
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
PROMOTING CHOICE • SECURING STANDARDS • PREVENTING HARM
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).
PROMOTING CHOICE • SECURING STANDARDS • PREVENTING HARM
Measuring Workplace Wellbeing – Findings on a page
[Note: Colours indicate difference from DI mean results]
PROMOTING CHOICE • SECURING STANDARDS • PREVENTING HARM
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.
PROMOTING CHOICE • SECURING STANDARDS • PREVENTING HARM
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
PROMOTING CHOICE • SECURING STANDARDS • PREVENTING HARM
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
www.wig.co.uk
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