Ascential's Diversity & Inclusion Report
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Diversity and Inclusion HOW WE’RE DOING AND HOW WE CAN IMPROVE. DECEMBER, 2020 Contents 03 Introduction 04 Our Diversity and Inclusion approach 11 Diversity Data Audit 2020 12 Race and Ethnicity 16 Gender 18 Sexual Orientation 20 Ability 21 Social Mobility 24 Thanks and find out more 02 Introduction Duncan Painter Tracey Gray Chief Executive Officer, Executive Vice President, Ascential People, Ascential At Ascential, our goal is to help the world’s While we are starting from a good We have taken the time to ensure that we’re In tandem with this Diversity and Inclusion top consumer companies understand what’s position, it is clear to me that two key areas responding, not reacting, to recent events, work, we are reimagining the way we’re important and how to act on it. This year we where we have work to do are at a senior including the acceleration of the Black Lives working at Ascential in response to have applied this expertise to doubling down leadership level globally, and in our North Matter movement. The actions we take COVID-19. This work will support the on our approach to Diversity and Inclusion, American teams. following the survey need to effectively actions in this report, and contribute to highlighted in our Corporate Responsibility respond to the needs of our people and our building a truly inclusive culture. Strategy as one of our strategic goals. I look forward to tracking progress and business. We have shared more detailed data championing this issue in our business. The with each of our business units, brands and Our overarching commitment is that we For Ascential, the business case for diversity Exec team and I all understand we need to do regions, so they can really focus on where will learn from the rich information our people is clear. Research has shown time and again more, to commit to real action today to make they can have the largest impact — their have shared this year, so that we can adapt that diverse teams are more productive, more diversity and true inclusion a reality in our clients and sectors. our plans and ensure in all areas of our innovative and ultimately better support business, not just an aspiration. business that we are driving diversity, customers. For this reason, I am thankful for We commit to regularly reviewing this data, embracing inclusion and ensuring the data gleaned from our company-wide checking in on progress and altering our equitable structures for all. Diversity Data Survey conducted in August actions to keep us on track for success. 2020, which enables us to understand and prioritise next steps. 03 New for 2020 Our Diversity and Inclusion approach Vision Commitments Objectives Enablers For Ascential, diversity is core to us. To employees: Employees: • We will continue to enable and Our value as an employer and to our We will co-create an inclusive culture with • We aim to create a workforce that fully reflects, at promote Employee Resource Groups. customers is greater when we draw equitable systems throughout our workforce, all levels, the ethnic diversity of our major markets • We will invest in management on the full range of our collective so that people are comfortable in bringing their before 2030. and leadership training, as well as perspectives and experiences. We authentic selves to Ascential, to thrive, and • We aim to ensure our senior leadership represents mentorship, sponsorship, and other continue to be committed to attract, progress their career. an equal gender split before 2030. career development programmes for all retain, develop and engage a diverse • We commit to measuring and assessing any possible employees. workforce, and we will work constantly gender and ethnicity pay gap. • Every member of Ascential’s leadership to ensure that everyone at Ascential team will take an active role in our feels comfortable to be themselves. Diversity and Inclusion initiatives. To customers: Customers: This is the right thing to do to ensure a • We will review our recruitment We will deliver the ideas, perspectives and cultural • Each of our major brands will develop specific, sustainable future for our organisation policies, extend our outreach and richness that our customers – and their customers measurable and public ways of championing and to make a positive impact for our offer opportunities to a more diverse – need to future-proof their products and services. diversity in their respective industries and track people, customers, and society. representation of colleges, universities progress systematically. and professional backgrounds. To society: Society: We will play our part in imagining and • We will report honestly on our workforce diversity developing a brighter, more equal society, data and initiatives on an annual basis to create starting with our own company and the accountability, show progress and share our lessons. industries we work in. We will report openly • We will continue to manage and seek appropriate and regularly on our progress to enable others charity partners in line with our ambitions to support to learn from us and hold us to account. young people to succeed in the digital world. 04 Our objectives: This report contains detailed objectives to mitigate any lack of representation across different minority groups. In order for these to be effective, we will need to prioritise the things that matter the most. To do this, we will work in an agile way to set and publish targets on a yearly basis which will see us achieve our 10-year goal. Working in this way will allow us to make sustainable change. We are not afraid to try things and pivot or stop them if they’re not making a difference. Our lead objectives Representation Equitable pay • Before 2030 we aim to ensure • We aim to put in place a global that our population, at all levels, system to assess any possible equity represents a balanced gender split, disparity. Where gaps may exist, and represents the race and ethnicity appropriate action will be taken. profile of the core regions where we operate. • To deliver the sustainable and systemic change this will require, we’ll set and report against annual targets to demonstrate progress. * What do we mean when we talk about a pay gap? A “pay gap” or “wage gap” is the average difference between the remuneration for different groups, e.g. men and women, who are working. It isn’t about people being paid a different amount for the same job. 05 How will we do this? In 2021 we will: • Introduce a company-wide succession • Develop a range of outreach opportunities • Build out specific plans for each region to planning approach that will allow us to which align with our signature activity to address local challenges. (Q1-Q2 2021) proactively identify opportunities to enable support young people from under-represented • Launch a Global Diversity and Inclusion a more diverse pipeline and promote talent groups to thrive in the digital world, including calendar to raise awareness of major holidays, within our business. (Q4 2020 - Q1 2021) reviewing our work experience, internship and festivals, awareness days and months. • Review our talent attraction processes, apprenticeship opportunities. (Ongoing, 2021) (Q1 2021) suppliers and recruitment requirements so • Establish firm governance and reporting for all • Further analyse the data and investigate the we can better support our hiring managers to D&I-related activity, with Tracey Gray our Exec root causes of issues through employee focus effectively recruit diverse talent and remove lead and Paul Harrison as our Board lead. groups. We want to ensure we are working unnecessary barriers to entry. (Q1 - Q2 2021) (Q4 2020 - Q1 2021) from a place of fact, not assumption, to address • Launch an Inclusive Leadership training • Review our policies, to identify any potential the priorities highlighted in these surveys. programme for our senior leadership team. bias or preference for particular groups, to (Ongoing, 2021) (Q1 2021 then ongoing) inform activity required to ensure equitable support for all. (Ongoing, 2021) 06 Diversity Business Unit Cross Functional Diversity and Inclusion Group HR (D&I and Presidents & HR Vice Brand MDs Employee Networks Advisory Team Steering Group Projects Teams) and Inclusion Presidents • Provides cross • Provides a forum for • First point of contact • Accountable • Responsible for • ‘Eyes and ears’ on functional and cross brands to showcase for internal D&I for divisional embedding D&I the ground, elevates geography insight to and inform D&I best requests performance against into customer- challenges and inform initial thinking practice that can be • Creates D&I policies D&I strategy facing products and suggestions to the Governance on the creation taken Ascential-wide and guidelines • Oversees local services D&I Team based on and/or update • Co-creates and • Leads on D&I implementation and • Operationalises lived experience of commitments, cascades D&I training and translation of global global D&I strategies • Keeps Executive policies etc education and education priorities and initiatives within Sponsors informed • Sets and oversees activity to Ascential • Provides functional • Advocates and their brands about D&I challenges overall strategy colleagues expertise and encourages cultural • Exemplifies an • Provides feedback on • Provokes and • Aims to boost implementation change inclusive culture policies, campaigns At Ascential, we believe that it’s everyone’s job, every day, debates the big efficiency, reduce support to brands/ • Exemplifies an and acts as D&I and overall