Place your chosen image here. The four corners must just cover the arrow tips. For covers, the three pictures should be the same size and in a straight line. Being a Diverse Employer – IEDP AGM Simon Langley – UK Head of Inclusion & Diversity
2 National Grid in the UK
3 National Grid in the US
4 Our people Who we employ: Mainly electrical and mechanical engineers Clerical and admin staff (emergency call centres) All business functions (Legal, HR, Finance, Supply Chain) Schemes (Graduates / Students / Apprentices / Foundation Engineers) At Mar 2015 (UK only) – 23.8% female and 9% BAME
Equality Establishing fair treatment for all, managing your reputation and the risks of non-compliance Diversity Managing and leveraging the power of difference to build the best workforces and achieve organisational goals Inclusion Creation of a workplace culture and ways of working, where everyone has access, and where one can get the best from, and give the best to, their people E, D or I (or is it all 3?)
6 1.Improved efficient and productivity; better quality service, lowered absenteeism, lower staff turnover, and lower recruitment and training costs 2.Positive committed employees, leading to improved employee loyalty and engagement 3.A larger pool of talent – diversity management can engender a positive company image resulting in a larger a number and better quality of job applicants 4.The generation of a more positive employee relations climate – diversity leads to creative ideas and innovative practices allowing employees to be themselves and to focus on the job 5.Complying with legislation and avoiding litigation 6.Recognising corporate social responsibility (CSR) as a means to improve employment community and customer relationships Business Benefits of a I&D agenda (CIPD 2006)
I&D Vision Our inclusion and diversity vision is to develop and operate our business in a way that results in a more inclusive and diverse culture. This supports the attraction and retention of the best people, improves effectiveness, delivers superior performance and enhances the success of the Company. Employees are provided with the opportunity to develop to their full potential regardless of race, gender, nationality, age, disability, sexual orientation, religion and background. We support a range of employee interest groups focussing on gender, ethnicity and faith, disability, sexual orientation and new starters. These receive Executive Director sponsorship.
8 National Grid I&D Business Case Engagement and Productivity: Delivering engagement and productivity which set benchmarks in the Industry Attraction, Development and Retention of Talent: Attracting and retaining the talent capable of delivering against the growth strategy External Recognition: Being recognised externally as the foremost electricity and gas company
The Business Case The inclusion and diversity strategy is an integral part of National Grid’s holistic people strategy, recognising that our people will be the source of the Company’s competitive advantage Inclusion and Diversity is the Right Thing to Do and, It is our belief that achieving excellence in Inclusion and Diversity will: Improve performance Boost innovation and problem solving Increase understanding of diverse customers, improving our customer satisfaction Retain and develop the best talent Make full use of team resources Strengthen and protect our reputation 9
Our Strategic Ambition 22 Our strategic intent is to: Create an inclusive and high performance culture Enable employees to bring their whole self to work Make our workforce significantly more representative of the labour pools we recruit from and the communities we serve Retain our position as employer of choice for a diverse workforce Increase our efforts in supplier diversity To approach I&D in its broadest sense: Not just a focus on Gender, Ethnicity or other legal definitions of minority, but to consider diversity of thought, background and experience etc
Increasing Engagement and Productivity 11 “Only organisations that truly engage and inspire their employees produce world class levels of innovation, productivity and performance” Lord Mandelson, Minister for Business Innovation and Skills, 2009:
National Grid Core Values & Leadership Qualities Lives the National Grid Values Creates the Future Consistently Delivers Great Performance Builds Relationships Develops Self and Others Builds and strongly supports an inclusive and diverse workforce
13 Leaders: Ownership Sponsorship Communication Role Model Business Functions: Delivery Management of Delivery Development of Employees Continuous Improvement I&D Team: Support Central Function Advice & Consultancy External Interface ERG: Expertise Best Practice Delivery of targeted projects Customer Focus Roles and Accountabilities
14 Inclusion Charter I expect to be Respected and included as a valued member of the team, regardless of my background Able to contribute at work to the best of my ability Helped to grow my capabilities and fulfil my potential Appreciated for the work I do, whatever my role Able to raise concerns about issues that I feel are important and confident that they will be properly considered Treated fairly and not limited by others’ assumptions about me Able to strike a work-life balance that works for me and the company Able to observe the commitment to building a sustainable inclusive environment
15 Inclusion Charter I will myself Listen to other people and seek to understand before I judge Recognise the needs of others and treat them with respect and consideration Take action and ownership to make others feel included and valued Keep an open mind to different ways of thinking and doing things Develop my skills and knowledge to maximise my potential and the contribution I can make Challenge behaviours that I feel are not in line with National Grid Values Treat every colleague, customer and member of the public with respect, Integrity and dignity
UK Employee Resource Groups 16 Enabling newnet ONE diverse community pridepride
Discussion Questions & Comments