1. Transport for London Supplier Diversity Stonewall Presentation Clive Saunders Equality & Inclusion Delivery Manager
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2. Background London – a diverse city
Women constitute more than half the population (50.5%)
Disabled people make up about 20% of London’s population
In 2006 BAME made up 33% of London’ Population
Age diversity is a major feature
14 faiths are represented in the capital
It is estimated that up to 10% of the LGBT population live in London
High level commitment and leadership
Recognition that supplier diversity is is good for business
It is a legislative imperative
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3. TfL’s Values TfL has four values:
Leadership
Operational Excellence
Humanity
Service
These are built into the core competencies for all TfL staff
Equality and diversity is a core competence for all staff
Leadership
Bold
Accountable
demanding
Operational Excellence
Integrated
Self-disciplined
Direct
Humanity
Fair
Consistent
Service
Customer driven
Active
Honest
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4. TfL’s vision and priorities
TfL's vision is to create a “A world class transport system that delivers the safe, reliable and efficient movement of people and goods that enhances London's economy, environment and social inclusion” (T2025)
The key strategic objectives identified to deliver the vision are:
Supporting economic development
Improving social inclusion
Tackling climate change
T2025
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5. Key drivers for supplier diversity
UK Sustainable Procurement Strategy
High level commitment and leadership
GLA Group Responsible Procurement Policy
TfL – Supplier Diversity Framework
Legislative base
LDA Procurement Development programme
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6. TfL’s approach to supplier diversity
Supplier diversity sits under the banner of responsible procurement within TfL
TfL’s framework for supplier diversity covers four key areas that suppliers bidding for a contract are required to address:
Equality Policy (Strategic Plan)
Diversity Training Plan
Supplier Diversity Plan
Communications Plan
Sexual orientation is one of the six key areas covered by our approach
GLA Act 1999
Wider legislative developments
Leadership commitment
Procuring the Future – UK Government’s Sustainable Procurement Strategy
The GLA Group Responsible Procurement Policy covers seven key themes; these are:
Encouraging a diverse base of suppliers
Promoting fair employment practices (through the London Living Wage)
Promoting workforce welfare
Meeting strategic labour needs and enabling training opportunities
Promoting community benefits
Encouraging ethical sourcing practices
Promoting greater environmental sustainability
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7. Equality Policy (Strategic Plan)
Suppliers are required to prepare and submit to TfL a strategic plan for their organisations.
This should cover:
Equality Policy
Arrangements for monitoring and reviewing policy and its effectiveness
Steps taken to ensure suppliers apply similar policy
Alignment to legislation and codes of practice
Recruitment policies, procedures and practices
Arrangements with employment agencies etc.
Harassment and bullying policy and practice
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8. Diversity Training Plan
The plan should:
Set out the strategy and actions to be taken to ensure employees and contractors are trained in and understand equality and diversity issues
Sets out the training/learning and development that will be offered, to whom and when
Ensures sufficient resource and skill exists to develop required level of competence to deliver policy
Consider the training of local people and offering of work experience to those in education
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9. Supplier Diversity Plan
This is a plan that explains how the supplier will optimise supplier diversity and the participation of diverse suppliers in the supply chain. It should include:
Awareness of the diverse suppliers available to undertake the relevant work
Plan for how subcontractors will provide supplier diversity data
A commitment to conduct activity that will ensure diverse supplier involvement in works
Conduct of equality impact assessments on contracting arrangements
Identifying and engaging local suppliers
Ensuring diverse subcontractors are aware of opportunities
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10. Communications Plan Group Services
This is a plan which outlines the suppliers approach to managing internal and external relations and communications with local communities and relevant stakeholders
It should consider:
Proposed communication channels
Consultation with different community sectors
How feedback to local communities will be managed
Resources to be utilised to implement the plan
Methods for measuring and evaluating the effectiveness of communication activity
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11. Key elements of a SMART plan
Equality and diversity objective – what is the supplier seeking to achieve
What progress has been made to date (baseline position)
Action/task – what action is the supplier going to do to ensure that objectives are met
When will this action happen – it is not enough to say that actions are ongoing
Person responsible – who will be responsible for this action
Resource - the resources (in whatever form) needed to take action and deliver outcome
Measure of success (outcome/KPI’s) – what will success look like
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12. How is the process applied?
Suppliers are provided with the E&D framework encapsulating the points made earlier in this presentation
Suppliers develop their action plan and submit
Suppliers submit action plan which is assessed on a pass/fail basis
Action plan becomes a part of the contract with successful bidder
Once supplier is selected
Performance is reviewed on a regular basis as a part of contract management arrangements
There is at least annual review of performance
Support is available for suppliers throughout the process
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13. Progress to date
Supplier diversity has been integrated into contracts valued at over £2 billion to date
The agenda has been spreading nationally
Our suppliers are themselves becoming leaders
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14. Obstacles and challenges
We have not found a single supplier that have refused to participate in our approach
However there have been obstacles and challenges such as:
Suppliers who agree but are reluctant to commit to concrete action
Getting suppliers to monitor sexual orientation and faith/belief
Getting commitment to real outcomes rather than more process
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15. The future A continued commitment to the agenda from TfL
Continuing the roll out of the programme to new contracts
More legislative pressure for change
Development of more systematic measures of excellence
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16. Questions and close
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17. Contact Clive Saunders Group Services E&I Delivery Manager
Tel
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