Building the Business Case for Equality, Diversity & Inclusion (EDI) to Drive Performance at Sellafield Ltd

Transcription

1 Building the Business Case for Equality, Diversity & Inclusion (EDI) to Drive Performance at Sellafield Ltd 1

2 A unique challenge Sellafield genuinely unique even within the UK nuclear industry. A challenging mission reflecting the shift from fuel reprocessing to nuclear decommissioning, hazard reduction, and storage. Strong rationale for a greater focus on EDI as part of our broader improvement plans and change initiatives. Range of external stakeholders to satisfy Symbiotic relationship between our primary site and the local community. The site measures 6sq km Over 10,000 employees Largest nuclear facility in Europe Over 1,000 nuclear facilities on the site Two main focus areas; nuclear fuel reprocessing and decommissioning Fuel reprocessing will come to an end in 2020 after 50 years of activity Mostly middle age, white, male 2

3 Existing approach to EDI Lots of activity but un-coordinated approach with limited impact and efficiency Little data available to support compliance to equality legislation Potential under-reporting of discrimination and harassment Difficult to measure business value or return on investment Lack of reliable insight into employee experience Limited Executive focus or visibility 3

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5 Our aims & requirements Aims Connect and align EDI initiatives around a common framework Increase consistency of approach between divisions and locations Strengthen our employer brand Accelerate development of diverse talent and future leaders Drive the development of a more inclusive culture Position EDI as a vehicle for improved company performance Set out a high-level programme of work for costing and approval Requirements Clearly articulated and coherent business case - specific to Sellafield Robust strategy outlining key work streams and activities over the short, medium and longer term Appropriate governance policy and model Measurement and reporting framework (PSED compliance) Implementation and communication plan 5

6 The approach Methodology 1. Data-gathering 2. Analysis 3. Design 4. Validation 5. Exec Education & Awareness 6

7 Observations, challenges and opportunities Data gaps (quantitative & qualitative)- weak foundation for strategy Limited workforce diversity - and limited potential to radically shift it Minority group sentiment marginalised and excluded to an extent Innovation & creativity essential for SL; but sub-optimal Performance management - tolerance of poor performance Workplace flexibility - theoretical availability vs. workplace reality Broader change agenda risk of EDI competing for attention/support 7

8 The business case 8

9 Strategy & overall direction of travel 9

10 Outcomes 10

11 Lessons learned 11

12 Commitment Understanding your starting point and the journey ahead 1. Reactive 2. Proactive 3. Transformational 4. Sustainable Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence Organisation: Limited recognition of the business case Barriers to equitable career progression Exclusive behaviour tolerated Leaders: Paying lip-service D&I is not on my radar I do the minimum required for legal compliance Organisation: Recognition of D&I s relevance to business agenda Specific silo interventions Quick wins addressing symptoms not root causes Leaders: I focus on D&I when time and other priorities allow I support specific D&I initiatives and programmes Organisation: Business case established, understood & supported D&I best practice integrated into all core people processes Commitment unaffected by business challenges Leaders: I believe in and promote the business case for D&I I take action to increase workforce diversity and build an inclusive workplace Organisation: D&I is business as usual and a cultural norm D&I efforts are firmly rooted in business strategy Industry Leaders Leaders: D&I is integral to our business goals I am openly accountable for D&I progress and outcomes I am an inclusive leader and role-model (internally and externally) Action 12

13 Poll We asked Where are you on the journey to building a diverse workforce and inclusive culture? 1. Reactive (unconscious incompetence) 2. Proactive (conscious incompetence) 3. Transformational (conscious competence) 4. Embedded/Sustainable (unconscious competence) 4a8a-88c8-d493ebf8cadb&mod=polls&pollId=