As the UK’s competition authority, our work makes a difference to millions of people across the UK. Every member of staff at the University should feel welcome here, and be an integral part of our community. CMA staff represent a wide range of beliefs. The Diversity and Inclusion Progression Framework is a tool for professional bodies to assess and monitor their progress on diversity and inclusion. Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. Only a very small number (an average of 3%) of those that completed the data have indicated they would ‘prefer not to say’. We will continue fostering a working culture that recognises and reflects the importance of good mental health, wellbeing and work-life balance (for example, in relation to our staff with caring responsibilities). Equality, Diversity and Inclusion Statement 2 Introduction 3 Equality, Diversity and Inclusion Statement 4 Equality Act (2010) and the public sector equality duty (PSED) 4 Strategic Equality Objectives 2018-2021 5 Delivering our Equality Objectives – Action Planning 5 Leadership arrangements 5 Embedding Inclusion 6 Monitoring progress In line with Cabinet Office best practice, we publish data annually to highlight our diversity and to monitor progress towards a new Civil Service-wide target to increase the flow of ethnic minority and disabled staff into the Senior Civil Service (SCS). We have much to celebrate this year. Part 1. We seek to build a truly diverse and inclusive organisation that reflects the wider UK population and consumers we serve. Don’t include personal or financial information like your National Insurance number or credit card details. To ensure fairness and equity in relation to employment, based on the values of the NHS Consitution. Our Equality, Diversity and Inclusion Strategy 2020 to 2024 will build upon what we have already accomplished and details our renewed commitment to achieve even more. We remain committed to building our culture where everyone feels able to talk about and access the support they need. It’s so important that the CMA is a place where everyone can bring their ‘whole self’ to work, and that we celebrate our organisational diversity. This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. 1.2 This Equality, Diversity and Inclusion (EDI) Framework reflects the commitment of NHS Nottingham City Clinical Commissioning Group (CCG) to reduce health inequalities in Nottingham City and embed equality and diversity considerations into everything that we do for our diverse population and our staff. We strive to embed a culture where all our staff are appreciated, can contribute and be themselves. George Lusty, Co-chair Equality, Diversity and Inclusion Working Group, and Senior Sponsor for the Rainbow Network. Our vision is safe, effective and kind nursing and midwifery that improves everyone’s health and wellbeing. This is intended to help us communicate and manage equality commitments to create a culture of inclusion. For example, because of a person’s sex, age or race. As a public body, we also have obligations under the Equality Act 2010 to have due regard to the need to promote equality of opportunity, eliminate unlawful discrimination and foster good relations between the key equality strands set out in legislation. Our Equality, Diversity and Inclusion Strategy 2020 to 2024 is a working document that will be reviewed and updated on a regular basis to make sure it continues to be significant and valuable. 83% of all staff are straight and 6% are LGBT+. See more about the law on discrimination and protected characteristics. We work to ensure that consumers get a good deal when buying goods and services, and that businesses operate within the law. We’ve continued investing in training in mental health awareness, including Mental Health First Aiders and Wellbeing Confident Leaders and Mental health in the workplace training to help managers feel more confident in supporting the health and wellbeing of staff. We’ve already come a long way but there’s still a long road ahead of us. We have a lower proportion of disabled staff and part-time colleagues than the Civil Service as a whole. 5% of all staff have a disability, with 3% of them working at senior level. Occupational therapy jobs Equality, diversity and inclusion. 1. We have set out a clear framework for our detailed programme of work through our Equality Objectives for 2020 to 2024. Equality, diversity and inclusion. The terms of reference for this group is at Appendix B, will be made up of staff from across the organisation and will involve our CEP and wider customers in delivering the two customer objectives. Equality, Diversity and Inclusion Strategic Delivery Plan At the University of Nottingham, we are committed to supporting Equality, Diversity and Inclusion (EDI) for each of our students and all of our staff, wherever they are in the world. We need staff from diverse backgrounds to help ensure we make sound decisions that are representative of the different perspectives within society. Our statutory duty is to promote competition, both within and outside the UK, for the benefit of consumers, and our mission is to make markets work well in the interests of consumers, businesses and the economy. However, there is more to be done to ensure that this diversity is reflected at all levels of seniority. We promote equal opportunities and we respect and acknowledge the diversity of staff who work within the organisation, and the consumers and other stakeholders that are part of the wider community we work with. Decisions in some investigations are made by independent members of a CMA panel. We will also work hard to learn lessons from our response to Coronavirus (Covid-19) around working in a more agile way, empowering people to be the best version of themselves, obtain the best out of their life and do the best for our stakeholders. These objectives outline our priorities and our broader vision for fully embedding a diverse and inclusive culture within the CMA. In order to deliver our Equality, Diversity and Inclusion Strategy 2020 to 2024, we have developed an initial 2-year Equality, Diversity and Inclusion Action Plan 2020 to 2022. You must not treat people unfairly because of reasons protected by discrimination law (‘protected characteristics’). Our Prioritisation Principles state that we may prioritise work to benefit disadvantaged consumers who may be particularly vulnerable to exploitation or may not share in the benefits of greater competition. Given us a framework against we can analyse our performance and identify areas for further development and improvement. 4.1 Equality, Diversity and Inclusion 12 4.2 Ethical Framework 12 Conclusion 13 About the author 14 Further resources 14 Equality, Diversity and Inclusion within the Counselling Professions 3 | Good Practice in Action 063 | Clinical Reflections for Practice. These are to: We have mapped the general PSED duties to our internal Equality, Diversity and Inclusion (EDI) objectives for 2020 to 2024 to show how we will fulfil our obligations as both a public body and an employer. We will help staff link their career ambitions with their life goals at different stages in their careers and lives. Leaders in Diversity. The CMA put me forward for the fantastic Stonewall Leadership Programme, which brings together senior LGBTQ+ leaders from across the public and private sectors to consider how we can make our organisations the most supportive and inclusive employers possible. This will ensure that initiatives are fully and effectively embedded, our people are engaged, and the impact is clearly measured. Our results have given us insights about how we are doing and how we can improve our LGBT+ inclusivity, established our WIDE Steering Group to drive strategic direction and ensure all voices are heard, provided targeted support for our diverse talent through personal development programmes and coaching, developed a Mutual Mentoring pilot which is offering colleagues from under-represented groups insight into senior decision-making and thought processes whilst providing opportunity for senior colleagues to be exposed to the barriers that staff from under-represented groups may face, encouraged staff to share their personal stories through blogs for key diversity milestones throughout the year including Black History Month, Pride and International Day of Disabled People, developed our ‘Distinguished Speaker Series’ which has seen us welcome a diverse range of business leaders to share their stories, organised a series of ‘Tea and Talks’ which have highlighted the lived-in experiences of our colleagues; including exploring hearing impairment, hidden disability and different thinking, communicating and leadership styles, significantly contributed to fostering a working culture that recognises and reflects the importance of good mental health and wellbeing and provides effective support when colleagues need it. In order to improve patient experiences and outcomes, NHS England launched The Equality and Diversity Council, which the Academy is now a member of. Equality framework and reports At Staffordshire University we are committed to equality, inclusion, and diversity to ensure we promote a positive culture where everyone is able to be themselves. We promote competition for the benefit of consumers, both within and outside the UK, through working to ensure that consumers get a good deal when buying goods and services, and businesses operate within the law. The gender make-up of CMA staff is 50.9% female and 49.1% male. Our experience has shown us that 2-year plans are more effective in delivering sustained organisational change than an annual plan. We’ve made much progress already, but we acknowledge we are on a journey. Don’t worry we won’t send you spam or share your email address with anyone. The Nursing and Midwifery Council (NMC) is the independent . We also seek to positively influence the approach of the stakeholders we work with, where we can, and a diverse workforce can help us do that much more effectively. We also believe that by making all our colleagues feel welcome and included, they will deliver the best possible outcomes for consumers. This Equality, Diversity and Inclusion Strategy 2020 to 2024 describes how equality, diversity and inclusion are essential to the way that we operate, both as the UK’s competition authority and … Equality, diversity and inclusion review: Career Development Framework, second edition Thank you to all those who submitted responses. The Framework consists of the Accessibility Coordination Group which oversees progress … 180047 3 Introduction This document sets out our consideration of how the proposed new education inspection framework 2019 will enable Ofsted to fulfil the requirements of the Equality Act 2010, including the public sector equality duty (PSED) set out in section 149 of the Equality Act 2010. The WIDE Steering Group brings together representation from our Board, Executive and Senior Director champions, representatives from each of the CMA’s staff networks and other key stakeholders to act as the formal governance for our equality, diversity and inclusion activities. Disability Inclusion Framework; Information for staff. Our equality objectives for 2020 to 2024 are: Valuing wellbeing, mental health and different styles of thinking, communicating and working are also integral to all our equality objectives. 190023 12 The Office for Standards in Education, Children's Services and Skills (Ofsted) regulates and inspects to achieve excellence in the care of children and young people, and in … It builds on the … Equality, Diversity, and Inclusion (EDI) Framework, Workforce Disability Equality Standard (WDES), The Sexual Orientation Monitoring Standard. You’ve accepted all cookies. The scheme provides an overview of the Combined Fire Authority’s ambitions to continue improving equality of opportunity for everyone who lives and works in Leicester, Leicestershire and Rutland. Together in practice. The following learning resources have been designed for early years practitioners to support equality, diversity and inclusion. Our workforce data shows that the CMA is broadly as representative as the wider Civil Service. This Equality, Diversity and Inclusion Strategy 2020 to 2024 describes how equality, diversity and inclusion are essential to the way that we operate, both as the UK’s competition authority and as an employer. We are pleased to introduce the CMA’s Equality, Diversity and Inclusion Strategy 2020 to 2024, which outlines our commitments for the next 4 years. Working in partnership with our Equality, Diversity and Inclusion Working Group and Race Network, our Board and Executive have fully endorsed the CMA’s first dedicated Race Action Plan. Our Approach Will be underpinned by an action plan, outlining the steps we will take to ensure that equality, inclusion and human rights are embedded in everything we do. We’ll use this information to devise strategies to engage with and attract talent from specific and harder to reach groups. The proportion of male Senior Civil Servants (SCS), decreased from 62.8% to 59% in 2018 to 2019 and the proportion of female SCS staff increased from 37.8% to 41%. Over the next 2 years, we will develop our programmes further so more colleagues can benefit. This document sets out Ofsted’s consideration of how the proposed new initial teacher education (ITE) inspection framework 2020 will enable us to fulfil the requirements of the Equality Act 2010, including the public sector equality duty (PSED) set out in section 149 of the Equality Act 2010. We’re on that road together. The CMA is an independent non-Ministerial government department and is the UK’s lead competition and consumer authority. 20% of staff are from a BAME background, with Asian or Asian British as the largest ethnic group. We’ve made great progress, but as this strategy highlights there’s lots more to do, and we constantly need to evolve and improve our work on diversity and inclusion. We have heard from our BAME colleagues about their personal and professional challenges and how they have managed to overcome them to succeed at the CMA. To do this effectively we need people from diverse backgrounds to ensure that we make sound decisions that are representative of the different perspectives within society. These updates will include equality data, as well as providing a general account of our progress in meeting our statutory duty and commitments. This approach can be summarised in the following four: The Equality, Diversity, and Inclusion Framework has been developed for the 2017-2020 period to address existing health inequalities in compliance with the Equality Act 2010. The Framework is structured around the key themes of Our People, Our Business and Our Influence. We have a UK-wide remit, and whilst most of our staff are based at our London office, we now have a significant presence in Scotland as well as offices in Northern Ireland and Wales. We also want to learn lessons from our response to Coronavirus (Covid-19) and use it as an opportunity to test and refine how we work more flexibly and inclusively in the future. Our Board fully endorses and supports this vision. Building upon the work we have already done, our renewed objectives outline what we hope to achieve in the next 4 years, building upon our successes and lessons learned. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3 or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: [email protected] professional regulator for nurses and midwives in the UK, and nursing associates in England. Our People – HEE recognises the importance of valuing diversity and inclusion in the workplace and understands the benefits that can be achieved through building … The majority of staff at 36% fall in the 30 to 39 age range. Investigating mergers that have the potential to lead to a substantial lessening of competition; Conducting studies, investigations or other pieces of work into particular markets where there are suspected competition and consumer problems; Investigating businesses and individuals to determine whether they have breached UK or EU competition law and, if so, to end and deter such breaches, and pursue individuals who commit the criminal cartel offence; Enforcing a range of consumer protection legislation, tackling issues which suggest a systemic market problem, or which affect consumers’ ability to make choices; Promoting stronger competition in the regulated industries including gas, electricity, water, aviation, rail, communications and health), working with the sector regulators; Conducting regulatory appeals and references in relation to price controls, terms of licences or other regulatory arrangements under sector-specific legislation; Giving information or advice in respect of matters relating to any of the CMA’s functions to the public, policy makers and to Ministers. Achieved in May 2016. All staff are encouraged and supported to play an active role in the delivery of this strategy, but a number of groups such as the Diversity Working Steering Groups, Break the Stigma, Dignity at Work Network, Equality, Diversity and Inclusion Forum and Pride in PHSO will help us to drive forward our ambitions through a range of their activities. We’ll report on our progress annually. We adopt an integrated approach to our work, selecting those tools we believe will achieve maximum positive impact for consumers and the UK economy. The achievement of this plan will require ongoing commitment and focus for the next 4 years so that we can continue to build a diverse and inclusive organisation which is reflective of the consumers we serve. We use cookies to collect information about how you use GOV.UK. We’ll send you a link to a feedback form. We will continue to actively consider the impact of how we work and our working environment on our wellbeing by providing effective, timely and good quality support to colleagues who are experiencing mental health difficulties. I’ve tried to apply that learning at the CMA as senior sponsor for our Rainbow Network and co-chair of our Equality, Diversity and Inclusion Working Group. We have continued to build the strength of our existing staff networks, including launching our Carers and VisAbility networks. To progress diversity, organisations should take a systemic approach, including developing an inclusive culture, inclusive approaches to employment policies and practices, to personal behaviours, and by managing equality and diversity issues in ways that also support business contexts. Please click here to download our Equality Diversity and Inclusion Framework 2017-2020. Our WIDE (Wellbeing, Inclusion, Diversity and Equality) Steering Group was formed in 2019, and now steers the strategic direction of our progress towards equality and more effective inclusion, by providing challenge where it is needed and ensuring that all voices are heard. You can change your cookie settings at any time. Diversity brings different insights, creates challenge and encourages change and innovation. The Institute of Fundraising published a benchmark of equality, diversity and inclusion in the fundraising profession. Equality, Diversity, and Inclusion (EDI) Framework The Equality, Diversity, and Inclusion Framework has been developed for the 2017-2020 period to address existing health inequalities in compliance with the Equality Act 2010. Equality, Diversity and Inclusion (EDI) Scheme for 2020 - 25. We have set out our assessment of the equality, diversity and inclusion implications of the new framework. The highest proportion of staff at 39% identify as having no belief. Consumer harm can be substantial when markets do not work well, with people in a vulnerable situation at particular risk of losing out. This publication is available at https://www.gov.uk/government/publications/cma-diversity-and-inclusion-strategy-2020-to-2024/equality-diversity-and-inclusion-strategy-2020-to-2024. I look forward to leading the Network as we continue to advance the personal and professional development of our BAME staff. Reporting on key protected characteristics allows us to compare ourselves with other departments and encourages us to remain curious about what the data is telling us. We have also heard from inspirational figures, such as Sheldon Mills and Jacky Wright, about their careers and their thoughts about advancing race in the workplace. ... NCVO published the Charity Ethical Principles as a framework for the ethical execution of charitable purpose - including how they value and improve diversity in their governing bodies, workforce and volunteers. It will take only 2 minutes to fill in. It also goes to the heart of who we are as organisations and what we stand for as a sector. We value the diversity of the people on our register and we have to ensure our processes are fair and accessible to them all. The immediate priority area for 2020 to 2021 is to deliver an ambitious programme focused on initiatives to support and champion our ethnic minority colleagues and improve ethnic diversity at senior leadership level. Our age profile remains broadly similar to the wider Civil Service profile. To help us improve GOV.UK, we’d like to know more about your visit today. Read our detailed Equality, Diversity and Inclusion Action Plan 2020 to 2022. Our declaration rates for sexuality are amongst the highest in our sector and the Civil Service. We have consulted with our staff networks, our Executive and senior diversity champions and key stakeholders across the CMA to create this ambitious plan. As an employer, we remain committed to promoting equality and diversity amongst our workforce. Over the next 2 years we will ask ourselves some tough questions, talk to our diverse talent about the barriers they have faced and be smarter and more transparent with our recruitment data. Improving diversity, equality and inclusion is key to achieving our ambition of improving trust in our sector. EDI in ourStrategy 2020-25. Networks have led or supported many of our programmes and have enriched the CMA with high-profile guest speakers, training and internal events. Equality, diversity and inclusion are integral to our culture and at the core of how we work with all members of our community. This forms an important part of the equality, diversity and inclusion agenda for the health service. Education inspection framework 2019: equality, diversity and inclusion statement January 2019, No. We will create an Equality, Diversity and Inclusion Steering Group to promote this ED&I Framework, be responsible for delivering the actions and monitor and report back on progress. During 2020 to 2022, we will strive to be a more inclusive organisation where every single member of staff is heard, respected, valued, and feels comfortable being themselves. In line with the Government’s latest strategic steer, the CMA will play a prominent role in promoting the interests of consumers, particularly the most vulnerable, by championing good outcomes for consumers and by addressing new and emerging forms of detriment. These include age, disability, gender, race, religion or belief, sexual orientation, gender reassignment, pregnancy and maternity. As Co-Chair of the CMA’s Race Network, I am proud to have played a role in the CMA’s broader diversity and inclusion agenda. Overall, a significantly higher proportion of CMA staff identify themselves as BAME or LGB+ compared to the Civil Service as a whole. Resources to support equality, diversity and inclusion. Education inspection framework: equality, diversity and inclusion statement May 2019, No. Each year, under the ‘umbrella’ of the 2-year plan, we will also have a rotating focus on a particular priority area. 2. The dashboard below shows our diversity profile as at 31 March 2019. We currently lack BAME representation in our SCS senior leader population; this is a key priority for us and we will work hard to address this. The equality framework looks for evidence of this in terms of resource allocation, compliance with public duties, democratic engagement, scrutiny, service planning and procurement. nmc.org.uk. To embed equality of opportunity, and create services and care pathways that reduce wide variations in health outcomes for protected and vulnerable groups. We take steps to ensure we are a great employer that values and welcomes the different ideas, skills, behaviours and experiences of our colleagues. Doncaster Council’s Equality, Diversity and Inclusion (EDI) Framework supports and underpins our Corporate Equality Objectives, which are linked to the wider outcomes included in Doncaster’s Borough Strategy (Doncaster Growing Together).