Enhancing Diversity in the Highways Sector with Supplier Equality Initiatives

2. Welcome Executive Lead for EDI Highways England Peter Mumford

3. Supplier Diversity Forum - Overview Balfour Beatty HR Director – Infrastructure Investments Christina Brown – SDF Chair

4. The Supplier Diversity Forum was formed to support the supply chain equality objective 2010 2017 2022?

5. Our vision… “ To work together to create a more inclusive and diverse industry, benefiting the highways customer and communities in which we operate “

6. … and our scope Improving inclusive behaviours Sharing learning Adopting best practice Creating catalysts

7. 4 Focussed Projects 1 2 3 4 A research project looking at why people are/aren’t attracted to and retained by the sector Development of a threshold for equality, diversity and inclusion performance in employment, customer service and community engagement improvement of workforce profile diversity data and its use to improve equality, diversity and inclusion performance Increasing Supplier Diversity Forum and stakeholder momentum to accelerate the pace of change - Initial research complete - Will inform next steps for SDF activity - CEO Event held 12/06/18 - Threshold target areas established • Increased participation • Tool and guidance improved • Evaluating further opportunities to share and learn • Engagement Council • Masterclasses • Highways UK • Webinars • NIW • Linked In site

8. What can you do as a result of today? Use your influence – you matter Lead the conversation in your organisation Educate yourself further on the experience of minority groups Read the annual Public Sector Equality Duty report published by Highways England Collaborate and engage with the SDF – volunteers welcome! Join the SDF and LinkedIn group Attend our events Connect us to your best practice, lessons learnt and other industry bodies

9. Thank You

10. View from Steering GroupTier 1 Supplier Why It’s important to BAM Steve Fox – Chief Executive Bam Nuttal Ltd

11. BAM Nuttall Steve Fox, CEO ‘Creating sustainable environments that enhance peoples’ lives’

12. “extracts from Steve Fox CBE speech” BAM is here to create sustainable environments that enhance people’s lives, this includes our working environments not only for our staff but also those of our client and supply chain colleagues. Inclusion is part of this conscious - I am typical of the majority of the leaders in our industry – a white, middle aged man who has rarely felt excluded.

13. This is a leadership issue, and I am aware of the fact that leaders too often recruit in their own style, so we need to be firm, open and ensure that we show leadership at all levels. Our mental health programme has really focused on this over the last three years and in particular at making it safe for people to speak. This behavioural shift is equally important in the wider inclusion challenge. Today I will share the stage with IroshaGunatunga, my reverse mentor for the past year, so you get a better glimpse of who we are. I am hoping  we all learn something new today. I don’t know the answers, this is an industry wide challenge that we must work on together to address. I see today as an opportunity to all learn from each other, both on what has worked and what has been less effective.

14. Achieving inclusion isn’t easy; we are redressing the diversity imbalances in our workforce to build one that reflects the communities we are part of. People who have a broader range of experiences and new skills to deal with the challenges we face in our industry today. This makes it more critical for people in our organisation to adapt traditional and familiar ways of working so that everyone can participate. We’ve made some progress and I would like to share a few examples of how we are working to understand and better improve involvement of women, people with disabilities and our LGBT colleagues.   We don’t use targets it could drive the wrong behaviours, but we recognise that what gets measured gets done. So I do support this aspect and looking for trends in the right direction.

15. All business units have WISE Ten Steps action plans that they report on every quarter. I am a committed member of the WISE boardWe have a Women at BAM network, established eight years ago, by women, with the name that they chose - but also with male members.We are working to raise awareness of hidden disabilities in our business.We have signed up for Disability Confident and hope to achieve our disability confident employer status next year.We used “national coming out day” in 2017 to begin conversations around  including people regardless of their sexual orientation.We have made great leaps since then – new LGBT network Proud@Bam and  public commitment in supporting Pride events.Our reverse mentoring programme has been integral in reducing bias and help people like me understand others perspectives. This has proved to be a bridge builder through being matched with someone very different from me.

16. At BAM we have always aimed to leave a place better than when we arrived. Our vision and strategy has put people and planet front and centre. We know there is still much to do but through shared learning we can make a difference. Steve FoxCEO, BAM Nuttal Ltd

17. Follow us and get involved during National Inclusion Week

18. Thank You

19. How EDI was handled at the Met Entrepreneur, Leadership Coach & former Police Officer Nick Marr

20. A different perspective Fairness Inclusion and Respect

21. THE OPPORTUNITY

22. Who is THIS GUY?

25. Life as a Cop Positive experience in a sometimes hostile environment

26. Police + Construction • Similarities • Both • Under represented by women, Black Minority Ethnic (BME) • Culture seen as white male • Macho environment • Difficulty in attracting women and BME employees • Under representation compared to general population • Traditionally, the sector has overwhelmingly recruited white males. • Women and people of different origins or sexual orientation have an unwelcoming picture in their minds. ONS data 2016, there were 27 million people in work in the UK. 13.6m were men, and 13.3m were women – close to a 50:50 split. Police and Construction Sector Under representation

27. Police Workforce stats Police service represented by 28.6% women Police and Construction Sector Under representation

28. No diversity in the workforce – crime- community trust- no ideas – wrong rules • Recruitment– not attracting diversity – process – like suspect interviews –height-strength • Unconscious Bias - Confirmation Bias • Old unnecessary rules - Each department had its own quirky rules • Culture - language, dress, inflexible, canteen, bullying, nicknames, WPC tasks • Retention– biggest group leaving the organisation were minorities • Decision makers - less diverse than workforce • Leadership styles – reward and punishment – no inclusive decisions or questioning Police a weaker Organisation FIR Impacting on the Mets Vision & Values Make London the safest global city Be the best crime fighters, by any measure Earn the trust and confidence of every community Take pride in the quality of our services So that people love, respect and are proud of London’s Met

29. The Met and Inclusion Injured colleagues – given alternative roles Mental health issues recognized – adjustments made Confidential Occupational Health appointments Retired colleagues offered backroom roles Blind dispatch operators Good at looking after each other Tasks such as “death messages’ sensitively allocated to the best staff at the time Duties – allocated by shoulder number not sex Appraisals helped focus career PC’s experience

30. Support Networks EXAMPLES Transgender Police Network Muslim Police Association LGBT • Supporting individuals • Promoting police service to individual communities • Helping develop policies • Helping with investigations • Increasing awareness of community issues • Gaining the confidence of communities Jewish Police Association Black Police Association

31. Police Gender stats

32. Police BME stats Black and Minority Ethnic (BME)

33. Construction industry • 2016 there were 2.3m people working in the construction industry, • Only 296,000 of whom were women – more like an 87:13 split. (Office National Statistics) • Women formed only12.8 per cent of the construction workforce. •  Police service represented by 28.6% women Police and Construction Sector Underrepresentation

34. “learning about women in management” made construction more appealing, while 53 per cent said knowing that diverse roles were available was a major factor. • 56% respondents surprised to hear that high proportion of women were hired in management roles • 72 % respondents said the industry needed to do more to highlight this • 45% of women stated an interest in the sector once learning about it Police and Construction Sector Underrepresentation

35. Business world

36. Competitive advantage ARCADIS- diversity programme has focused on getting people from different faiths and races into the business and setting up education programmes to talk about these issues AMEY -, is aiming to increase the number of BAME employees to account for 10 per cent of the workforce by 2022. COLAS – Reviewed recruitment practices to attract applications from different demographics. The percentage of employees who have a disability has increased from 4 per cent to 10 per cent within just 12 months. KIER - targeting a 70:30 gender split for hiring by 2020

37. Greater contractor scrutiny Equality Act 2010 outlaws discrimination, it also includes new powers that enable public bodies to use procurement to drive equality. A public body that contracts with a construction firm that is found to be acting in a discriminatory way, the public body can be held accountable. This is aimed at putting contractors’ business cultures under the spotlight. A diverse workforce can make a company not only more attractive to would-be employees. It’s also more attractive to customers and more innovative in its approach

38. Encourage diversity in the work place • Wins the best talent • Innovate better by having different perspectives • Collaborates successfully by having mixed experience and perspectives • Competes better for public funded tenders • Efficient by saving money on staff retention • Delivers better results from happier staff • Better culture–motivated harder working happier people A stronger Organisation A diverse workforce can make a company not only more attractive to would-be employees. It’s also more attractive to customers and more innovative in its approach

39. IF YOU: • Think about your responses more than you would normally do • Consider the person, your audience and when communicating • Never ignore, inappropriate language, harassment or bullying • Identify systems and practices that would exclude others • Challenge management and others to improve the working environment • Help and encourage participation of all your team • Communicate to your team about the way they should be treated and policies in place • Lead by example How easy is to adopt FIR in your role? YOU ARE ALREADY OPERATING WITH FAIRNESS INCLUSSION AND RESPECT!

40. We need to recruit the brightest and the best if we are going to survive, never mind thrive. • We literally cannot afford for talented people to be put off because they see the industry as old fashioned and unwelcoming. • The traditional recruitment pool is shrinking. • Public sector contracts will be increasingly difficult to win for businesses that pay lip service to FIR. Equality and Diversity is increasingly important in the procurement process. • Reputational damage and tribunal costs can be severe for cases of discrimination. • Employees who are respected and treated fairly work harder, have less time off and are less likely to leave. • Culture can be part of your competitive edge. no construction business can afford to ignore

41. THE OPPORTUNITY Thanks for listening

42. Thank You

43. Belinda Blake EDI Manager Highways England

44. Within Highways England What and how Measuring progress What next? *Continued growth of Leading women network, LGBT+ and Access for All *Decide on diversity targets for senior role shortlists and talent decisions *Position inclusivity as central to next phase culture change *Visible SLT ownership of inclusivity

45. Thank You

46. Martin Philips Sustainable Business Manager M5Oldbury Viaduct Major Renewal Scheme

47. M5 Oldbury Viaduct Oldbury Viaduct Major Renewal Scheme Focussing on our site’s ethnicity

48. M5 Oldbury Viaduct

49. M5 Oldbury Viaduct Translation initiatives

50. M5 Oldbury Viaduct Monthly workforce recognition awards Project Newsletters