Routes to Diversity & Inclusion

A toolkit to help employers recruit, retain and develop a diverse workforce Acknowledgements

The Chartered Institution of Highways & Transportation (CIHT) would like to thank the following people without whom the document would not have been possible: The Chartered Institution of Highways & Transportation, the authors and the members of the Steering Group who produced Authors this document have endeavoured to ensure the accuracy of its Sarah Bond, Wise. Helen Wollaston, Wise contents. However, the guidance and recommendations given Editors should always be received by the reader ‘in light of the facts’ of their Jackie Whitelaw, Jackie Whitelaw Editorial. Daniel Isichei, CIHT specialist circumstances and specialist advice obtained as necessary. Any references to legislation discussed within this document should Steering Group be considered in the light of current and any future legislation. Susan Sharland, President, CIHT 2015–16 (Chair) No liability for negligence or otherwise in relation to this document Christina Brown, ConnectPlus Services and its contents can be accepted by CIHT, the members of the Nicky Ensert, Highways England Steering Group, its servants or agents or the managing editors Bola Fatimilehin, Royal Academy of Engineering or contributors. Sandra Kerr, Race for Opportunity Greg Marsden, University of Leeds Published by the: Sue Percy, CIHT Chartered Institution of Highways & Transportation Khalil Rahman, Construction Industry Council 119 Britannia Walk Sue Stevens, CIHT London N1 7JE Helen Wollaston, WISE A Registered Charity

Photographs courtesy of Published October 2015 Amey All rights reserved. No part of this publication shall be reproduced, Atkins stored in an electronic retrieval system or transmitted without the Balfour Beatty written permission of the publishers. Connect Plus Services © CIHT 2015 Highways England Transport for London

Funded by The Royal Academy of Engineering

Contributors Amey Arup Atkins Balfour Beatty Connect Plus Services (CPS) EM Highways Eurovia FM Conway Highways England Morgan Sindall Mouchel Ringway Shell Transport for London

25 of CIHT’s Corporate Partners contributed to the survey supporting this report. More details on CIHT’s Corporate Partners can be found at www.ciht.org.uk/corporatepartners Introduction The Case Diversity Recruitment Retention and Inclusion Next Steps Appendices

for Diversity Progression 3

4 5 6 8 13 51 54 22 30 41 47 48 49 50 15 19

Routes to Diversity & Inclusion Diversity to Routes

Appendix 2 List of Case Studies Appendix 3 Themes Good Practice Case Study Appendix 4 Improve to 10 Steps Industry-led and Progression Retention Women’s Appendix 5 References Action on Inclusion: Action and behaviour Changing culture the sector in employers steps for Next Appendices Appendix 1 Methodology Routes to Diversity and Inclusion Diversity to Routes Diversity: Case for The in business impact of diversity positive The Transportation: and in Highways Diversity Data gathering and analysis on Recruitment: Action workforce diverse a more Attracting and Progression: on Retention Action workforce diverse a more and developing Retaining Introduction Foreword Welcome Summary Executive Facts Key use the toolkit to How What’s in this toolkit? in this What’s Foreword

Foreword I was delighted when CIHT secured funding from the Royal Academy of Engineering to conduct a study of diversity and inclusion in the highways and transportation sector. It has given the Institution an opportunity to make visible the good work that many employers in the sector are doing to recruit, retain and develop a more diverse workforce. It also enabled CIHT to benchmark the sector in terms of demographics and practical engagement on diversity and inclusion; this benchmark will help to measure progress as well as identify, and Susan Sharland hopefully remove, barriers to diversity in years to come. I hope it will CIHT President, 2015–16 also encourage companies who are already engaged in action on diversity and inclusion to continue on their way and spur on those who have not yet taken their frst step to feel inspired to do so.

Being diverse and inclusive matters not just because it is the ‘right’ thing to do, though the importance of this should not be underestimated. It matters because opening the sector to a more diverse workforce and taking action to engage, retain and develop the people that work with us is vital to the capacity, capability and future sustainability of the sector. Highways and transportation is changing, and we can no longer aford to think and act in ways which put talented people of vitally important careers in our sector.

I would like to thank all of CIHT’s corporate partners who volunteered to take part in this study, either by completing the Routes to Diversity & Inclusion Survey or by sharing the work they are doing. Their enthusiasm and collaborative spirit are greatly appreciated. Most of the employers who participated in the study are larger organisations, but I believe that what is included here can also provide inspiration to smaller employers. Launching the toolkit in 2015 is especially relevant as we continue to celebrate 100 Years of Women in Transport (100 YOWIT). The 100 YOWIT activities have a clear purpose to engage, motivate and inspire current and future generations of women across our sector. CIHT’s toolkit complements this campaign and provides the means for organisations to become the inclusive and diverse workplaces we need for the 21st century.

CIHT would like to hear from other employers in the sector – both small and large – if there is work being done on diversity and inclusion that we have not included in this toolkit. I am sure there is more that we could learn and share in future editions of the toolkit.

From CIHT’s perspective, diversity and inclusion are now frmly on our agenda. We are taking our own frst steps as an employer by holding an unconscious bias workshop for the board of trustees. We are also keen to do more in the future to encourage greater collaboration, good practice sharing and engagement on diversity and inclusion across the sector.

I hope you fnd this toolkit insightful and, above all, useful. Please contact us with feedback and suggestions for how we might develop it for the future.

4 CIHT Introduction The Case Diversity Recruitment Retention and Inclusion Next Steps Appendices

for Diversity Progression 5 Routes to Diversity & Inclusion Diversity to Routes for more on the methodology. more for

See Appendix 1 See

establish a baseline of the workforce in highways and in highways establish a baseline of the workforce and of diversity in terms transportation specifc to of good practice examples identify and share the industry.

The aims of this toolkit are to: are aims of this toolkit The • • g

The toolkit was commissioned by CIHT, funded by the Royal Academy of Engineering, carried out Academy the Royal funded by CIHT, by commissioned was toolkit The group. a steering by overseen by WISE and increase capacity within the industry. capacity increase workforce. By doing so, you will improve improve will you so, doing By workforce. and performance business own your recruit, retain and develop a more diverse diverse more a develop and retain recruit, advice, this gives you all you need to to need you all you gives this advice, Through practical guidance, case studies studies case guidance, practical Through expert of sources reliable to links and and inclusion. inclusion. and a route map to success through diversity diversity through success to map a route This toolkit is a frst for the highways highways the for frst a is toolkit This provides It sector. and transportation Diversity and Inclusion. and Inclusion. Diversity Welcome to Routes to to Routes to Welcome Executive Summary

Executive Summary The highways and transportation sector in the UK does not have a diverse workforce. In the majority of CIHT corporate partners who responded to our survey, 90% of the workforce and management is white, and 90% of management roles and board positions are held by men.

This is a problem because 96% of CIHT’s • profling female and minority ethnic corporate partners have difculty attracting Taking action does not apprentices as role models, and retaining people with the skills the mean special treatment • limiting the proportion of apprentices industry needs – both now and in the future. recruited from friends and family and The industry is not sustainable unless it can for women, people draw in people from a wider cross section from minority ethnic • collaborating with other employers and of the population. But it is not only skills professional bodies to attract apprentices shortages that are driving the sector’s backgrounds or other to the sector as a whole. interest in diversity and inclusion. Other underrepresented business drivers cited by corporate partners Role models are also widely used by include the following: groups. Forward- employers to attract graduates and experienced recruits from diverse • Need for creativity and innovation. thinking companies backgrounds.

• Pressure from clients. aim to develop an However, these actions have a limited efect if there are hidden barriers in the recruitment • Rising cost of recruitment. inclusive workplace process itself. The report includes advice • Corporate reputation. culture that values and examples of how to identify and tackle unconscious bias so that applicants who do • Customer insight. diversity in every sense. not ft a traditional profle have a fair chance of getting through the system. There are, demonstrably, clear business Creating an environment where individuals benefts linked to greater diversity in feel welcome, can do their best work The research found fewer examples of the workforce. and thrive benefts everyone, drives up targeted action on retention, promotion, This toolkit explains how you can realise performance and helps the sector as a whole. talent management or succession planning. Chapter 6 includes more information and the benefts of workforce diversity in Improving the prospects for people from case studies to show what this looks like your business. It describes what actions diverse backgrounds in the highways and in practice. companies in the sector are already taking transportation sector has to be part of a and ofers signposts to sources of further This toolkit gives examples about collecting diversity and inclusion strategy so that the advice and support. data to monitor progress, initiatives to recruit people you want to recruit can see a career people from more diverse backgrounds path for themselves in the industry. People and strategies to improve retention and from diferent backgrounds may not have the progression of people from diferent same expectations, needs or experiences backgrounds to create more diversity in as the traditional workforce. Modernising management and leadership roles. working practices is part and parcel of an efective diversity and inclusion strategy. A number of corporate partners are already taking steps to increase the diversity of the The toolkit shares ideas and case studies talent pools from which they recruit. from companies in the sector who have set At apprentice level, they are doing this by targets, updated policies and procedures and set up talent development programmes,

6 CIHT Routes to Diversity & Inclusion Introduction

employee networks and fexible working and progression of women in a science, If we do not step up as a sector, we will arrangements to make the employee technology and engineering environment – lose talented people to other sectors proposition attractive to a wider cross section persuading other CEOs and chairs to commit who can demonstrate a more positive of the population. their organisations to adopt the framework. working environment.

The critical importance of leadership came Former chief executive of Highways England Around half of CIHT’s corporate partners for Diversity The Case through loud and clear in the research. Graham Dalton hosted an event on National took part in this study. We have used their Women in Engineering Day to encourage evidence to provide advice to others who are Those organisations action on diversity within the supply chain. starting out as well as inspiring those further on the journey to do more. The challenge Individuals in a position to infuence change where the senior to develop a diverse workforce can be are making a diference. We need more daunting, particularly in a sector which has not leadership speaks industry leaders to follow their example until traditionally attracted people from a broad diversity and inclusion are embedded in publicly about diversity demographic. The case studies in the toolkit

normal business practice. Diversity and inclusion as a core show that small steps can make a diference. business issue and As many as one Many of the case studies focus on gender equality because that is where a lot of holds managers to in fve companies companies choose to focus their eforts to responding to the start with. We have made eforts to include account for progress examples of action targeting minority ethnic on this agenda are survey reported that communities, people out of work, people

their workplace culture with disabilities and other underrepresented Recruitment the ones which can groups to encourage a more inclusive demonstrate positive can feel unwelcoming approach. CIHT hopes this resource to women, minority will stimulate debate and lead to more change. coordinated action to improve workforce ethnic people and diversity across industry because ultimately, Male champions are playing their part. those with disabilities. this will beneft the sector and UK as a whole. Atkins’ chairman Allan Cook, for example,

is a vocal champion of gender equality CIHT is encouraged Progression Retention and as a business imperative. As chair of the by examples of good Royal Academy of Engineering’s Diversity Leadership Group (DLG), Allan supported practice, but there is a WISE to develop the Industry-led 10 Steps – a framework to improve retention long way to go. Inclusion Next Steps Appendices

Women in Engineering event, Thinktank Birmingham, June 2014. 7 Key Facts

Why take action on diversity and inclusion results of CIHT survey of corporate partners

82% 77% 96% Taking action Motivated by survey Skill shortage

96% of CIHT corporate partners 82% of CIHT corporate partners 77% see the CIHT survey as a surveyed anticipate having skills surveyed are taking action in response compelling reason to recruit a more shortages and want to widen their to skills shortages to attract people who diverse workforce. recruitment pools. may not have traditionally considered careers in highways and transportation.

73% 68% 64% Creating a Client pressure Saving money more positive reputation

73% said pressure from clients was 68% said saving money by reducing staf 64% said taking action on diversity and a factor. turnover was a factor; creating a working inclusion met the ambition of creating a environment that is inclusive increases more positive reputation for the business. staf engagement and productivity, reducing attrition and associated recruitment costs.

Benefts of taking action 59% • Greater diversity of recruits from a wider talent pool. • Greater diversity of people progressing through the organisation.

• Benefts to corporate reputation via publicity, benchmarking and awards.

• Benefts in terms of creativity and innovation.

• An increase in employee engagement.

59% wanted to better represent the demographics of their customers.

8 CIHT Routes to Diversity & Inclusion Introduction

Current situation in highways and transportation for Diversity The Case

Fewer than Diversity 1 in 10 Women are on company boards.

In 71% of organisations surveyed, women make up fewer than one in ten of the board. Recruitment Progression Retention and 90% 25% 50% White men Men occupy more than

90% Inclusion of management roles White men occupy 90% or more of Women make up between 25% and 50% management roles. of the workforce. Next Steps

Less than 10% 48% Use fexible Minority ethnic people working hours Appendices

Minority ethnic people make up less than Only 48% of corporate partners are 10% of the workforce (national average currently using fexible working to attract is 14%). and retain talented employees.

9 Key Facts

Barriers to a more inclusive industry

58% 46% Need to be more Lack attractive role models

58% of companies believe that they need 46% said that ‘we don’t have enough to make themselves ‘more attractive to diverse employees for us to use as role potential applicants’. models to attract and inspire a more diverse workforce’.

25% Unsuitable physical environment 21% Unwelcoming culture

25% said that ‘the physical environment 21% recognised that ‘our workplace culture in which we work is a challenge for an can feel unwelcoming to some people such inclusive workforce’. as women, disabled people and ethnic minorities’.

10 CIHT Routes to Diversity & Inclusion Introduction

Review the images and language used in Sign up to diversity kitemarks: Examples Actions marketing campaigns: What message are are the government’s ‘two ticks’ pledge, which you giving to potential recruits? ofers a guaranteed interview to qualifed applicants with a disability. that make a Engage with community organisations: Build relationships with local mosques, Promote your commitment: Be explicit for Diversity The Case diference childcare centres and youth clubs to about your commitment to diversity and promote training and work opportunities inclusion throughout the attraction and Profle women and ethnic minority role in the local area. recruitment process. If you do not mention it, models: Highlighting the positive benefts of people from underrepresented groups may having a representative workforce. Review recruitment practices: For example, assume you are not interested in them. remove or reduce the requirement for Recruit outside family networks: applicants to have a fxed number of years’ Explain opportunities for fexible working Apprentices recruited from the family and experience (which automatically restricts and a good work-life balance: Flexible friends of existing employees are likely to

the pool of people who meet your criteria). working will help attract men as well as Diversity mirror the current workforce. At Eurovia and Recruit for aptitude and attitude instead. women who are looking for a healthy work- Ringway, there is a limit imposed of 50% of life balance. Set targets for getting women apprentices recruited from known networks Train your recruiters to remove bias: Make and other under-represented groups into and contacts to widen the talent pool. unconscious bias training mandatory for management roles. everyone involved in the recruitment process. Work with partners: FM Conway and Set targets: Look at ways to focus on getting Connect Plus Services joined forces with local Diverse recruitment panels: People tend women and other underrepresented groups employers and with professional bodies like to recruit in their own image, so do your best into management roles.

CIHT to help attract apprentices. With 46% of to fnd women and people from minority Recruitment corporate partners concerned that they don’t ethnic backgrounds who can get involved on Establish a system of sponsors: To have enough diverse employees to use as role recruitment panels. provide a support network for women and models, creating a pool for use across the underrepresented groups. Insist on a diverse shortlist: Make a sector is an obvious solution. commitment that, where possible, shortlists Establish a lesbian, gay, bisexual and Work with the supply chain: Since January must include at least one underrepresented transgender network: To help change 2012, Transport for London (TfL) has group such as a female candidate. the culture and provide visible backing generated more than 2,500 apprenticeships and support. Challenge your recruitment partners: Hold through its supply chain, of which 55% came Progression Retention and internal and external partners involved in the Focus on tackling unconscious bias: from BAME communities. recruitment process (like search frms) to An example of unconscious bias would be Target specifc groups: Focusing eforts account for delivering more diversity in the using recruitment panels from similar social on a specifc group has more impact than candidate pool. backgrounds or a performance management a scattergun approach. For example, FM network that rewards behaviours like working Conway’s stated priority is to make a real 24/7 which fewer women or people with contribution to the employment of local disabilities may be able to comply with. people from unemployed backgrounds. Inclusion

Next steps for the highways and transportation sector Next Steps

Campaigns Promote case studies Case studies

Develop sector-wide campaigns to Research and promote case studies with The highways and transportation industry recruit and retain diverse talent in the UK a cost-beneft analysis to demonstrate also needs case studies from small- highways and transportation workforce. the link between diversity and business and medium-sized employers, given that success in this sector. Further case studies this is where the bulk of the workforce Appendices highlighting the benefts of action on race, is employed. religion, disability, sexual orientation and social class will show that this is not just a gender issue.

11 Introduction

12 CIHT Routes to Diversity & Inclusion Introduction

How to use the toolkit for Diversity The Case Need facts and fgures to support your Go to Section 2. Page 15 The Case for Diversity. business case?

Want to know how your organisation Go to Section 3. Page 19 Diversity in Highways and Transportation. compares with the sector?

Want to know what others are doing? Go to Section 4. Page 22 Diversity Action on Recruitment, Section 5: Action on Retention and Progression and Section 6: Action on Inclusion.

Want to really make a big diference? Go to Section 7. Next Steps. Page 47

Each section includes case studies The case studies come primarily from CIHT’s corporate Page 49

partners but have been selected because the approach Recruitment and details from highways and can be adapted to the context of an SME. The full list of transportation companies so that you case studies can be found in Appendix 2. can follow up with them directly.

The case studies in this toolkit These themes are based on the Industry-led 10 Steps Page 50 to Improve Women’s Retention and Progression have been linked to a series of best (a framework developed by WISE, the Royal Academy of Progression Retention and practice themes. Engineering and industry partners). More details on these themes can be found in Appendices 3 and 4. For more information on any of the case studies in this report, please contact CIHT.

The links and resources at the end of There is a full list of references at the end of the report. Page 54 each section tell you where to fnd out more about the subject. Inclusion

Joint working with the Royal Defnitions Academy of Engineering In this toolkit, the term diversity is used to describe all the

‘inherent’ diferences between people (e.g., gender, race, age, Next Steps The Royal Academy of Engineering (the Academy) provided faith, socioeconomic background, sexual orientation, disability, the funding for CIHT to deliver this diversity and inclusion nationality) as well as the diferences that people acquire in their project involving its corporate partners. The Academy has also working lives (e.g., inter-generational working, social mobility, developed a similar toolkit (Increasing Diversity and Inclusion cross-cultural experience, technical expertise, language skills, in Engineering – a case study toolkit*) that looks at engineering etc).1 Attracting and retaining women is a priority for most across the diferent disciplines, showcases good diversity and highways and transportation employers in the UK today. The inclusion practice and provides insight into actions taken and toolkit therefore includes several case studies showing what progress made across the sector. Where possible, CIHT is companies are doing to recruit, retain and develop female talent. committed to disseminating and promoting this work alongside Appendices Case studies focused on other minority groups to show what can the toolkit that it has developed specifcally for highways and be achieved are also included. transportation employers. The report uses the term inclusion to describe actions to *http://www.raeng.org.uk/policy/diversity-in-engineering/bis-programme/ employers ensure people feel genuinely included, valued and comfortable being themselves at work and proud of their inherent or acquired diversity.

13 14 CIHT Routes to Diversity & Inclusion Introduction

The Case for Diversity – The positive impact of diversity in business How Diversity and Inclusion Beneft Business for Diversity The Case When businesses embark on this journey, they may fnd it hard to quantify the benefts of diversity and inclusion in their own business. There is a Diversity wealth of evidence to draw on when developing a business case, such as the following: Recruitment

Access to a wider talent pool: Only half of Increased market share: Companies with Creativity and innovation: Diverse teams women with an engineering and technology a diverse leadership are more likely to report are more likely to generate creative solutions. degree work in the sector, compared to two- that they have improved market share or 77% of corporate partners in our survey said thirds of men.2 This means there are many captured a new market in the last 12 months.5 this was a compelling reason to recruit a more women with skills and qualifcations needed diverse workforce. Innovation taken to market: Employees in the highways and transportation sector in companies with a diverse leadership are Pressure from clients: 73% said being able who may be attracted back. Recruiting and

more likely to report that their ideas get to respond positively to increasing pressure Progression Retention and retaining more people from minority ethnic developed or prototyped, and deployed into from public and private sector clients to backgrounds and people with disabilities the marketplace, than those in companies demonstrate a commitment to diversity and would also open up the talent pool. without a diverse leadership.6 inclusion as part of any competitive bid was Engaged and motivated people: A UK a factor. New customer insight: Diverse teams survey of 600 employees in private and public deliver better customer insight because Saving recruitment costs: 68% said saving sector organisations showed over 80% of ‘when teams include even one team member money by reducing staf turnover was a respondents who had worked with someone who represents the team’s target consumer, beneft. This included creating a working they considered to be good at leading on the entire team is more likely to understand environment that is inclusive and welcoming Inclusion diversity felt increased levels of motivation, that consumer’.7 to people from all backgrounds to increase loyalty and performance and were more likely staf engagement and productivity as to go the extra mile.3 Relevance to Highways and Transportation well as reducing attrition and associated Action to improve diversity and inclusion in Better fnancial performance: In December recruitment costs. highways and transportation is critical to 2014, McKinsey found a statistically the capacity, capability and sustainability of Positive reputation: 64% said action on signifcant correlation between the gender the sector. diversity and inclusion would support their aim and ethnic diversity of leadership teams and to demonstrate a commitment to corporate fnancial performance in 366 companies in A shortage of skills in the sector is the Next Steps responsibility, including better refecting the the UK, US, Canada and Latin America. Its strongest driver. 82% of CIHT’s corporate demographics of local communities. fndings related to total revenue, margins on partners surveyed are taking action in earnings before tax and interest and return response to skills shortages to attract and Closer to customers: 59% wanted to better on equity. Companies in the top quartile on retain people who may not traditionally refect the demographics of customers. gender diversity were 15% more likely to have have considered careers in highways and Interestingly, only 5% of respondents in the above median fnancial returns, relative to transportation. 96% of companies surveyed survey said that ‘avoiding legal action’ was industry median. Those in the top quartile anticipate having skills shortages in the future the main driver of their work on diversity on ethnic diversity were 30% more likely. and want to widen their recruitment pools. Appendices and inclusion. Companies in the bottom quartile on both Tackling skills shortages is becoming urgent gender and ethnicity underperformed the to build capacity to deliver expansion of other three quartiles.4 UK infrastructure. Other drivers for taking action on diversity and inclusion include the following:

15 The case for diversity

Case study Eurovia and Ringway Background Eurovia and Ringway make up one of Europe’s leading transport infrastructure companies, providing highways maintenance, network A commitment management, emergency response and environmental services across the UK.

to inclusion Initiatives The company know the diference that helps Eurovia diversity and inclusion can make to winning work, and seeks to identify and respond to and Ringway clients’ particular interests and perspectives on diversity and inclusion even before a bid is submitted. Here are three examples of how better Eurovia and Ringway are raising the bar on Quantifying the Benefts diversity and inclusion to help win work: A third of respondents to the survey understand and said they had already seen a positive • The company is working towards external impact from the actions they have taken. meet the needs accreditation for its work on diversity and The top fve quantifable benefts were inclusion through Investors in Diversity. the following: Once achieved, it will be able to include this of its clients accreditation on all future bids, sending • A greater diversity of recruits, from a a strong signal to clients about its culture wider talent pool. and commitment. – and ultimately • A greater diversity of people progressing • Equality, diversity and inclusion training through the organisation. is ofered to all managers as a matter of win work • Benefts to corporate reputation via routine, but where a client has a particular publicity, benchmarking and awards. interest in the subject, the training is given to all employees working on the project. • Benefts in terms of creativity and innovation. • Respect is an integral component of the Eurovia and Ringway company values, and it • An increase in employee engagement. is also cascaded into the appraisal process at an individual level. Examples of respectful Engaging the Heart as well as the Head behaviours on diversity and inclusion include The most compelling business cases are a commitment not to do noisy work outside usually those which demonstrate fnancial a mosque on a Friday or outside a church gain from diversity and inclusion. However, on a Sunday and translating site plans into in 2014, the global professional services braille to enable better engagement with a frm KPMG found that the commercial nearby school for the blind. case alone is not sufcient for change to happen. Its research encouraged leaders to speak from the heart about diversity and inclusion and about the ‘personal motivation for change, underpinned by sound commercial sense’. KPMG’s senior partner wrote: ‘My own motivation for this change comes from a passion to build a workplace where everyone can be their true selves – black, white, gay, straight, Case Study Themes bipolar, Hindu or obsessive Chelsea fan – these are all things that make us who we Monitoring and measuring are, and suppressing any aspect is bad for people and bad for business’.8 Developing leadership

Diversity as a business imperative

Sharing good practice

Making public commitments

Find out more >

16 CIHT Routes to Diversity & Inclusion Introduction

Case study Mouchel Background The business case for diversity and inclusion in international infrastructure and business services organisation Mouchel, now part Engaging the of the Kier Group was well-established.

Along with 82% of CIHT corporate partners, for Diversity The Case hearts as well concern about skills shortages had driven the company to think more broadly about who it as the minds of attracted into the business – and who they may have been putting of. But, as HR director Ruth Mundy explained, it was when leaders senior leaders began to make personal connections with the subject that things really began to change. has placed Initiatives Diversity Mouchel is as data-driven as any other gender diversity company in the sector, but it is the personal What could other companies learn from connection with diversity and inclusion that Mouchel’s experience? frmly on the has really made a diference in driving change. • There is no doubt that a credible and The following are examples of this personal compelling business case is needed to connection at work: get diversity and inclusion on the agenda agenda of senior leadership. • One senior manager heard from his two Recruitment daughters (both of whom are studying • The business case on its own is rarely engineering) that Mouchel was not visible enough to get people to act. The at a careers fair they had attended – but motivation that leaders need to drive Mouchel’s competitors were. Mouchel change is as likely to come from some changed its approach and now regularly personal connection to the subject. attends careers fairs targeting both female Creating opportunities to engage leaders and male undergraduates. in conversation about why diversity and

Case Study Themes inclusion matter to them can help surface Progression Retention and • Another senior manager had a ‘lightbulb personal, as well as business, motivations moment’ looking at the photograph of a for action. Monitoring and measuring team celebrating a major win on a client contract. Everyone in the team was male • Once the connection has been Developing leadership apart from the PA. established, be ready to respond with practical suggestions for how a personal Challenging bias • A senior leader took part in a taster session concern can be acted on to bring beneft on unconscious bias, which by his own to the business – in Mouchel’s case, for Transparent career opportunities

admission really opened his eyes to the Inclusion example, by attending careers fairs to subtle ways in which habitual thinking and raise the company’s profle amongst both Diversity as a business imperative practice can act as barriers to the attraction, male and female engineering students. progression and retention of women in Sharing good practice engineering. A half-day programme on unconscious bias is now being planned for Find out more > senior team members. Next Steps

i Links and Resources

For an overview of demographic data For a costed business case relevant to For details on how to get accredited as an on women and minority ethnic people highways and transportation, read: Investor in Diversity, visit; in science, technology, engineering and Equality and Human Rights Commission, mathematics (STEM) education and National Centre for Diversity - Appendices employment, read: Chapter 3 of ‘Equality and diversity: good http://www.nationalcentrefo rdiversity.com/ practice for the construction sector’ by Jan home/services/investors-in-diversity/ ‘Not for people like me’ by Professor Averil Peters in association with Melanie Allison, Macdonald.9 The data in this report will help Katalytik.10 in building a business case linked to talent in particular.

17 18 CIHT Routes to Diversity & Inclusion Introduction

Diversity in Highways and Transportation: Data gathering and analysis In the UK, the low number of women working in for Diversity The Case STEM starts with the subject choices that girls make at school. Boys are much more likely to study

science A-level than girls. Diversity

Diversity in Science, Technology, Diversity in Highways and Transportation are more than 25% of its board members Recruitment Engineering and Mathematics (STEM) Construction women; three have none. In 71% of Only biology A-level has female entrants In a study of employee diversity across 50 organisations, women make up fewer consisting of more than half of the class global economies, 14 industrial sectors and than one in ten of board members. Four (57.8%); girls make up barely a ffth of those nine occupations, Forbes ranks construction organisations have no minority ethnic person doing physics A-level.11 12th out of 14th in terms of sector diversity on their board. (gender and ethnicity) – only utilities and The pattern continues into university where 2 Most management roles in the sector are mining do worse. Forbes’s composite women make up just 13% of all applicants held by white men. In half of organisations,

diversity index – which takes into account Progression Retention and to higher education courses in engineering men occupy more than 90% of gender, ethnicity, disability, age and part- and its subdisciplines.12 And it’s the same for management roles. White people occupy time workforce – places transport and those entering industry straight from school: 90% or more of all management roles. communications 9th out of 14 sectors, just 4% of engineering apprenticeships are with manufacturing, construction, utilities 3 Women make up between a quarter held by women.13 and mining 11th, 12th, 13th and 14th and a half of the workforce, depending Women occupy just 13% of UK STEM respectively.18 At the top of the rankings are on the organisation, but they are roles overall. health, hotels and catering, and education. concentrated in certain areas. Almost four out of fve organisations told us that It is a diferent pattern on ethnicity, where A recent Race for Opportunity report Inclusion women occupy less than half of managerial black and minority ethnic (BAME) students shows that construction is amongst the or technical roles. are much more likely to study STEM subjects least ethnically diverse sectors, with 95% of than their white peers. A ffth of all UK- employees being white.19 4 Minority ethnic people make up less than domiciled students on STEM courses in 10% of the highways and transportation Survey results 2012/13 were BAME.14 workforce and are mostly in non- The survey asked employers in the highways managerial roles. Though engineering graduates are becoming and transportation sector for information on more ethnically diverse,15 this doesn’t the diversity of their workforce. Twenty-fve Gaps in data Next Steps translate into employment, with minority of CIHT’s corporate members responded to 5 Not all corporate partners collect groups less likely to be employed in the the survey, and around 60% of those provided information from their employees about manufacturing (7%) and construction (5%) data. The results show there is a long way diversity. Those that do are often not able sectors than their white peers16 and BAME to go. The UK highways and transportation to retrieve information they can gather engineering graduates more likely to be workforce is drawn from a small and dwindling easily or report on it in any meaningful way. unemployed than the overall graduate pool.17 section of the population. There is an urgent 6 Employers were slightly more likely to be Only over 3% of engineering apprenticeships need to attract people from a wider talent able to provide information on gender and are held by minority ethnic people. pool to address future skills shortages.

ethnicity than on disability. Few employers Appendices There is very little data on disability, sexual Key survey fndings are monitoring other aspects of their orientation or other aspects of diversity in the 1 White men hold most of the leadership workforce such as sexual orientation or UK STEM workforce. positions in the highways and social class. transportation sector. In no organisation

19 Diversity

• 46% said that ‘we don’t have enough diverse commitment to diversity stand out from Across engineering employees for us to use as role models to the competition. attract and inspire a more diverse workforce’. as a whole, women How to gather data and minority ethnic • 25% said that ‘the physical environment Most employers routinely record gender and in which we work is not suitable for some age of people joining the company. It is good people are deterred by people such as women, disabled people and practice to collect data on disability, ethnicity, a wide range of factors ethnic minorities’. marriage/civil partnership, religion/belief, sexual orientation, caring responsibilities, • 21% recognised that ‘our workplace culture including reputation and fexible working and working patterns (e.g., can feel unwelcoming to some people full-time or part-time) as well. The Links and non-existent or poor such as women, disabled people and Resources section at the end of this chapter ethnic minorities’. quality careers advice provides guidance on how best to collect this at school about the The Equality and Human Rights Commission information without causing ofence. report on the construction sector In addition to numerical data, companies opportunities available. summarises the issues: ‘Traditional, should also ask employees about their day- paternalistic culture (that is attitudes, to-day and career experiences to fnd out perceptions and practices that shape the whether they feel included. Gather insight construction working environment); weak through the following: supply chain management and lack of supplier diversity; lack of communication • Surveys: Either a specifc survey or by Barriers to diversity and inclusion regarding equality and diversity progress and cutting data from a generic employee According to McKinsey20, there are four emerging issues that require focus; weak survey by diferent demographic groups to diferent kinds of barrier to unlocking the focus on human resource management; identify specifc issues. potential of women at work. These barriers lack of detailed data on employees and • Face-to-face engagement: There are operate for other underrepresented groups recruitment practice; downward trends in skill several ways of doing this: through informal as well: levels, quantity and diversity of entrants’.22 one-to-one conversations, focus groups, - Institutional mind-sets (sexist culture, Why gather workforce data? structured interviews, staf networks leaders who expect women to behave Gathering data about workforce or consultation/engagement events. like men, organisations that do little to demographics is a vital frst step for the Confdentiality is obviously critical, as is accommodate people with disabilities) following reasons: taking action on the feedback and being seen to do so. - Individual mind-sets (how confdent 1 Tracking workforce diversity establishes a employees are, their levels of ambition, starting point from which you can monitor their success in fnding a mentor or progress on diversity and inclusion. It sponsor) enables frms to make evidence-based - Structural barriers (unconscious bias in decisions about where and how to invest recruitment policies and processes, access resources to retain talent, increase to networks of people and role models) engagement or remove barriers to career progression for women, minority ethnic - Lifestyle choices (the choices employees people and others. make about the environment they want to work in, work-life balance, fexible working) 2 Gathering diversity data allows businesses to benchmark the diversity of their A lack of visible role models, too few workforce against that of competitors, mentors and discrimination also play a part. the local community or the graduate According to a study by the Royal Academy applicant pool. of Engineering21, minority ethnic people Did you Know? The Association for Black Engineers face barriers relating to the biased recruiting 3 By asking employees to provide (AFBE-UK) runs ‘Making Engineering practices of employers – such as recruiting information about ethnic background, Hot!’, A campaign to make engineering from a narrow ‘Russell Group’ pool of disability, religion or sexual orientation – a viable career choice for people from universities – and holding an ‘ethnocentric and telling them how the data will be used black and minority ethnic backgrounds. image of the archetypal “professional’’. – companies are letting their staf know that fairness in recruitment, retention Campaign activities include engaging Unwelcoming image and progression matters. This is good young pupils in schools, colleges and The CIHT survey provides some insight into for employee engagement as well as universities as well as their parents in barriers in highways and transportation: corporate reputation. considering careers in engineering through ‘role models, sponsoring • 58% of companies believe that they need 4 Many clients – not only in the public science related taster courses, to make themselves ‘more attractive to sector – want to be able to assess the university surveys and CV clinics, potential applicants because our sector performance of suppliers on diversity awards in recognition of success has a reputation for not welcoming as part of a bid. Those who can provide stories in engineering or leadership’.23 diverse candidates’. workforce data and demonstrate

20 CIHT Routes to Diversity & Inclusion Introduction

Case study Morgan Sindall Background Construction company Morgan Sindall monitors and reviews the progress of diversity At Morgan and inclusion through its board. The CIHT’s corporate partners survey found for Diversity The Case that 63% of companies also made their board Sindall the board or executive committee responsible. The company’s work on diversity and inclusion and executive is primarily driven by the need to attract talented people from the widest possible team regularly pool. Ensuring its board and executive team have regular sight of data on diversity and inclusion means the issues are kept high on measure the agenda. Diversity For the board of Morgan Sindall, the diversity and Initiative data alone was important, but it wanted The construction and infrastructure more information and to build its own company’s board receives a detailed understanding about diversity and inclusion inclusion monthly report on workforce demographics in the company. A workshop had been that provides it with a regular insight into developed for the business, which explored the recruitment, retention and development what diversity is, why it matters and the

of diverse talent. The data includes the diference it makes to business success Recruitment following: and looked at what the company does well - Current workforce data for management, and where it could do more and better. ofce-based staf, technical staf and The board heard about the workshop and employees on site, by gender, full and part- asked for its own session. Since then, over time working, ethnicity and age. 300 people in the business have been on the programme, over 90% of whom rated - Diversity data on promotions, learning and the programme as ‘extremely’ or ‘mostly’ development, and leavers. relevant to their role. Progression Retention and - Exit interview data analysed by gender, ethnicity and disability.

Case Study Themes

Monitoring and measuring Inclusion Developing leadership

Sharing good practice

Find out more > Next Steps

i Links and Resources

For more about how to gather the data For a sample data collection form, visit: For examples on how to collect data that will help you track and measure both Royal Academy of Engineering – on disability, read: Kate Nash’s 2014 individuals’ careers and the investment in www.raeng.org.uk/publications/other/ publication Secrets and Big News24– action on diversity and inclusion, concordat-resource-guide www.katenashassociates.com/book visit: KPMG – Appendices www.kpmg.com/uk/en/issuesandinsights/ articlespublications/pages/cracking-the- code-research%E2%80%93behavioural- For information on how to ask questions on diferences-in-the-workplace.aspx sexual orientation, visit: Stonewall www.stonewall.org.uk/at_work/research_ and_guides/4907.asp

21 Recruitment

Action on Recruitment: Attracting a more diverse workforce This chapter sets out what actions can be taken to increase diversity when employing new staf, looking at apprentices, graduates and experienced personnel.

Apprentices 3 Work with partners: FM Conway and Since 2010, over two million people have Connect Plus Services (see case studies started apprenticeships in England25. below) joined forces with local employers However, with young white men making up and with professional bodies like CIHT the majority of engineering and construction to help attract apprentices. With 46% of apprentices, there is more that employers can corporate partners concerned that they do to increase interest from minority ethnic don’t have enough diverse employees to people and women. use as role models, creating a pool for use across the sector is an obvious solution. Here are fve steps that companies can take to create opportunities for apprentices 4 Work with the supply chain: Since from a more diverse talent pool, drawing on January 2012, Transport for London work already underway by CIHT’s corporate (TfL) has generated more than 2,500 partners: apprenticeships through its supply chain, of which 55% came from BAME 1 Profle women and minority role models: communities. In March 2014, TfL targeted In 2013, the National Apprenticeship women and BAME students to attend Service launched a flm to encourage an Apprenticeship Insight Day, bringing young people to explore apprenticeship together around 10 TfL suppliers opportunities in the construction ofering more than 300 live vacancies for sector. The flm includes an interview Year 13 pupils. with Regina Tumblepot, who works on the BBMV joint venture on Crossrail’s 5 Target specifc groups: Focusing eforts C510 Whitechapel and Liverpool Street on a specifc group has more impact than Station Tunnels project. Talking about her a scattergun approach. For example, FM experience with Morgan Sindall, she said: Conway’s stated priority is to make a real ‘My apprenticeship has given me the best contribution to the employment of local of both worlds: the opportunity to earn people from workless backgrounds. while I learn, achieve a well-respected qualifcation, whilst gaining valuable, hands-on experience. I would defnitely encourage more young people to think about doing an apprenticeship’.

2 Recruit outside family networks: Apprentices recruited from the family and friends of existing employees are likely to mirror the current workforce. At Eurovia and Ringway, there is a limit imposed of 50% of apprentices recruited from known networks and contacts to widen the talent pool.

22 CIHT Routes to Diversity & Inclusion Introduction

Case study FM Conway Background Skills shortages now and in the future mean infrastructure services company FM Conway needs to attract recruits who might not FM Conway’s have previously considered a career in the

highways and transportation sector. for Diversity The Case partnership with Initiative

Skills shortages, a commitment to the London supporting the local economy and the need

to demonstrate to clients that it is making a

contribution to local labour and training needs Highways all combined to make a powerful case for FM much they value their time with the frm: Conway partnering with the London Highways Academy of Academy of Excellence (LHAE) to ofer a Diversity two-week induction programme for would-be ‘They made it easy for me’, ‘It’s easy to Excellence helps apprentices from unemployed backgrounds. be yourself here’, ‘It’s all right. You can have a laugh’. LHAE recruits would-be apprentices for the family-run the programme through a range of sources So what can other employers learn from (including local apprenticeship fairs, prisons FM Conway’s experience? infrastructure and ex-ofenders), all with the aim of • Taking a collaborative approach to

accessing the most socially excluded groups. Recruitment Participants on the programme (all men addressing skills shortages and social services so far) come from a wide range of socio- exclusion helped Conway reap the beneft economic and ethnic backgrounds. of recruiting three new apprentices. company Joining forces with other employers The two-week programme covers health, locally or via professional bodies like CIHT to recruit safety and welfare in construction, customer can help create motivation and generate service, understanding construction better results rather than trying to tackle technology, professional behaviour, these big collective issues of diversity and apprentices employability and future careers. At the end of inclusion on your own. Progression Retention and the programme, highways and infrastructure from employers in the local area post vacancies on • Prioritising one aspect of your work the programme, giving recruits immediate on diversity and inclusion – such as access to local job opportunities. addressing social exclusion or increasing unemployed the percentage of women recruits – can It is clear that the LHAE programme benefts help deliver results quicker than spreading backgrounds participants in diferent ways: resources across the whole agenda.

Liz Garvey, head of HR at Conway, Inclusion • The tone of the programme is encouraging knows there is more to do on this, and empowering. It helps build the but, for the moment, Conway’s stated confdence of participants, exposing them priority is to make a real contribution to to new people, ideas and environments. the employment of local people from (For many, these will have been their frst unemployed backgrounds, irrespective experiences of a professional workplace). of gender. • The collaborative approach of employers in • The approach a company takes to advertising vacancies on the programme diversity and inclusion needs to sit Next Steps makes it easier for participants to identify well with the overall culture of the and apply for opportunities there and then. Case Study Themes organisation. Conway is a family-run But there are also benefts for Conway. By company with a workforce of just over Challenging bias working so closely with LHAE, the company is 1,500 employees and subcontractors, given access to a group of work-ready and the apprenticeship programme aims Transparent career opportunities apprentices with motivation and insight into to create a supportive environment for careers in highways and transportation. In participants as well.

Diversity as a business imperative fact, Conway recruited three apprentices Appendices from the 2013 intake to permanent roles with Sharing good practice the company. Just a few minutes in the company of the apprentices confrms how Using role models

Find out more >

23 Recruitment

Case study Connect Plus Services (CPS) Background Get Into Highways is a programme for unemployed women and men aged 18 – 25 who are job-ready but who have so Collaboration far been excluded from employment. The programme is designed and organised by with the Prince’s Connect Plus Services (CPS) – a consortium of companies responsible for management Trust helped of the M25 and key arterial link roads – in consultation with CITB National Construction Connect Plus College at Erith and the Prince’s Trust. Initiatives Services (CPS) Applicants to the programme are identifed through local job centres and the Prince’s Head of HR Christina Brown is proud Trust Outreach Services. Get Into Highways that Get Into Highways was recently recruit three aims to teach participants technical and shortlisted for an industry award and is employability skills (such as manual handling, prouder still about the benefts of the new apprentices trafc management communication, programme for young people and for teamwork and reliability) and to give them CPS overall, which include the following: direct experience of the workplace through • Strengthening links with the local and change work shadowing, mentoring, buddying and community through ofering training and placements, often for the very frst time. young lives in employment opportunities to socially It is a two-year programme, with participants excluded young people. attending college for three weeks every two • Having the opportunity to get to know the process months. On completion of the programme, potential employees frst-hand. participants are awarded qualifcations, which enable them to pursue a career in the • Greater workforce diversity by recruiting highways and transportation industry. people to the programme who may not previously have considered careers in The frst programme was launched in May highways and transportation. 2014. Twenty-four young people expressed an interest. Eleven were awarded places, • Helping change young lives by giving of whom three have since been ofered them the frst foot on the employment apprenticeships with CPS. One of the ladder. successful apprentices is Niamh Mallaghan, a 24-year-old woman who had always wanted Former Highways England Chief Executive to get into construction, but could not see Graham Dalton endorsed the programme, how it would be possible until now. ‘I was a saying, ‘The Highways Agency [Highways bit of a tearaway, and I left school at 14’, she England] aims to be the world’s leading said. ‘Lots of my women friends became road operator, and to deliver this social workers, but women are just as capable challenging vision, we and our contractors as men and work just as hard, so there’s no need talented people with skills from all reason they shouldn’t be in roads. I’ve always parts of the community to come and liked working with my hands, being outside. work with us. We are delighted to support My ambition at the end of the two years is Connect Plus Services on this innovative to get a job in trafc management, putting training programme. I congratulate all out the cones, barrier repair work, that kind those who have taken part’. Case Study Themes of thing’.

Monitoring and measuring

Challenging bias

Transparent career opportunities

Sharing good practice

Using role models

Find out more >

24 CIHT Routes to Diversity & Inclusion Introduction

Improving the Recruitment Process 9 Promote your commitment: Be • Jaguar Land Rover sponsors the There are some key actions that will make explicit about your commitment to Range Rover Evoque WISE Scholarship. a diference when encouraging women and diversity and inclusion throughout the The scholarship provides one female ethnic minorities to take up a career in the attraction and recruitment process. undergraduate student and one female highways and transportation industry and to If you do not mention it, people from engineering apprentice with £1,000 per year stick with it: underrepresented groups may assume for three years, mentoring support and a for Diversity The Case you are not interested in them. summer placement. 1 Review the images and language used in marketing campaigns: 10 Explain opportunities for fexible Find out more at What message are you giving to working and a good work-life balance: www.wisecampaign.org.uk/about-us/wise- potential recruits? Only 48% of corporate partners are projects/the-range-rover-evoque-wise- currently using fexible working to attract scholarship 2 Engage with community and retain talented employees. Flexible organisations: Build relationships with • The Royal Academy of Engineering ofers working will help attract men as well as

local religious centres, youth clubs and advice on attracting minority ethnic Diversity women who are looking for a healthy childcare centres to promote training and candidates into engineering, including work-life balance. work opportunities in the local area. engaging with a broader range of schools Role Models and universities and recruitment channels 3 Review recruitment practices: With 60% of girls putting of careers in (including using free newspapers such as For example, remove or reduce the science and engineering because of a the Metro). requirement for applicants to have a fxed lack of female role models,28 it is clear that number of years of experience (which Find out more at taking and creating opportunities to profle automatically restricts the pool of people www.raeng.org.uk/publications/reports/

women already working in highways and Recruitment who meet your criteria). Recruit for qualitative-data-gathering-ethnic- transportation has the potential to make a aptitude and attitude instead. minorities big diference. The same logic would apply to 4 Train your recruiters to remove minorities. • The Timewise Part-time Power 50 was bias: Make unconscious bias training launched in 2011 to challenge the myth Role models in action mandatory for everyone involved in that part-time working is only for low-status the recruitment process. In its 2013 • Mott MacDonald employee Yewande jobs. Included in the 2014 list is Jo Mofatt, survey to benchmark the performance Akinola is one of a number of inspirational a chartered civil engineer and operations of employers on race and ethnicity, young, black and minority ethnic engineers manager with Atkins, leading a team of 70. Progression Retention and Race for Opportunity found that the featured on the website Tomorrow’s She started her career at Atkins 18 years 29 best-performing organisations provided Engineers. ago and for the past 12 years has worked unconscious bias training for all those Find out more at on a part-time basis. According to her entry involved in recruitment.26 www.tomorrowsengineers.org.uk/inspire in the Part-time Power List, ‘Jo’s major career progression has happened while 5 Diversify recruitment panels: People • In partnership with the Royal Academy of working part-time; she has successfully tend to recruit in their own image, so do Engineering, Rolls-Royce and BP, Atkins moved from technical work to project and your best to fnd women and people from published ‘Britain’s got talented female business management, including a key role minority ethnic backgrounds who can get Inclusion engineers’, profling successful women in as delivery manager during the London involved on recruitment panels. 30 engineering. 2012 Olympics and her current senior 6 Insist on a diverse shortlist: Make Find out more at management position’. a commitment that, where possible, www.raeng.org.uk/publications/other/ Find out more at shortlists must include at least one britains-got-talented-female-engineers www.timewise.co.uk/power-part-time/ female candidate. • Shefeld Hallam University’s flm about 7 Challenge your recruitment partners: young women in engineering31 features

Hold internal and external partners Next Steps Morgan Sindall employee Terri Seel Did you Know? involved in the recruitment process (like describing her job as a civil engineer: ‘Every search frms) to account for delivering day I got to go in, and set something out, #NotJustforBoys more diversity in the candidate pool. and create something, and then I built In January 2015, the UK government something that was really tangible. Trains go 8 Sign up to diversity kitemarks: The launched a social media campaign to over the viaduct that I built. Every time I see government’s ‘two ticks’ pledge ofers encourage girls and women to enter the bridge or the viaduct I get a smile and a a guaranteed interview to qualifed sectors which have historically been sense of pride’. applicants with a disability. Be Fair is a dominated by men. diversity and inclusion kitemark for the Find out more at Appendices construction industry.27 www.youtube.com/watch?v=utXsnDlX_GU

25 Recruitment

Case study Amey Background Amey, a leading infrastructure services provider, is taking a range of approaches to Amey’s focused marketing career opportunities for women. Initiatives approach to • Over 100 Amey graduates working across the country as STEMNET ambassadors, targeting schools and encouraging girls to attract talented study maths and engineering.

• Hosting events and activities across the women into the country to support National Women in Engineering Day (NWED) to help bridge industry the skills gap and inspiring girls and young women to pursue a career in engineering. Alongside work to attract women into the company, Amey also works with its • Featuring young women employees as role recruitment team and people managers models in videos to inspire girls to take up to raise awareness and understanding careers in engineering. on diversity and inclusion. Inclusion is • Establishing direct links with local schools now a mandatory module within the to encourage girls to take up apprenticeship Amey Academy programme for new opportunities. people managers, and all employees with recruitment and selection responsibilities • Banishing the stereotypical image of men are required to attend diversity awareness in hard hats from their external marketing training to minimise the risk of bias and advertising as well as their internal discrimination in the recruitment process. communications material. Amey is pleased that the work appears • Taking part in industry social media to be delivering tangible results; across campaigns to help promote women in to the business, 24% of the workforce is the sector, for example #notjustforboys female, and this number is continuing and #ilooklikeanengineer to rise. Amey has also established a • Entering prestigious awards throughout the ‘Women at Amey’ and a ‘Women in STEM’ year to ensure the women in our business steering group to develop and coordinate are recognised for their achievements activities to promote the representation across the industry. of women across the business. They have ring-fenced apprentice, technician and Amey has taken two distinct approaches graduate vacancies for women, signed up to attracting female talent with its external to the Industry-led 10 Steps to Improve marketing material. One approach is to Women’s Retention and Progression and use direct messaging, for instance in set formal targets for addressing aspects Case Study Themes communicating its support for National of gender inequality. Women in Engineering Week and for the business benefts of gender diversity Challenging bias more generally. Secondly, Amey is taking a Supporting retention and more integrated approach, for instance by development profling women in its marketing material, advertising employment opportunities to all. Proactive career break support A particularly powerful recruitment campaign used targeted imagery and messaging to Diversity as a business imperative connect young women and men in Amey with their childhood interests and career Sharing good practice ambitions, helping girls at school and university see where studying STEM subjects Making public commitments now might take them in the future.

Using role models

Building staf networks

Find out more >

26 CIHT Routes to Diversity & Inclusion Introduction

Case study Morgan Sindall Background According to the UK government’s Department for Work and Pensions32, around 16% of working-age adults have a disability. Morgan Sindall But with only 0.4% of Morgan Sindall’s

contractor workforce declaring themselves for Diversity The Case seeks to raise disabled, this suggests a signifcant number of people at work who have a hidden disability awareness (like dyslexia or a hearing impairment). As the number of older people in work increases, the likelihood increases of employees having of hidden hidden age-related disabilities. For companies in the highways and transportation sector, disabilities, and this can represent a real risk to the health and Diversity safety of employees. After a successful four-week work placement supported by a mentor in recruit disabled Initiatives Morgan Sindall, he then went on to apply Recognising this – and being aware of a small for a six-month temporary contract with number of employees with hidden disabilities talent the company. Three years later, he is still – Morgan Sindall, a UK construction, with Morgan Sindall, a valued employee in a infrastructure and design business with senior administrative role. 3,800 employees in a network of local ofces, put in place a number of initiatives to raise As a result of its commitment to recruiting Recruitment awareness and create a more inclusive and retaining disabled talent, Morgan environment for people with disabilities. Sindall is proud to have been awarded the UK government’s ‘two ticks’ disability One of the most successful interventions was accreditation , which it uses in its external a workshop designed for all employees and communications and recruitment. The contractors working on the M1/A1 Highways ‘two ticks’ symbol sends a strong signal of Project. It was a low-cost, practical and commitment on disability, and is awarded to interactive session, aiming to give people an employers who agree to Progression Retention and insight into living with a hidden disability. Its impact, though, was huge and unexpected. - interview all disabled applicants who The experience of participating in the meet the minimum criteria for a job workshop encouraged one employee to vacancy and to consider them on speak up – for the very frst time – about the their abilities; impact of colour blindness on his day-to-day - discuss with disabled employees, at work. The company put in place simple and any time but at least once a year, what immediately efective changes to signage you can both do to make sure they can Inclusion that made the working environment clearer develop and use their abilities; and safer for other people afected by colour blindness. The workshop is still running a - make every efort when employees Case Study Themes year on. become disabled to make sure they stay in employment; The company also approached Remploy Monitoring and measuring to explore work placement opportunities - take action to ensure that all employees develop the appropriate level of disability Challenging bias for people with disabilities on the Highways

Project. There was some doubt and awareness needed to make these Next Steps Reviewing job design resistance internally regarding the legal commitments work; and and safety implications of employing - review these commitments every year someone with a disability. But the success Transparent career opportunities and assess what has been achieved, of the initiative means that the Highways plan ways to improve on them and let Project embraced it. The company has Supporting retention and employees and Jobcentre Plus know benefted enormously from the relationship development about progress and future plans. with Remploy and has some very positive experiences to share, including its placement Diversity as a business imperative Appendices of Harminder Rehal. He joined the Highways Sharing good practice Project in 2011 on work experience as a document controller, having previously faced Supplier diversity multiple barriers to work with other employers due to his disability. Find out more >

27 Recruitment

Case study Atkins Background In 2011, Atkins (one of the world’s most respected design, engineering and project management consultancies) established Being explicit a gender balance focus group under the sponsorship of the UK executive. The aim with prospective of the focus group was to develop a gender balance improvement plan that would help employees increase both the numbers and the seniority of women within Atkins in the UK. about the Initiatives It was clear to the focus group that something needed to be done about how the company company’s was selling itself to prospective employees. Finally, a new employee brand was inclusive The frst step was to update Atkins’ website developed, with the aim of providing and careers pages so that it made explicit candidates with an insight into working the company’s commitment to collaboration, at Atkins now and in the future. culture has inclusivity and fexible working and celebrated The company’s careers website the thought-leadership, publications and (http://careers.atkinsglobal.com/) helped Atkins projects led by women employees. The site features a range of personal and inspiring now explicitly promotes Atkins’ support for stories from existing employees across fexible working and talks about the wide the business. achieve a better range of family-friendly benefts ofered for By 2014, the percentage of women new and returning parents (including childcare graduate recruits joining Atkins had gender balance vouchers, enhanced maternity pay, retention increased to 28%. of company cars and laptops during maternity amongst its leave, professional support networks and a So what can other companies learn from maternity returner’s bonus payment). Atkins’ work to improve the gender balance in recruitment? graduate recruits Secondly, job descriptions were amended to make explicit Atkins’ support for fexible • Use personal stories to bring the culture working for all employees. The majority of job of your company to life for prospective descriptions for roles in Atkins now contain employees, and help them connect with the following statement: the culture as well as the work of your ‘Atkins recognises that there are many organisation. well-qualifed people who are looking to • You can use your company’s purchasing Case Study Themes further their career in engineering but who power to oblige search frms to provide cannot commit to full-time employment. you with gender-balanced shortlists. Monitoring and measuring We support fexible working arrangements Do not accept the excuse that there are and are interested to discuss how we can not enough diverse candidates with the Challenging bias accommodate individual requirements’. necessary skills and experience. All of the head hunters working with Atkins Flexible working It is important to Atkins that this is not just are briefed on the company’s commitment a one-of series of interventions, and work to improving gender balance. The briefng Transparent career opportunities is already underway to ensure sustained includes an explicit contractual request to progress in developing the strategy for the the agencies to present gender-balanced Supporting retention and next three to fve years. development shortlists for future roles wherever possible.

Proactive career break support

Diversity as a business imperative

Sharing good practice

Using role models

Building staf networks

Find out more >

28 CIHT Routes to Diversity & Inclusion Introduction

Case study Connect Plus Services (CPS) ‘It’s my dream job’, says Kelly Regan-Mears, describing her role as communications and stakeholder manager for CPS, in which she heads a team of seven people Flexibility on and has responsibility for all internal and

external communications including with for Diversity The Case all sides brings subcontractors. ‘But I have another dream job too, which is being a mum, and I didn’t want to benefts to give up on either role’. Kelly had 12 years of experience in the Connect construction industry before having her frst child and had loved it. It was a former colleague who now worked at Connect Plus Plus Services Diversity who told her about the manager vacancy, Kelly’s fexible approach to the work and and Kelly knew immediately this was the job the changes made to the role by CPS at (CPS) and its for her. The only problem was the role was the beginning mean the arrangement ofered on a full-time basis, and she wanted works well. She has a weekly team meeting, employees to work two days a week. Her new manager plans work in advance and delegates where saw the contribution she could make to the she can. She is also on call every second business, and an agreement was reached. week. ‘The business has been fexible’, Connect Plus Services adjusted the scope she explains, ‘so I want to be fexible in Recruitment of the role, and Kelly adjusted her childcare return. There are days when I don’t see arrangements, and the role was organised on my children, but I feel I’m doing this for three days a week. them too’. Case Study Themes Kelly encourages other employers in the sector to do more to promote fexible and Reviewing job design part-time working as this is one way to Flexible working recruit and retain talented people who are

not able to work full-time. ‘My feeling is, it’s Progression Retention and Supporting retention and better to have me on a part-time basis than development not at all’, she says.

Sharing good practice

Find out more > Inclusion

i Links and Resources

For guidance on recruiting To fnd out how to reach and recruit more To fnd out how to tempt qualifed and diverse talent, visit: people who are currently unemployed, visit: experienced engineers back from a career break, visit: The Clear Company – Business in the Community’s Generation Next Steps www.theclearcompany.co.uk Talent site – WES (the Women’s Engineering Society) to www.bitc.org.uk/programmes/generation- fnd out about ‘returnships’ – Construction Industry Training Board’s talent www.wes.org.uk/ Be Fair Framework – www.citb.co.uk/employer-support/ fairness-inclusion-respect-framework/ To fnd out information on disability For comprehensive guidance on enabling National Centre for Diversity – accreditation, visit: fexible working in your organisation and

case studies on how it works in practice Appendices www.nationalcentrefordiversity.com The UK Government’s ‘two ticks’ disability including in the engineering sector, visit: symbol – www.gov.uk/recruitment-disabled-people/ The Equality and Human Rights encouraging-applications Commission to fnd out about ‘A Short Guide to Flexible Working’ – www.equalityhumanrights.com/publication/ short-guide-fexible-working

29 Retention and Progression

Action on Retention and Progression: Retaining and developing a more diverse workforce

1 Setting Targets 2 Policy Review Targets are aspirational and diferent from Policies and processes around performance quotas, which are enforced. (Quotas, in the management, promotion and progression UK at least, are illegal). Many companies can introduce barriers and unintended set targets for getting women into bias. Policies and procedures to ensure management roles. Targets could be used transparency go hand in hand with diversity in a similar way to focus attention on other and inclusion. According to Opportunity underrepresented groups. Now34, ‘regular and transparent performance review, objective setting and appraisal processes’ and ‘clear defnition of roles/levels to help you understand what is expected at the next level’ are the two forms of employee support most requested by both women and men in work.

Shell has set itself two measurable targets Case study Shell on diversity and inclusion:

• To increase the representation of women Shell set targets in senior management to at least 20% in the long term; in 2014, 18.2% of senior management positions were held for diversity by women.

• To have local people fll more than half the senior management positions in every country in which Shell operates; in 2013, 32% of countries had a majority of local nationals in senior leadership positions.

Case Study Themes

Monitoring and measuring

Diversity as a business imperative

Sharing good practice

Find out more >

30 CIHT Introduction The Case Diversity Recruitment Retention and Inclusion Next Steps Appendices

for Diversity Progression 31 Routes to Diversity & Inclusion Diversity to Routes involvement with the Horizons Mentoring Mentoring with the Horizons involvement male inspire which seeks to Programme, London in South ethnic youth black minority in engineering. The a career consider to with this work continue to intends network the ahead, infuencing in the years Horizons pool. recruitment of Arup’s diversity events, including awareness raising around around raising including awareness events, through exchange the benefts of cultural assignments. long term external where holds events network The their share to invited are speakers Lammy David example, For experiences. talk about came in to Tottenham, MP for and career. experiences his background, because Arup relevant particularly was This project in a regeneration has been involved in Tottenham. Arup has also initiated Cultures Connect inter-cultural understanding, challenge understanding, inter-cultural and diference and value preconceptions, that this can innovate to the opportunities called of this is an event bring. An example a series over which explained Islam@Arup, the in each ofce of lunchtime presentations faith. the Muslim to signifcant of Ramadan HR, the assists Cultures In addition, Connect leadership Arup’s Group, Steering Diversity on information providing and individuals and diversity cultural to issues relating change in the frm’s positive advocating holds internal network The operations. foster an inclusive and equal opportunity and equal opportunity an inclusive foster individual that respects environment work bring can what they and values diferences and our industry. the frm, our clients, to specifc on the focuses Cultures Connect with and challenges associated opportunities employees all empowering diference, cultural to perform to of their backgrounds regardless their fullest potential. of awareness increase aims to network The within Arup that exists diversity the cultural inclusion, foster greater encourage so as to Connect Cultures Network Network Connect Cultures and religious cultural, is the Arup This launched and was network ethnic diversity is to aim of the network in 2014. The they would be more comfortable being comfortable be more would they be to It is this ability at work. themselves an which creates authentic in the workplace can thrive. everyone where environment to championing LGBT rights as one of the championing LGBT to join to behind their choice factors overriding meant approach Arup’s felt the frm. They This is a frst for Arup. Connect Out is Connect Arup. for is a frst This who joined Arup employees of four aware its dedication cite who specifcally recently promotion of Arup as a great place to work. work. to place of Arup as a great promotion in Construction” Arup is leading an “Equality this year, in London at Pride group walking frms within the industry. other joining several the previous year. year. the previous staf engagement and to all contributes This survey 2014 indicated that 96% of network 96% of network that 2014 indicated survey in culture the workplace consider members and bisexual of lesbian, gay Arup inclusive 68% from is an increase people. This (LGB) inclusive workplace. inclusive workplace. Index Equality the Workplace from Results The positive work of the network has been of the network work positive The who presented Stonewall by recognised Group Network Performer them with a Star an achieve to their eforts in 2014 for award to the network and social events such as flm and social events the network to organised. nights are taken up long-term assignments in countries assignments in countries up long-term taken be gay. to it is seen as unacceptable where attached scheme is also a mentoring There in 2012. has the network of its global reach, In terms staf who have LGBT support to hard worked BP spoke at their Annual Lecture. Arup Lecture. at their Annual BP spoke join the engineering frm to the frst were Champions programme Diversity Stonewall’s for both internal and external role models to models to role and external internal both for about their experiences the network speak to from Brown Lord example, For and careers. The network has a steering committee and committee has a steering network The the year throughout events holds numerous staf and both by attended well which are an opportunity also provide Events clients. creating a positive environment for all LGBT all LGBT for environment a positive creating support and help aims to network The staf. in the workplace. comfortable feel people to Connect Out Network in role a key plays Network Out Connect The Retention and Progression

Case study EM Highways Background CIHT’s survey of its corporate partners found that managers and HR tend to share responsibility for delivery of an organisation’s EM Highways, diversity and inclusion strategy. EM Highways involved both HR and managers in a review of its policies, governance and priorities on now part of diversity and inclusion to build engagement the Kier Group, and ownership right across the business. Initiative Following a 2012 Investors in Diversity35 audit, reviewed the HR team in EM Highways reviewed and updated all its policies and procedures on its policies, diversity and inclusion. To ensure consistency The company also identifed three core across all business units, the review needed priorities on diversity and inclusion, which governance to be led from the centre. The comprehensive worked right across the organisation: framework that was produced as a result included nine statements that ensured the • People: To communicate, develop and and priorities company was compliant with its statutory coach employees, and to ensure that obligations and created a solid foundation for people were informed, understood to create solid the future. The nine statements were: and committed to shared responsibility towards equality, diversity and inclusion. • Equality, diversity and inclusion policy • Service delivery: To take appropriate foundations for statement. steps to deliver products and services • Equality, diversity and inclusion policy. that (OM)customers could access and the future that took account of their diverse needs. • Employee development policy. • Supply chain: To demonstrate that due • Recruitment policy. consideration had been given to the use • Dignity at work policy. of small- and medium-sized employers (SMEs) and supported businesses within • Code of ethics. the supply chain. • Company standards policy. HR then worked with line managers to draw • Grievance procedure. up equality, diversity and inclusion action • Capability procedure. plans for each of the business units.

At the same time, the company reviewed its governance of diversity and inclusion and established a national steering group to lead the work. EM Highways wanted to increase employee engagement in diversity, so employees from across the range of management levels, roles and geographies were invited to join. An immediate priority Case Study Themes was to establish and analyse indicators of performance on diversity and inclusion in Monitoring and measuring the business.

Developing leadership

Challenging bias

Supporting retention and development

Sharing good practice

Making public commitments

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32 CIHT Introduction The Case Diversity Recruitment Retention and Inclusion Next Steps Appendices

for Diversity Progression 33 37 Routes to Diversity & Inclusion Diversity to Routes and to top people outside top and to – The tendency to sponsor people who are people who are sponsor to tendency The have to likely more are us’ means men ‘like Combined than women. sponsor a career of at the top of women with the scarcity impediment this acts as a serious companies, careers. women’s to protégés visible to other leaders within leaders other visible to protégés the company career to you can connect They as well. assignments and stretch opportunities struggle to you when air cover and provide challenging assignment. a particularly master gaps and on skill critical feedback ofer They In can do. of what you perception your expand act’. sponsors advise; short, mentors 36 particularly in male-dominated in male-dominated particularly – Talent Development Talent

a range of bespoke development activities activities development of bespoke a range and professional personal address to do activities Development development. include and may expensive be to need not models and mentors role to access informal coaches, like activities formal as more as well and learning and bespoke sponsors programmes. development Innovation Talent for US-based Center The 3 employees talented ofer companies Some as women (such groups in underrepresented to access ethnic employees) and minority mentor, coach or role model, CTI describes model, CTI or role coach mentor, in infuence of a sponsor as a senior person their ‘make who is able to an organisation comes down strongly in favour of sponsorship sponsorship of favour in strongly down comes in career as the critical factor women for success a from Distinguishing a sponsor sectors. underrepresented underrepresented a sponsor. have groups talented women and women talented other people from who are not already already not who are doing so should that sure make the highways and the highways sector transportation Companies in Companies Retention and Progression

Action on Recruitment: Attracting a more diverse workforce

In order to ensure objectivity, consistency and fairness in its selection processes, and to increase the diversity of the talent pool, Arup has run recruitment skills workshops for 200 hiring managers. Workshop subjects include the importance of fairness, equality and understanding and minimising the impact of unconscious bias. There has been a conscious efort, by the graduate recruitment team in particular, to make managers aware of the risks associated with drawing a large number of candidates from a small pool of universities. They have already seen some positive impacts, for example, 26% of graduate hires were female in 2011 and this has risen to 36% in 2014. They have also increased the number of nationalities from 19 to 33 and widened the pool of graduate universities from 33 to 74.

34 CIHT Routes to Diversity & Inclusion Introduction

Case study Atkins Background Over the last three years, Atkins has sponsored the participation of more than 230 female employees in an Investing in externally-run Women’s Development

Programme. Sponsored by its chair, Allan for Diversity The Case women’s Cook, this four-day programme is a core component of Atkins’ overall plan to improve the company’s gender balance. development is The programme is targeted specifcally at women who are actively seeking to a crucial feature progress their careers within the company and those who wish to participate can

nominate themselves. Diversity of Atkins’s Shifting the gender balance in Atkins is a Initiatives long-term commitment. The company is approach The programme is structured around realistic in its expectations that it cannot four workshops: achieve its goals with the development programme on its own, and that it will to achieving • Future Focused. take time for the percentage of women • Confdent Communication. at senior levels to increase. However, a gender- feedback from the frst 123 women who • Authentic You. Recruitment have attended this four-day course has balanced • Presentational Delivery and Exam been extremely positive. (optional). What can other companies learn workforce The frst session (Future Focused) is from Atkins’s experience of designed to help participants identify developing and delivering a women’s and commit to meaningful career goals development programme? and learn techniques and principles to • Investing in a women’s development overcome internal barriers and increase Progression Retention and programme is a bold and visible motivation and self-belief. sign of Atkins’s commitment to the The second session (Confdent recruitment, retention and development Communication) explores the issue of of female talent. communication diferences between • The company knows that the programme women and men and the impact of these alone is not going to bring about the diferences in practice. It also provides changes needed to increase the numbers participants with an opportunity to develop

of women at senior levels, but it is a Inclusion their public speaking, presentation and crucial feature of an overall programme to relationship-building skills. improve gender balance. The third session (Authentic You) examines the contribution of profle and visibility to Case Study Themes career progression. Participants explore the way they are currently seen by others and are given tools to take more proactive Developing leadership

ownership of their profle inside and Next Steps Supporting retention and outside the company for the future. development In the fnal session (Presentational Delivery), participants are given the Proactive career break support opportunity to present their learning from the programme and to gain a nationally Diversity as a business imperative recognised qualifcation (EAL Level 3 Award in Career Advancement and

Sharing good practice Progression) on the basis of a short- Appendices answer written exam. Making public commitments

Using role models

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35 Retention and Progression

Case study Transport for London (TfL) Background Almost 60% of London’s population is white, while the remaining 40% (over three million people) are from Asian, mixed-Asian, Transport black, mixed-black and mixed heritage backgrounds. ‘Putting customers and users at the centre of everything we do’ is TfL’s for London number one business strategy – and that means the workforce of TfL needs to refect (TfL) seeks to the diverse communities it serves. Initiatives increase the In March 2014, TfL employed 23,000 people, of whom almost 28% were from a black, Asian representation and minority ethnic (BAME) background. ‘We’re pleased with the numbers of BAME • TfL has set a target for the percentage of black and people we attract’, says Kathy Byfeld, TfL’s of minority ethnic employees taking part equality and inclusion specialist. ‘The issue is in a leadership development programme more around progression’. With 9% of senior delivered by Common Purpose, which minority ethnic management positions held by minority gives mixed groups of leaders from ethnic people, TfL outperforms many business, government and the not- people in organisations in the sector but still wants to for-proft sectors the opportunity to do a lot better. explore real-life leadership challenges and develop the skills and connections senior roles One of the steps TfL is taking to address to lead change in their organisations. To this is to ofer targeted career development help address the low numbers of BAME support for BAME employees: employees at senior levels in TfL, a target was set that 20% of nominations to • Ten BAME employees are involved in a Race attend the programme should come from for Opportunity mentoring programme, BAME employees. which provides mentoring support to BAME employees over a six-month period. • Finally, TfL is running a secondment pilot This cross-organisational initiative gives for BAME employees with the House of employees the opportunity to access a wide Commons, where BAME people in TfL range of experiences, expertise and views in are seconded to another organisation to a mutually supportive environment. Kamran help develop their readiness to apply for a Hussain, senior commercial development more senior role in TfL in the future. manager, said of the experience: ‘I gained a So what can other organisations learn lot of perspective and insight. I appreciated from TfL’s work to attract and retain BAME the recognition and investment by the employees? business in supporting my participation. This is the frst time I have taken part in • It is important to pay continued attention group mentoring, and the experience was to BAME recruitment even if the so worthwhile I have become an advocate’. representation of minority ethnic people looks good at junior levels.

• No one organisation has all the solutions Case Study Themes on BAME progression. TfL sees real value in collaborating with third-party Monitoring and measuring organisations as suppliers of mentoring, networking and developing opportunities Supporting retention and for its BAME employees. development

Proactive career break support

Diversity as a business imperative

Sharing good practice

Using role models

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36 CIHT Routes to Diversity & Inclusion Introduction

4 Employee Networks Case study Balfour Beatty keeping their sexuality or gender identity a Some companies in the sector support secret from their colleagues that it actually employee networks or employee resource impacts on their work. groups (ERGs) covering issues such as Failure to make the working environment gender, ethnicity, sexual orientation, disability, Balfour Beatty’s an inclusive place means we don’t get the religion, parents and carers and fexible for Diversity The Case most out of our employees. working. The presence of formal employee networks sends an encouraging signal LGBT network of support for the progression, retention and engagement of minority groups in helps change an organisation. culture Diversity

Background Balfour Beatty believes that an inclusive culture helps the business continue It is up to senior leaders to make people to grow as a strong, dynamic and feel it’s OK to be themselves’. An LGBT innovative organisation. Supporting the network was at least part of the solution. establishment of an LGBT network was ‘In fact’, as the founder went on to say, part of its commitment to inclusion.

‘I have received nothing but support from Recruitment Initiative the most senior levels of the organisation With a survey from the Institution of for the LGBT network and the changes Engineering and Technology showing that that we have started to put in place’. more than one third of engineers are not Amongst other activities, the network open about their sexuality at work and organises events that bring together 17% of LGBT engineers believing that their clients/ suppliers as well as employees; one sexual orientation impacts their career of the frst speakers was Lord Browne of progression, it is clear the engagement of Madingley (former chief executive of BP) Progression Retention and LGBT people in companies such as Balfour talking about his own experience as a gay Beatty could have a signifcant infuence on man in business. business performance. As in many other companies, the As one of the founders of the Balfour LGBT network welcomes ‘straight Beatty network explained, ‘When you are allies’ as an important contribution to free to be yourself, you are much more the success of the network, providing authentic. So many LGBT individuals advocacy, sponsorship and support in

waste a lot of time and emotional efort the most senior environments, as well Inclusion as visible attendance at network events alongside their gay, lesbian, bisexual and transgender colleagues.

Now in its second year, the network is going Case Study Themes from strength to strength. It has supported the gender transitioning of two members Challenging bias of staf and runs a series of seminars and events on a range of topics throughout Next Steps Supporting retention and the year. The steering committee development comprises employees from across the business representing the breadth of the Diversity as a business imperative LGBT community and its allies. In 2014, the company joined Stonewall, the best Sharing good practice practice and campaigning organisation for LGBT people, as a ‘Stonewall Diversity

Making public commitments Appendices Champion’. Balfour is also a champion of InterEngineering, a new professional Using role models network aiming to connect, inform and empower lesbian, gay, bisexual and Sharing good practice transgender engineers and their straight Find out more > allies alongside other companies in the sector such as ARUP and Lend Lease.

37 Retention and Progression

Case study Arup The UKRC/WISE publication Journeys into 5 Flexible Working Diversity38 describes how the low numbers Flexible working supports diversity and of women at senior levels in Arup led it to inclusion because it helps the company invest time and resources in its diversity attract and retain talented people from all Engineering strategy, with an initial focus on the backgrounds who are underrepresented in development, retention and progression the workforce. of women across the frm at all levels. The consultancy ConnectWomen Network was set up with the aim of creating opportunities and Arup involves supporting women across the frm and wider industry.

both women The network is open to all Arup employees, regardless of profession, gender or and men in its position, and it has the following objectives:

• To provide support, encouragement and ConnectWomen targeted information for women investing Network in their personal and professional growth • To provide a platform for discussion, sharing ideas, understanding diferent perspectives and infuencing Arup’s business practices and initiatives to ensure that they are inclusive

• To provide a forum to meet, network and share experiences, leading to long- term relationships and opening up new business opportunities

• To provide the opportunity to be early adopters and/or participate in pilot groups for initiatives driven by Arup’s UKMEA Diversity Steering Group.

By July 2015, the network had held over forty events with a variety of topics and speakers, with over 2,000 attendees.39 The company has recently launched Connect Cultures (for minority ethnic employees) and Connect Out networks (for LGBT employees), based on the success of the inclusive Connect Women network.40

Case Study Themes

Challenging bias

Supporting retention and development

Diversity as a business imperative

Sharing good practice

Building staf networks

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38 CIHT Routes to Diversity & Inclusion Introduction

Case study Mouchel Background Flexible working in Mouchel was not limited to female employees, though there is no doubt that attracting and retaining skilled and A progressive experienced women was at least part of the motivation for ITS’s approach to fexibility. for Diversity The Case Instead, the company did its best to meet the approach to needs of all employees wanting to balance cultural, religious, domestic, personal and fexibility helped work commitments. Initiative Mouchel’s Three powerful beliefs underpinned Mouchel’s support for fexible working: Diversity Intelligent 1) A strong conviction about the business • Ofering fexible hours to an employee benefts of diversity, described as ‘part with a weekly personal commitment Transport of our DNA that enables us to build so that she was able to develop her the productivity and efectiveness of career and at the same time meet her Systems (ITS) employees, boost recruitment and obligations outside work. retention, and develop our reputation’. • Enabling a new recruit to continue her business, now 2) A deep values-based commitment to role as a STEM ambassador, actively supporting employees ‘through the good supporting her to spend time in Recruitment times and the bad’, aligned to the overall secondary schools promoting careers in part of Kier vision of the business, which is about engineering to girls aged 16 to 18. ‘building great relationships’. Group, attract, • Developing an employee through an 3) A belief that no one should be penalised in MBA and then in acquiring overseas pursuing a managerial or technical career experience, and as a result retaining her engage and by working fexibly. skills and experience which she has now brought back to the UK. These underlying beliefs meant the business Progression Retention and retain talented could respond to employee requests for fexible working on a case-by-case basis, women and men seeking to really understand the needs of the individual, and balances these with the needs of the business and the client. There really is no one-size-fts-all for fexible working in ITS. Here are some of the fexible arrangements

that the business worked out with its Inclusion employees:

Case Study Themes

Monitoring and measuring

Challenging bias Next Steps Reviewing job design

Flexible working

Transparent career opportunities

Supporting retention and

development Appendices

Sharing good practice

Using role models

Find out more >

39 Retention and Progression

Case study Mouchel

So how did the business beneft from Battersea Power Station to celebrate the and retention of talented employees this strongly supportive case-by-case company’s 125th anniversary in 2013. and saved the costs of searching for approach to fexible working? and recruiting a replacement, as well as • The company can point to year-on-year beneftting motivation and productivity. • 20% of Mouchel’s 145-strong ITS improvements in its employee engagement workforce are women – more than three scores since 2007, as measured in the • It is important to fnd out where fexible times the average for an engineering BCI (Best Companies International) working is already working well in the company. 90% of the women are Assessment. business and to share these examples professionally qualifed, and 43% work with line managers elsewhere across How can other employers learn from this reduced hours on a range of contracts, the company. Asking ‘what are we doing success in making fexibility a reality? from standard part-time arrangements to that’s working well?’ is a motivating place to start. bespoke patterns such as 0900 to 1430, • Being able to establish the cost benefts four days a week, term-time only. 17% of of fexible working goes a long way to the ITS leadership team are women, as persuading sceptical line managers of its well as 13% of its management team. value to the business. There is plenty of • Staf are vocal and proud about working evidence showing that ofering employees for Mouchel, as evidenced by the number fexibility in their working patterns has of women employees who abseiled down directly contributed to the recruitment

i Links and Resources

For comprehensive guidance on enabling For more about what it means to be a For information on how to set up a fexible working in your organisation and ‘straight ally’ of an LGBT network, visit: mentoring circle for BAME employees, visit: case studies on how it works in practice – Race for Opportunity, the race campaign Race for Opportunity, the race campaign including in the engineering sector, visit: for Business in the Community, for Business in the Community, The Equality and Human Rights www.raceforopportunity.org.uk www.raceforopportunity.bitc.org.uk/tools- Commission to fnd out about ‘A Short case-studies/toolkits/mentoring-and- Guide to Flexible Working’, mentoring-circles

www.equalityhumanrights.com/ For further information on setting up publication/short-guide-fexible-working. minority ethnic and gender networks respectively, visit: For more about sponsorship and its vital role in career success, read: – Opportunity Now, the campaign on For advice on identifying and removing bias gender diversity from Business in the The Sponsor Efect: Breaking Through the from policies, processes and procedures, Community, Last Glass Ceiling by Sylvia Ann Hewlett42 visit: www.opportunitynow.org.uk Construction Equality Ltd, www.constructingequality.co.uk

For details on sector networks, visit:

– Women in Transport, For guidance on how to set up a disability www.wtsinternational.org/london/ network, read: – WISE, Women’s Engineering Society, Secrets and Big News by Kate Nash OBE41. www.wes.org.uk

– InterEngineering,

www.interengineeringlgbt.com For ideas and inspiration in setting up an LGBT network, visit: – Association for Black Engineers (AFBE-UK), Stonewall, www.stonewall.org.uk www.afbe.org.uk

40 CIHT Routes to Diversity & Inclusion Introduction

Action on Inclusion: Changing culture and behaviour for Diversity The Case 1 Engaging Leaders and Managers Support your managers to: behaviours may include challenging In around half of the companies responding shortlists that have no visible diversity, to CIHT’s survey, the CEO has overall • Make clear the company’s commitment mentoring and sponsoring diverse accountability for progress on diversity and to greater diversity and to the creation of talent and embracing fexible working. inclusion. Over half of the companies have an inclusive working environment linked ‘Inclusive leadership’ skills should be a core a senior level person named as diversity to the success of the business. They need component of what it means to be a leader champion, with day-to-day responsibility to monitor and measure progress and be or manager in the business. devolved to managers. However, only a handful rigorous in holding themselves and others • Speak from the heart, with individuals Diversity of companies include diversity and inclusion to account for the pace of change. sharing a personal as well as a business in the performance objectives of managers • Lead by example in role modelling the narrative about why diversity and inclusion or senior managers. Making leaders and ‘inclusive’ behaviours that tell people matter to them.43 managers accountable for change embeds diversity and inclusion really matter. Such diversity into mainstream practice.

Case study Shell Background Recruitment Shell Bitumen is the highways and transportation business unit of Shell, which in total employs 92,000 people in more than Visible leadership 70 countries, and in 2013 hired approximately 1,200 graduates and 3,200 experienced on diversity professionals. More than 30% of Shell’s graduate recruits came from universities and inclusion outside Europe and the Americas. Progression Retention and Initiative Shell has long recognised the vital role in Shell helps that diversity and inclusion play in business success, and with such a large and dispersed drive change company, having a consistent global 1. Creating a culture of accountability framework with visible senior sponsorship for progress amongst leaders, both right across the is vital to drive change in policy, practice male and female. The vocal support and behaviour. of the CEO helps here, in addition to Inclusion business As Ben van Beurden, the CEO of Royal Dutch executive committee members leading Shell, explains, ‘A diverse population in Shell employee events on gender balance, contributes diferent ways of thinking, and and diversity and inclusion targets being through that provides the innovation we included in the performance contracts need to ensure our portfolio is both attractive of senior leaders. and resilient. Collaboration is critical to our Case Study Themes 2. Proactively developing the careers of success. Inclusion and inclusive behaviours

women currently in the Shell workforce Next Steps are at the heart of efective collaboration’. through activities such as women- Monitoring and measuring Achieving these targets – and a more gender- only targeted leadership programmes, Developing leadership balanced company overall – involves four main women’s networks, mentoring areas of activity: and sponsorship. Supporting retention and 3. Reviewing talent management and development resourcing processes to ensure they are bias-free.

Diversity as a business imperative Appendices 4. Keeping a close eye on the metrics, Sharing good practice particularly related to women in senior positions, in graduate recruitment and Building staf networks in the attraction and short-listing of women in technical roles in particular. Find out more >

41 Inclusion

2 Respect at Work which positively favour people that ‘ft’. E.g. 52% of all women Research conducted in March 2014 people whose background and behaviour had experienced by Opportunity Now found that 52% replicates that of the existing workforce. The of all women had experienced bullying following are examples of situations where bullying and and harassment at work, not including unconscious bias comes into play: harassment sexual harassment. This rose to 59% of women in construction, 56% of women • Recruitment panels comprised entirely at work. in transportation, 71% of women with of white men over 50 from a similar disabilities and 69% of Black African, social background. 44 Caribbean/Black British women. 12% • A manager giving a high performance rating of all women said they had experienced to someone they get on with, unrelated to sexual harassment, which rose to 22% in the quality of their work (the result of a bias construction, 17% in transportation and called the ‘halo’ efect). storage, and 16% of women with disabilities. • A job allocation system that allows The Smith Institute attributes women’s managers to invite people in their close underrepresentation in construction to its networks to work with them on projects. image ‘as a traditional, male-dominated, heavy industrial environment’ and to a • A performance management system workplace culture in which ‘aggression, that rewards behaviours like ‘available competitiveness and hierarchical 24/7’, which fewer women or people with leadership form the institutionalised traits disabilities may be able to comply with. of construction. The result is that women When it comes to widening the talent pool are subject to prejudice and negative and the progression of people who are stereotyping, are more conspicuous, and ‘diferent’, nothing changes unless and until are likely to experience ridicule, harassment such bias is identifed and addressed. and discrimination’.45 Unconscious bias awareness programmes 30% of corporate partners monitor are increasingly seen as a core component of grievances and disciplinary action by gender action on diversity and inclusion. Though no and ethnicity. Almost 70% said they had comparable fgures are available for the UK, done work on diversity and inclusion in the Wall Street Journal reports that in the US, relation to grievances and bullying (third up to 20% of large employers with diversity only to tackling diversity in recruitment and programmes now provide unconscious bias inspiring the next generation). training for their employees, a signifcant There is much more to be done in tackling increase from 2% fve years ago.46 the perceived hostile workplace culture. In the highways and transportation sector, No company responding to CIHT’s survey some companies are taking action to reduce was able to evidence a reduction in employee the impact of unconscious bias in their grievances resulting from their work on organisations, but other sectors are diversity and inclusion. further ahead.

3 Unconscious Bias If bullying and harassment are usually at the conscious end of bias, at the other end sits ‘unconscious bias’ – the automatic and often implicit associations which people hold, between good and bad, and some aspect of another person’s identity (such as their gender or their ethnicity, or simply their behaviour, dress or personality). The Did you Know? associations are rooted in past experiences, In a 2014 experiment evaluating and their efect is that leaders, managers and identical CVs of fctitious job applicants employees alike are more likely to positively Jennifer and John, the scientifc associate with people ‘like them’ – people faculty at various US universities was who share the same gender, ethnicity, signifcantly less likely to agree to professional background, ambition, etc. mentor, ofer jobs or recommend equal salaries to a candidate if the name at As a result, individuals and companies the top of the résumé was Jennifer routinely take decisions around recruitment, rather than John. performance management and promotion

42 CIHT Routes to Diversity & Inclusion Introduction

Case study EM Highways Background locally, facilitating discussion around the ‘Respect for All’ was one of the three question ‘In your role within EM, what is company values of EM Highways (now part YOUR impact on diversity, equality and of Kier Group), along with ‘Great Customer inclusion?’, and sharing the responses with Making Experience’ and ‘Striving for Excellence’. It is HR. The roll-out continued for 12 months one thing to include respect as a core value – and RESPECT messaging was also part of for Diversity The Case and another thing entirely to make it happen the induction process for new joiners with RESPECT real in practice. And that is where Mouchel’s the aim that 100% of employees would be RESPECT initiative came in. familiar with the principles and behaviours helps defne it identifes. Initiative RESPECT is the route by which EM Highways As the HR business partner responsible EM Highways’ delivered equality, diversity and inclusion for diversity and inclusion in EM Highways training and information to its staf and supply explains, the beauty of the framework is corporate chain. The seven principles and behaviours of that ‘everything correlates to RESPECT’. Diversity RESPECT are as follows: For example, RESPECT in talent and culture development means ensuring all • Responsible Behaviour. employees have an equal opportunity to • Equal Opportunities. progress, which in part meant making EM more attractive to people who might not • Safe Working. otherwise consider the company as an • Professional. employer. EM Highways also ofered work Recruitment Case Study Themes experience placements to candidates • Environmental Awareness. including the long-term unemployed and the homeless, providing fnancial support Monitoring and measuring • Community Engagement. and paid placements to undergraduates. • Talent and Development. Additionally in 2013, the company ofered a Developing leadership work placement to a Transport for London In December 2013, EM Highways held its contracts and procurement graduate after Challenging bias frst Diversity Week, which is when the she expressed an interest in fnding out RESPECT framework was cascaded to all more about contracting and construction Progression Retention and Transparent career opportunities staf. A total of 89% of employees saw the in highways maintenance. same ‘toolbox talk’ explaining RESPECT Sharing good practice principles and behaviours. Posters and leafets were produced, explaining what it Responding to unacceptable means in practice to ‘RESPECT yourself behaviour and others’. Line managers and supervisors were encouraged to reinforce the messages Find out more > Inclusion

Case study Atkins Employers are paying increasing attention to addressing unconscious bias – the unfounded beliefs and automatic stereotypes we all hold and which afect the decisions we Atkins leads make about whether to recruit or promote

someone, or invite them onto a team. Next Steps by example Atkins started from the top, persuading the UK board to take part in awareness raising in raising about unconscious bias – what it is, why it matters and what can be done to address Case Study Themes it. On the instructions of the board, the UK awareness of management teams went next. Line manager Developing leadership recruitment training also routinely includes unconscious bias awareness. One tangible outcome of Challenging bias Appendices bias awareness was the recognition that bias people tend to recruit ‘in their own image’, so Transparent career opportunities now, all recruitment panels at mid-to-senior grades have a senior woman present at the Sharing good practice interviews. Find out more >

43 Inclusion

4 Male Champions do. Profle them in internal and external simple steps that companies could take to Men working in highways and transportation communications, particularly if they are at raise the profle of diversity and inclusion in – especially white, straight men who form a senior level in the organisation. their supply chain: the majority of the workforce – have an 3 Take advice: Companies can take advice a Host a regular meeting with key suppliers important role to play as champions of from Stonewall on how straight allies to keep them abreast of the company’s diversity and inclusion. can help create gay-friendly workplaces work on diversity and inclusion, and There are several steps that companies by downloading their free booklet here: provide an opportunity for them to keen to build a network of allies across the http://www.stonewall.org.uk/documents/ share good practice and ideas for their business could take: straight_allies_2.pdf. The same own organisations. principles can be adapted and applied 1 Provide clear internal communication b Ask suppliers for evidence of their own to building allies on other aspects of about the case for change: The activity on diversity and inclusion in relation diversity and inclusion. “Opportunity Now Project 28-40” research to their workforce and in relation to shows that men do not share the same 5 Work with your supply chain: goods and services supplied, and include understanding as women about the 62% of CIHT survey respondents say they an assessment of their response in the barriers that exist to women’s career are taking steps to support diversity with decisions that are made about awarding progression – but once known, awareness their suppliers and subcontractors. 64% supplier contracts. of those barriers is a spur to action. are focusing on gender in the supply chain, c Help build diversity in the supply chain 50% on ethnicity and disability and 21% on 2 Give male allies a role: Welcome allies in, through supporting minority and women- social mobility. With the supply chain and give them a role as sponsors and mentors owned businesses as potential suppliers subcontracting companies for highways of women, minority ethnic, LGBT and and through business mentoring and and transportation employing signifcant disabled people in the talent pipeline as sponsorship schemes. numbers of people, these fndings hint at the advocates and champions of the need for impact that corporate partners could have change. Encourage them to speak from to increase the diversity of the workforce in the heart about the change they would the sector as whole. The following are three like to see. Reward them for the work they

44 CIHT Routes to Diversity & Inclusion Introduction

Case study Transport for London Background With a signifcant supply-chain budget, TfL is in a strong position to drive change on diversity and inclusion through its Transport for suppliers right across the sector. It takes this responsibility seriously. Working with suppliers for Diversity The Case through its responsible procurement policy, London (TfL) TfL aims to address underrepresentation within the transport industry, particularly and Highways in relation to BAME people, women, ex- ofenders and disabled people.

England use Initiative TfL does this in a number of ways, some of their supply which are described below: Diversity • Setting out the company’s criteria • Strategic Labour Needs and Training (SLNT) on diversity and inclusion in the pre- chains to provisions are included in procurement qualifcation, tender and performance contracts to maximise apprenticeship and monitoring processes. Highways England drive progress employment opportunities and ensure requires its suppliers to demonstrate how that local communities and disadvantaged they align with the agency’s own core on diversity groups beneft from TfL work. The principle of drawing ‘on the talents of the requirements have been included in a widest labour market’ and ensuring ‘their Recruitment number of recent high-profle projects employment policy and practice assures through the including Crossrail. equality of opportunity and treatment’. • The TfL/Greater London Authority co- For instance, the company asks suppliers highways and funded Supplier Skills Team (SST) provides to provide evidence to demonstrate advice, information and support to TfL’s how they ensure underrepresented transportation supply chain to ensure that their spending groups have equality of opportunity to maximises apprenticeship, employment and join and progress and how they create an training opportunities for Londoners. environment on which the diferences Progression Retention and sector individuals bring are valued, respected • London Transport Museum partners with and used. the Supplier Skills Team to run Routes into Work, a pre-employment training • Directing suppliers towards good practice programme that aims to provide young equality frameworks and guidance that people not in employment, education are most closely aligned to Highways or training (NEET) with the knowledge England’s requirements.

and skills they need to fnd work. The • Ofering webinars and 1:1 sessions with Inclusion programme runs each month and each suppliers to help them understand what time features a diferent TfL supplier. More the agency is looking for in terms of than 230 young people have taken part in action on diversity and inclusion. the programme since 2010, with 50% of the participants having moved into further • Supporting and developing a quarterly training or employment as a direct result. supplier diversity forum, which brings together frst-tier suppliers to discuss Highways England is also active in using common issues and share good practice Case Study Themes its supply chain to encourage progress on diversity and inclusion. Next Steps on diversity and inclusion in the highways Monitoring and measuring and transportation sector. It is clear to any supplier visiting its website that the agency Transparent career opportunities wants to work with and through suppliers that are responsive to the needs of diverse Diversity as a business imperative customers and communities impacted by Highways England’s work. It encourages

Sharing good practice its suppliers to improve equality outcomes Appendices through the following actions: Supplier diversity

Making public commitments

Find out more >

45 Inclusion

i Links and Resources

For more detail on an industry specifc For a comprehensive review of unconscious For details on how to connects women- standard for employers wanting to work bias literature and evidence, and methods owned businesses with companies keen towards fairness, inclusion and respect and techniques for reducing unconscious to support a more gender-balanced supply (FIR), visit: bias, visit: chain, visit:

The CITB Be Fair Framework – Equality Challenge Unit – WEConnect Europe – www.citb.co.uk/employer-support/ www.ecu.ac.uk/publications/unconscious- www.weconnecteurope.org fairness-inclusion-respect-framework/. bias-in-higher-education/

For more information about how to For details on the Investors in For insight into how unconscious bias might access minority-owned suppliers, and to Diversity accreditation, visit: afect decision-making in assessment corporations and the public sector, for centres and suggestions for practical ways diverse and innovative suppliers, visit: The National Centre for Diversity – to address this, read: www.nationalcentrefordiversity.com/. MSDUK – www.msduk.org.uk National HE STEM Programme – ‘Making assessment centres inclusive – Good practice from STEM employers’ –

www.katalytik.co.uk/fles/8513/4634/0919/ Good_Practice_Guide_S2L_Final.pdf

46 CIHT Routes to Diversity & Inclusion Introduction

Next steps for employers in the sector

Making a Start Continuing the Journey Next Steps for the Sector

• Build a business case for diversity and • Broaden the scope of your work on diversity • Develop sector-wide campaigns to recruit for Diversity The Case inclusion that is geared towards the and inclusion beyond gender. Gender is a and retain diverse talent in the UK highways specifc circumstances of your company. great starting point, but there is so much and transportation workforce. Whether the challenge is skills shortages, more to diversity and inclusion than women • Research and promote case studies with talent retention, innovation or global and men. a cost-beneft analysis to demonstrate competitiveness, diversity and inclusion can • Encourage managers and leaders to engage the link between diversity and business be part of the solution. with and share the personal as well as the success in this sector. Further case studies • Develop a plan to gather feedback data business case for diversity and inclusion. highlighting the benefts of action on race, Diversity from your employees. As a minimum, this Winning support for action on diversity and religion, disability, sexual orientation and should be demographic data on gender and inclusion is about winning hearts as well social class will show that this is not just a ethnicity but ideally should include other as heads! gender issue. We also need case studies aspects of diversity as well as qualitative from small- and medium-sized employers • Put in place bespoke development feedback on the experience of inclusion. given this sector is where the bulk of the activities to address the specifc needs workforce is employed. • Use the data to benchmark your own of underrepresented groups in the talent current position on diversity and inclusion, pipeline. Concentrate in particular on

and set meaningful goals, targets and identifying infuential sponsors in your Recruitment impact measures for the future. company or sector to support their careers.

• Engage managers and leaders in the • Encourage the engagement of ‘allies’ commercial benefts of diversity and on diversity and inclusion. Do not limit inclusion. Progress will be limited without engagement to underrepresented groups; their top-down support. the engagement of white men is vital for sustainable progress. • Profle the women and minority role models you already have. All businesses in highways • Partner with suppliers, and use your Progression Retention and and transportation will have talented, purchasing power to multiply progress enthusiastic people who want to help on diversity and inclusion through the promote the sector and the business to supply chain. attract others to work there. • Consider submitting the work you are doing • Make bias awareness mandatory for on diversity and inclusion for an external everyone involved in recruitment and also award or recognition such as the Timewise in performance management, reward and Part-time Power 50 list of people working

promotions. Review your current processes at a senior level on a part-time basis or the Inclusion and policies for systemic unconscious bias. CIHT Employer Award for Excellence in Skills Development. • Support the development of employee networks or ‘resource groups’ as a source of information and contacts for employees and for the organisation.

• Improve the ofer on fexible working and

work-life balance. Only 48% of survey Next Steps respondents are currently doing any work on fexible working to attract and retain talented employees. Addressing this is a priority for individual employers and the sector overall. Appendices

47 Appendices

Appendix 1 Methodology

The aims of the Routes to Diversity & Inclusion In Phase 2 of the project, we surveyed 50 project, which took place between spring corporate partners, asking them about the 2014 and summer 2015, were: demographics of their workforce and about any steps they were taking to increase • To fnd out more about the demographics diversity at work. Twenty-fve organisations of the workforce in highways and responded to the survey. Most were large transportation in terms of diversity. organisations, employing between 2,000 and • To identify sector-specifc examples of 10,000 people. good practice in recruiting, retaining and The survey was followed by a series of developing a diverse workforce. interviews, meetings and phone calls with • To produce a good practice toolkit for corporate partners to fnd out more about employers in the sector. the good practice identifed from the survey responses. • To share the fndings across the sector.

In Phase 1 of the project, we reviewed existing material on diversity and inclusion in highways and transportation. We gathered the fndings together in a single report under six headings:

• Current workforce data: Data on diversity in STEM (science, technology, engineering and mathematics) education and employment.

• Making the case: Literature on the business benefts of diversity and inclusion.

• Defning the problem: Factors behind current workforce demographics and the experience of women, minority ethnic employees and other underrepresented groups in STEM.

• Building the pipeline: Guidance and examples of action being taken to attract a diverse workforce.

• Sustaining the pipeline: Guidance and examples of action being taken to retain, develop and progress a diverse workforce.

• Making a diference: Literature which seeks to explain the slow rate of progress.

48 CIHT Routes to Diversity & Inclusion Introduction

Appendix 2 List of Case Studies for Diversity The Case

Page Case Study Best Practice Themes

A commitment to inclusion helps Eurovia and Ringway better understand and meet the 16 1, 2, 9, 10, 12 needs of its clients – and ultimately win work.

Engaging the hearts as well as the minds of senior leaders has placed gender diversity frmly 17 1, 2, 3, 6, 9, 10 on the agenda for international infrastructure and business services organisation Mouchel, Diversity now part of the Kier Group.

In construction company Morgan Sindall the board and executive team regularly measure 21 1, 2, 10 diversity and inclusion.

FM Conway’s partnership with the London Highways Academy of Excellence helps 23 3, 6, 9, 10, 13 the family-run infrastructure services company to recruit apprentices from unemployed

backgrounds. Recruitment

Collaboration with the Prince’s Trust helped Connect Plus Services (CPS) recruit three new 24 1, 3, 6, 10, 13 apprentices and change young lives in the process.

Amey’s focused approach to attract talented women into the industry. 26 3, 7, 8, 9, 10, 12, 13, 15

Morgan Sindall seeks to raise awareness of hidden disabilities, and recruit disabled talent. 27 1, 3, 4, 6, 7, 9, 10, 11

Being explicit with prospective employees about the company’s inclusive culture has helped 28 1, 3, 5, 6, 7, 8, 9, 10, 13, 15 Progression Retention and Atkins achieve a better gender balance of graduate recruits.

Flexibility on all sides brings benefts to Connect Plus Services and its employees. 29 4, 5, 7, 10

Shell set targets for diversity. 30 1, 9, 10

EM Highways, now part of the Kier Group, reviewed its policies, governance and priorities to 32 1, 2, 3, 7, 10, 12 create solid foundations for the future. Inclusion Investing in women’s development is a crucial feature of Atkins’s approach to achieving a 35 2, 7, 9, 10, 12, 13 gender-balanced workforce.

Transport for London seeks to increase the representation of black and minority ethnic 36 1, 7, 8, 9, 10, 13 people in senior roles.

Balfour Beatty’s LGBT network helps change culture. 37 3, 7, 9, 10, 12, 13, 15

Engineering consultancy Arup involves both men and women in its ConnectWomen network. 38 3, 7, 9, 10, 15 Next Steps

A progressive approach to fexibility helped Mouchel’s Intelligent Transport Systems (ITS) 39 1, 3, 4, 5, 6, 7, 10, 13 business, now part of Kier Group, attract, engage and retain talented women and men.

Visible leadership on diversity and inclusion in Shell helps drive change right across the 41 1, 2, 7, 9, 10, 15 business.

Making RESPECT real helps defne EM Highways’ corporate culture. 43 1, 2, 3, 6, 10, 14 Appendices

Atkins leads by example in raising awareness of unconscious bias. 43 2, 3, 6, 10

Transport for London and Highways England use their supply chains to drive progress on 45 1, 6, 9, 10, 11, 12 diversity through the highways and transportation sector.

49 Appendices

Appendix 3 Case Study Good Practice Themes

The case studies used in this toolkit have Improve Women’s Retention and Progression themes (developed for the complementary been linked to specifc good practice themes. (Appendix 4) and the Royal Academy of DLG document Increasing Diversity and The table below provides the linkage between Engineering – Diversity Leadership Group Inclusion in Engineering – a case study toolkit. these themes, the Industry-led 10 Steps to (DLG) – building inclusive cultures inclusion

CIHT Case Study Good Industry-led 10 Steps to Improve The Academy DLG – building inclusive cultures inclusion Practice Themes Women’s Retention and Progression themes

1. Monitoring and Understand the starting point and put Using statistical information to raise awareness, measure measuring plans in place to improve performance progress and support diversity in organisations and monitor progress

2. Developing leadership Educate leaders and give them Developing leadership and a corporate culture that positions accountability for change diversity as a ‘business’ as opposed to an ‘HR’ imperative

3. Challenging bias Change mind-sets by challenging bias and Identifying, addressing and eliminating unconscious bias/ sexism whenever and wherever it occurs challenging bias

4. Reviewing job design Be creative in job design Reviewing/establishing job design to ensure there are no barriers to recruiting the best person securing the job

5. Flexible working Make fexible working a reality for Implementing fexible working for all all employees

6. Transparent career Increase the transparency of Implementing transparent career map/path or similar activity opportunities opportunities for progression that supports employee progression

7. Supporting retention and Sponsor talented women, giving them the Establishing efective mentoring programmes for development same exposure as men and support to underrepresented groups (e.g., women, BME, etc.) develop their career

8. Proactive career break Demonstrate to women that we want Providing support mechanisms for those seeking career support to retain them through career breaks breaks, including but not limited to maternity and beyond

9. Diversity as a business Treat the retention of women as we Developing leadership and a corporate culture that positions imperative would any other issue afecting our diversity as a ‘business’ as opposed to an ‘HR’ imperative core business

10. Sharing good practice Share learning and good practice with Communicating and advocating diversity based on our industry partners good practice

11. Supplier diversity Using client procurement processes to promote diversity and inclusion, including examples from contractors/subcontractors involved in CiTB BeFair Framework

12. Making public Using charters/public commitments by CEOs/chairs to drive commitments organisational performance/change

13. Using role models Using role models internally and externally to models to promote opportunities for all groups progress in organisations

14. Responding to Implementing efective guidance on how to respond to unacceptable behaviour unacceptable or unhelpful behaviour in organisations

15. Building staf networks Using internal networks for underrepresented groups to support employees and the organisation

50 CIHT Routes to Diversity & Inclusion Introduction

Appendix 4 Industry-led 10 Steps to Improve Women’s Retention and Progression. for Diversity The Case

The Background The 10 Steps Framework In April 2014, 10 companies took part in a workshop hosted by Allan Cook, chairman of Atkins, a corporate partner of CIHT, and also chair of the Royal Academy of Engineering’s Diversity Diversity Leadership Group. The workshop identifed 10 steps that make the most diference to the recruitment, retention and progression of women in STEM. The 10 steps were subsequently endorsed by the chairs and chief executives of 20 science, technology, engineering and manufacturing businesses with a signifcant workforce in the UK. Signatories from the highways and transport Recruitment sectors include Atkins, BAM Nuttall, Mouchel and WSP Parsons Brinckerhof.

The plan received the endorsement of David Cameron, the prime minister, who commented, ‘This is not just a matter of fairness, but a business imperative. Science

and technology are driving our economic Progression Retention and recovery and if we are going to maintain the UK’s exemplary success then we must draw from our full talent pool’.

The 10 steps are relevant to companies at all stages of their work on diversity and inclusion. Some companies will already be doing some of what is on the plan, but few if any are doing all. And although the focus on the plan is on Inclusion greater gender diversity, it is easy to see how each of the 10 steps could also be applied to other aspects of diversity. Next Steps Appendices

51 Appendices

Explanatory Notes

STEP 1 STEP 3 STEP 5 Understand the starting point and put Change mind-sets by challenging bias Make fexible working a reality for all plans in place to improve performance and sexism whenever and wherever employees and monitor progress it occurs ‘Most organisations have fexible working ‘Surprisingly, few organisations have ‘We recognise people will look to those at the policies in place, but in reality, all employees robust metrics describing the recruitment, top of the organisation to lead by example. do not feel able to ask to work on an agile retention, development and engagement of Many organisations are taking action to or fexible basis without fear of jeopardising female talent. Without this data, it’s almost address unconscious bias at an individual their career prospects. This needs to change impossible to measure progress or lack of. level – which is a great starting point. But so that all employees (male and female) feel It’s equally important to know where you are other types of bias need challenge too. As confdent in asking for fexibility at work – and heading. The most confdent and ambitious leaders, we will not tolerate remarks, “banter” most can presume their request for fexibility organisations are setting public targets for or other behaviour which shows a lack of will be granted.’ the representation of women at senior and respect for women or any other group. Some board levels and in technical roles throughout companies set up a confdential hotline or the organisation (e.g., within the engineering other process as a safety net to make sure workforce). And whether they chose to that people feel able to report incidents of use targets or not, more companies need unacceptable behaviour whenever it occurs. to be explicit about who is responsible and We will review our systems and processes to accountable for progress.’ eliminate unintentional bias, starting with the appointments process to senior roles. We will STEP 2 not accept all male short lists to make it clear Educate leaders and give them that we are serious about change.’ accountability for change STEP 4 ‘Tell people why you are doing this and how it Be creative in job design will beneft the business. Managers may need support to lead change. Some companies run ‘We have identifed that some science, reverse mentoring programmes for senior technology and engineering managers have leaders where executives are mentored by a fxed ideas about the kind of person needed talented female about the career challenges to do a job – or the design of a job, or the facing ambitious women in their company. In way in which a job should be done – all based other companies, executives are accountable on how it’s been done in the past. This can for progress on a particular aspect of diversity inadvertently exclude people who do not ft or sponsor diversity networks, for instance.’ a traditional profle from applying or being considered for a role. We will encourage a more open-minded, creative approach to job design from our managers to drive diferent outcomes.’

52 CIHT Routes to Diversity & Inclusion Introduction

STEP 6 STEP 8 STEP 10 Increase the transparency of Demonstrate to women that we want Share learning and good practice with opportunities for progression to retain them through career breaks our industry partners for Diversity The Case and beyond ‘Women and others not in the “in-group” ‘Retaining talented women in one in an organisation may not be aware of the ‘Let talented people know you want to organisation benefts the whole industry. opportunities available for progression if they retain and develop them, and follow words Sustaining the pipeline of female talent in do not have access to the right networks with actions particularly for those returning STEM won’t be resolved by chairs and CEOs or a sponsor, or are unable or unwilling to from parental leave or other absences when acting alone. The solution lies in companies, invest time in the politics of self-promotion. they may be feeling exposed and uncertain suppliers, communities, employees and

Leaders should push for greater transparency about what lies ahead in their personal and their representatives, policy makers, Diversity about development opportunities, juicy professional lives.’ regulators, individual male and female projects stretch assignments – and champions all playing a role in making change invite women and other talented people STEP 9 happen. A more diverse pool of talent at from under-represented groups to put Treat the retention of women as we senior levels will beneft the industry as a themselves forward.’ would any other issue afecting our core whole. Now is not the time for competition business but for collaboration.’ STEP 7 ‘A single action from this list will make some

Sponsor talented women, giving them Recruitment diference. Action on all ten points will be a the same exposure as men and support game changer. Develop and agree a strategic, i Links and Resources to develop their career structured approach as you would for any ‘Some women seek out women-only other business improvement project. ‘ activities like networks and women’s For more information and to sign your development programmes. At other times company up to the ten steps framework and in other companies, what women want for change, visit: and need is individual career development support that takes into account their – WISE, - www.wisecampaign.org.uk/ Progression Retention and experience as a woman but where this business/ten-steps doesn’t defne them. Beware of making assumptions, though, and fnd out from women themselves what support they need to succeed.

There are talented women working at all levels in the STEM sector, but they are often Inclusion hidden away, lacking visibility and profle, and their careers can quickly lose momentum. Prevent this by ensuring talented women – like talented men – have a senior sponsor, mentor or coach, and encourage them to talk about their experiences, inspiring others in their turn.’ Next Steps Appendices

53 Appendices

References

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54 CIHT Routes to Diversity & Inclusion Introduction

Notes

for Diversity The Case

Diversity

Recruitment

Progression Retention and

Inclusion

Next Steps

Appendices

55 Chartered Institution of Highways & Transportation

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CIHT supports its member’s professional endeavours by:

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