Diversity & Inclusion

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Q4 / 2020

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“Outrage at the death of George Floyd has meant that many organisations have looked again at racial diversity.” ~ Matthew Percival,

Director of People and Skills, CBI

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Full campaign on www.businessandindustry.co.uk

“Declarations of support will not make 2020 the year of change, however, purposeful action can.” ~ Raj Tulsiani, Co-Founder, Race Equality Matters

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“Starting the conversation around diversity can be challenging within any organisation.” ~ Sinead Bunting, Co-Founder and Author, Tech Talent Charter

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How 2020 changed the focus of diversity and inclusion The events of this year have made businesses more determined than ever to improve mental health support and ethnic diversity.

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he pandemic has not set back work on business diversity and inclusion. Matthew Percival, Director of People and Skills at CBI, says: “No - but it changed the priorities.”

INTERVIEW WITH

Matthew Percival Director of People & Skills, CBI

Written by: Linda Whitney

Impacting our mental health Furlough, working from home and changed working practices have led to greater levels of stress, anxiety and isolation - and employers have recognised this.

“The recent virtual CBI diversity and inclusion conference attracted 1,300 people – an attendance second only to our annual conference,” Percival says.

“There was huge appetite for talking about how to support staff mental health, for sharing ways to accelerate the adoption of new practices, and training line managers to support staff working remotely.”

Improving ethnic diversity Outrage at the death of George Floyd has meant that many organisations have looked again at racial diversity.

The CBI launched its Change the Race Ratio campaign in October, to increase participation of racial and ethnic minorities - something that

CBI President Lord Karan Bilimoria is passionate about.

Employers are rushing to sign up and so far 55 companies have committed to: • Increase representation at board level of racial and ethnic minorities.

• Set targets for racial and ethnic diversity in senior leadership teams.

• Disclose their ethnicity pay gap and publish a clear action plan to address it.

• Create a culture where everyone can thrive.

“We have published a guide to ethnicity pay gap reporting, and transparency is essential. Publishing the figures builds confidence in the employer’s commitment to this,” Percival says.

Looking to the future Some of the changes in working practices this year will be permanent, predicts Percival including rethinking the office.

CBI research shows that prelockdown, four fifths of employees worked from a specified workplace almost all of the time. After the first lockdown employers said that they only expected a quarter of employees to do so.

Dropping the expectation, unspoken or explicit, that our lives have no impact on our work fosters a more inclusive workplace.

“Employers expect half their staff to work a hybrid system, with offices used mainly for aspects of work such as learning and development, collaboration and innovation,” he says.

Work has been humanised. Remember a child interrupting her dad’s video call making national news? It’s now widely accepted. “Dropping the expectation, unspoken or explicit, that our lives have no impact on our work fosters a more inclusive workplace.”

Meanwhile progress on other issues such as gender diversity has not stopped. “I am optimistic about the progress of diversity and inclusion,” says Percival. “This year has seen many learnings that will help us to build back better.”

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Q&A Why inclusivity and diversity are best for business You might not think of the engineering industry as a diverse, equitable and inclusive place to work— but things are changing, say four business leaders from a leading company in the sector.

Jamie Teo, Product Validation Engineer, Cummins Turbo Technologies, Huddersfield

INTERVIEW WITH

Jamie Teo Product Validation Engineer, Cummins Turbo Technologies, Huddersfield

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Why are you so passionate about helping others to learn about different cultures?

I grew up in an extremely multi-ethnic and multi-cultural environment in Malaysia, so I’m used to being surrounded by — and celebrating — different cultures. I think a person’s culture is a beautiful thing. You can learn a lot about a country and an individual through their culture and beliefs, and it reminds us all to keep an open mind. Helping others to learn about different cultures is important if we are to build mutual respect among people. That can lead to more understanding and less discrimination, which is good for society as a whole.

What inspired you to get involved in the Diversity Council at Cummins?

I wanted to continue the company’s good work with regard to diversity, equity and inclusion (DE&I), and I thought I could provide a different perspective with regards to this subject. As someone with an

international background, I believe I have something to offer when it comes to engaging different groups of individuals. One of the Council’s aims is to make sure that the company isn’t just a workplace — it’s a community of shared values, and we’re leveraging those differences and values to make our business stronger and ensure people are embraced for who they are and what they aspire to achieve.

Is it important for companies to have diversity and inclusion groups that employees can easily join?

Without a doubt. Such groups should allow all employees, especially new starters and graduates, to meet likeminded people who are interested in promoting an inclusive work environment. It’s about building a community that values all opinions and a way to ensure that all voices are heard by the company. When I look for companies to work for, I want to find an organisation that aligns with my values. I don’t think I’m just speaking for myself. I think most people of my generation think this way.

Helping others to learn about different cultures is important if we are to build mutual respect among people. That can lead to more understanding and less discrimination, which is good for society as a whole.

INTERVIEW WITH

Antonio Leitao Vice President Cummins Europe ABO (Area Business Organisation), Belgium

What benefits does diversity and inclusion bring to global brands?

As a business, DE&I have been part of our culture since we started more than 100 years ago, but it’s even more relevant now. The reason we take it so seriously is that we believe a diverse team broadens our talents and skillsets, which makes us a stronger and better company and allows us to attract and retain more people.

That means creating an environment where everyone — whoever they are and whatever their background — can feel comfortable, valued and able to recognise their full potential. The mix of skillsets and backgrounds also allows us to innovate more quickly and bring added value to our industry.

Does diversity and inclusion enable companies to work to the best of their ability?

We know that having a good gender

balance allows us to work much better as a team. Across Europe, we want 50% of our workforce to be female — although some functions have been more successful at this than others.

But, of course, diversity isn’t just about gender. It’s also about including people from different cultures and nationalities, because if everyone looks and sounds the same, they’re more likely to come at problems from the same angle. So, diversity helps us improve our capabilities and the service we offer to our customers — who are also all very different.

Have you seen a progressive change across the engineering industry throughout your career?

A little, but not enough. As an industry we need to do more to help young women choose STEM as a career. It’s why we’ve worked with schools across the UK to attract women and girls who might be interested in engineering, so they can see the work we do up close and dispel any misconceptions they may have.

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Antonio Leitao, Vice President Cummins Europe ABO (Area Business Organisation), Belgium

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David Murtagh, Finance Executive Director, Cummins Engine Business Unit, Darlington What are the ethical reasons for diversity and inclusion in business?

Global companies need to have respect for all cultures and all employees because it’s the right thing to do. They also need to represent and reflect the communities in which they operate. There’s a moral imperative to DE&I, but it makes practical business sense, too. For example, up to 17% of people have some form of disability and they bring immense talents to the table which can help better service customers and make our teams stronger. So why would you discount that part of the talent pool?

Also, when it comes to recruitment, the current generation is looking for employers who share their values.

What professional support is there for people with disabilities who want a career in engineering?

Companies need to make appropriate accommodations for people with disabilities. As an engineering company, we want to make sure our sites are as physically accessible as possible with disabled access and lifts, and making physical adjustments to equipment where needed, etc; but we also have regular disability assessments and audits to

Read more at businessandindustry.co.uk | 5

ensure we’re doing the right things to include the broadest number of people. Generally, because disability is incredibly difficult to define, employers need to have an open, flexible and accommodative mindset — and make this clear to candidates during the recruitment process. We’ve taken many steps at Cummins in recent years to ensure we’re providing the right environment for all types of employees to thrive.

Is coaching managers to act in the right way an integral part of improving diversity and inclusion in the workplace?

It’s really important because there may be some individuals who don’t recognise just how critical diversity, equity and inclusion is. People need to understand why it’s the right thing to do — and also that companies will be able sell more of their products if they make DE&I a core value. Helping managers understand the importance of inclusion also empowers them to provide a better employee experience for their teams. Managers who model inclusive behaviour ensure our employees feel safe to bring their whole, authentic selves to work. We succeed when our employees believe they can reach their full potential because they experience a truly diverse, accessible, equitable and inclusive environment.

INTERVIEW WITH

David Murtagh Finance Executive Director, Cummins Engine Business Unit, Darlington

To read more on Cummins’ efforts around gender equity and building a more balanced workforce globally, visit: cummins.com/ company/ global-impact/ sustainability

Global companies need to have respect for all cultures and all employees because it’s the right thing to do. They also need to represent and reflect the communities in which they operate.

Alison Snell, General Manager, Europe ABO Strategy, Cummins How do you ensure managers and leaders embrace diversity and inclusion in their work?

DE&I has to be a key part of how we treat, listen, engage and communicate with each other. To that end we run training programmes on D&I and unconscious bias; we run conferences, such as women’s conferences and diversity and inclusion conferences. We host various employee resource groups, such as women’s empowerment groups for employees of different ethnicities and backgrounds, Pride groups to promote discussion of LGBTQ+ issues, and disability inclusion employee resource groups. Plus, the company’s leaders often talk about their own experiences of DE&I and what it means to them in regularly conducted forums and town hall events.

Is diversity, equity and inclusion part of the recruitment process?

It is. If a hiring manager is looking to recruit someone for a specific role, a group of senior leaders will work with that person to ensure the shortlist features a diverse mix of candidates.

Obviously, the role will ultimately be given to the best person for the job, but if all the candidates look and sound the same then you’re narrowing your options as a recruiter. We’ve also broadened our scope to consider candidates with, for example, electrical engineering, chemical engineering, physics and maths degrees. By doing so, we’ve increased the number of female engineers in our teams.

What are the company’s core values?

Integrity: ensuring we do what we say we’ll do and doing what’s right.

Diversity and inclusion: ensuring difference is valued. Caring: demonstrating awareness for the wellbeing of others. Excellence: always delivering superior results.

And, finally, teamwork: collaborating across functions, businesses and borders. I think most large, reputable companies put their values front and centre in this way. But these will only work if they’re intrinsic to your organisation, and not bolted on as an afterthought. At Cummins we actively work to ensure these values are top of mind and embedded in our DNA at all levels of the organisation.

INTERVIEW WITH

Alison Snell General Manager, Europe ABO (Area Business Organisation) Strategy

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Join the movement for race equality!

The global pandemic and Black Lives Matter protests of 2020 have placed the ugly reality of racial inequality on the world stage and created hunger for progress. Yet many leaders simply don’t know how to achieve it.

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n her now viral poem Leslie Dwight asks: “What if 2020 isn’t cancelled? What if 2020 is the year we’ve been waiting for? A year so uncomfortable, so painful, so scary, so raw — that it finally forces us to grow.”

Dwight published her poem in June as the pandemic and #BlackLivesMatter protests swept the globe. Such passion and frustration present a very real possibility for change, but how many of us actually know how to turn a moment into a movement?

The time for talking is over I collaborated with like-minded organisations to conduct research with over 270 senior leaders, allies, Diversity & Inclusion experts and Race Network Chairs. What did we discover? That while racial inequality still exists and the will to do something about it had grown, the skills and knowledge to make change happen had not. The key issue identified as being the failure to build a permanent and sustainable bridge between lived experience in organisations, investment and decision-making.

Now is the time to act Race networks are a key component to bridging that gap between those with lived experience and those with the power to invest and decision-make, yet too often they have little influence or empowerment to create change.

I hope that Dwight is right and 2020 is they year we have been waiting for.

The year that finally forces us to grow.

Declarations of support will not make 2020 the year of change. However, purposeful action can.

By providing networks with the right resources, insights, tools and collaboration opportunities we can amplify their voices and together ensure real change finally happens.

Join the movement. Be the change.

Race Equality Matters is a UK wide collaboration of companies, organisations, race networks, experts in the field, allies and employees creating change to achieve Race Equality in our workplaces.

They are launching the UK’s first ever Race Equality Week – 1-7 February 2021.

WRITTEN BY

Raj Tulsiani Co-Founder, Race Equality Matters

The tech industry must talk directly to the talent it needs to attract It is only by making more effort to connect with underrepresented groups that the tech industry will address its lack of diversity.

T WRITTEN BY

Sinead Bunting Co-Founder and Author, Tech Talent Charter

he tech industry is proving to be one of the most resilient to the economic impacts of the COVID-19 pandemic, bouncing back in Q3 after the initial shockwaves, according to PwC’s quarterly Tech Monitor Index.

This is no surprise given our increased dependence on technology to live our lives. Plus the dramatic shifts in 2020 to remote working and growth in digital communication. But this growth masks a very worrying statistic – only around 16% of tech roles in the UK are held by women.

If the voices of women and minority groups are not included in the development of the technology that plays such a fundamental part in our lives, those voices will get left behind and huge parts of our society will be at even more of a disadvantage.

The business case of a diverse workforce According to World Economic Forum, the business case for diversity is now overwhelming. So, if diversity is such a win-win, why do so many diversity and inclusion programmes fail and why is the pace of change so slow?

Starting the conversation around diversity can be challenging within any organisation, unfortunately the result can often be a programme that is too inward looking. They can then fail to connect with or engage the actual people that it is meant to be about.

A lack of female role models in tech Lack of representation becomes a selfperpetuating issue. In the tech industry, we know that women who don’t see

Research shows that girls and women want careers that can make a difference and improve lives – so our lessons show how tech can have a positive impact on society and benefit others. female role models, can’t imagine themselves in a tech role and are less likely to consider one. Research from HP and the Fawcett Society suggested that 45% of women in other roles would be interested in retraining into a tech role but 32% did not believe they had the right qualifications.

To attract more women to tech roles, the industry must do more to showcase and highlight those women who have followed a tech career and make more effort to directly engage with the communities it needs to represent.

Connect with industry networking groups, invite evangelists to speak to your teams, advertise your vacancies in places where underrepresented groups meet and make it clear through your language that you welcome and invite people from those communities to be a part of your business.

It’s not enough for tech companies to create diversity policies, they need to proactively and directly connect with the women they want to target. They must show that there is a place for them, that they are welcome, that the tech industry needs women like them – women like us!

Find out more at techtalentcharter.co.uk #DoingItAnyway

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Getting girls interested in tech careers early could close the tech gender gap INTERVIEW WITH

Rebecca Patel Tech She Can Education Consultant and Learning and Development Lead Author, PwC

Sheridan Ash MBE Technology Innovation Lead and Women in Technology Leader, PwC

Written by: Linda Whitney

The roots of the gender gap in tech reach right back to primary school, so we have to promote technology to girls from a young age.

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ackling the tech gender gap must start early, says Rebecca Patel. “Many children leave primary school having already ruled out some careers on gender grounds, changing that must start in early education,” says Rebecca, the Tech She Can Education Consultant and Learning and Development Manager at PwC. “Most children, teachers and parents don’t realise the breadth of tech careers,” says Rebecca.

“That is why the main focus of Tech She Can is to target nine-to-14year olds, offering lesson packs free of charge to teachers, parents and carers, looking at areas like tech for the environment, sports, history, travel, and more. They feature technology roles that are available now such as special effects technicians in film, and physiotherapists in sport, as well as potential roles in the future and also include training for those delivering the lessons.

“Research shows that girls and women want careers that can make

a difference and improve lives – so our lessons show how tech can have a positive impact on society and benefit others,” says Rebecca.

Collaboration is key “There are so many influential role models in the eyes of a child,” says Sheridan Ash MBE, Technology Innovation Lead and Women in Technology Leader, at PwC. “It is so important that they see, hear, or read about women doing interesting and valuable jobs in tech. Teachers and careers advisors play a big part in shaping their dreams and aspirations.”

As one of the Founders of Tech She Can, Sheridan believes it’s vital for businesses to work across industries and collaborate to bring about long-term change. “We must ensure that we’re reinforcing the positive messages and that girls and boys can see relatable, positive, inspiring role models.” She says it’s also important that parents and carers understand the options available. “As well as advising children, they might be in a situation

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Research shows that girls and women want careers that can make a difference and improve lives – so our lessons show how tech can have a positive impact on society and benefit others.

where they have experienced job loss, or are looking to reskill, retrain or return to the workforce.”

“We’re trying to make it easy for everyone to see that tech is used in all walks of life and a tech career can align with many different skills, interests and passions - you don’t have to be a computer geek!” says Sheridan. “Technology needs to be fit for all of us. A lack of diversity in technology means we run the risk of creating technology products and solutions that are biased and don’t reflect wider society. We must encourage more young females, especially those from black and minority ethnic backgrounds, to see technology as a viable and exciting employment option. A significant part of our work has been to showcase women from all backgrounds working in exciting tech jobs, and their different career paths.”

Launched in 2018 with 18 signatories, Tech She Can recently celebrated its second anniversary and now has 178 businesses and industry bodies signed up and working together towards achieving gender equality in the tech sector.

To find out more, visit pwc.co.uk/techshecan

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If the voices of women and minorities are not included in the development of the technology that plays such a fundamental part in our lives, those voices will get left behind and huge parts of our society will be at even more of a disadvantage. ~ Sinead Bunting, Co-Founder and Author, Tech Talent Charter