DIVERSITY ACTION PLAN [2017 2020] English Institute of Sport
ABOUT US The EIS is a grant funded organisation through UK Sport with Olympic and Paralympic sports engaging with the EIS through their World Class Programme funding from UK Sport and English and professional sports through their Sport England and/or funding bodies. Since the inception of the EIS in 2002, it has worked with sports leading up to and during Olympic and Paralympic Games, Commonwealth Games and many National, European and World events in sport. At the EIS we think of ourselves as the team behind the team, delivering a range of performance-impacting solutions to Olympic and Paralympic sports along with a select number of non-olympic sports through a nationwide network of expertise and facilities. The EIS strives to be the world s leading institute of high performance sport. EIS practitioners help coaches and Performance Directors to improve the performance of their athletes by delivering services which enable them to optimise training programmes, maximise performance in competition and improve health and wellbeing. As the country's largest provider of sport science, medicine and technology, the EIS also provides a range of added-value benefits to the sports we work with including world-class performance environments and access to cutting edge innovation and research. In the Rio cycle, EIS worked with 93% of the athletes and 31 of the 34 sports that won a medal for Team GB at the Rio 2016 Olympic & Paralympic Games. OUR MISSION To pioneer the delivery of science, medicine and technology services to drive medal success at Olympic, Paralympic and international competition OUR VISION To be the world leading High-Performance institute OUR VALUES
Innovation Collaboration Excellence Message from Our Chair At the EIS we re working to ensure our Diversity Action Plan is at the heart of our vision for the organisation to be the world leading high performance institute. Inclusive and equal practices and outcomes are best valued, understood and achieved when they re a key part of an organisation s core function. This starts with the Board which should set the benchmark for the organisation through providing diversity of background and perspective The EIS by its very nature deals with difference every single day. No athlete or indeed sport is the same. They re all different and this should be celebrated. At the EIS we embrace and celebrate difference while staying focused on positively impacting on elite sport. We re striving for excellence with our day-to-day work with athletes, national governing bodies and with our recruitment and commitment to equality. The EIS doesn t just want to comply with legislative requirements, we want to ensure the organisation is a leader for inclusion in the sports sector. Just as the EIS strives to be the world leading high performance institute, it is committed to ensuring the organisation is an inclusive and progressive employer in the elite sport environment. The EIS Diversity Action Plan details sounds proposals with clear defined schedules and deadlines for the organisation to meet. There will be opportunities and challenges but the EIS has a duty to meet the needs of current and future employees and partner organisations, whilst equality and inclusion need to be
central components of policies, initiatives and services. To date, the EIS has achieved the foundation level of the Equality Standard for Sport framework and this should be commended. Throughout my career I ve followed my passion for sport and that s taken me on a great journey. High performance sport is fast moving in every way and it is imperative that the EIS and elite sport overall takes positive strides forward to be representative of the diverse society we live in. The EIS will do this by promoting the highest standards of conduct and equality. John Steele EIS Chair
Introduction The attached diversity action plan (DAP) builds on the Diversity strategy already agreed by the Board. It sets the framework for improving diversity and inclusion across the organisation as well as specific actions targeted for the EIS Board. As set out in the strategy, this is not simply about achieving UK legislative requirements across a range of protected characteristics but recognising diversity in its broadest sense including diversity of experience, skills, social- economic background and thought. The plan sets out priorities over the short, medium and longer term in the key areas of recruitment, engagement and developing internal talent. The EIS has already made progress in this area through achieving the foundation level of the Equality in Sport standard. This provides a good baseline from which to build and in the future any further actions on this will be incorporated into the DAP. In the unique context of the EIS as a delivery and operational organisation, there are many opportunities and challenges in areas for action from Senior Board Director through to practitioners working with sports. To monitor progress in developing an inclusive and diverse organisation there is a need to understand better the current position and to set clear expectations for the future. Therefore, a number of actions will need to take place to support the specifics set out in the DAP below. These are as follows: 1. Communicate the Diversity Strategy and Action plan to EIS employees internally. 2. Encourage employees (through an internal communications campaign) to update / complete their diversity data held on Cascade (currently, much of this data is incomplete) so that there is clarity on the current diversity landscape across the organisation. 3. Review the EIS external and internal websites with a view to increasing the prominence and content of the EIS diversity strategy and action plans.
The board shall ensure the organisation prepared and publishes on its website information (approved by the Board) including an annual update on progress against actions identified in Req 2.2 The board shall ensure that the organisation prepared and publish on its website information (approved by the Board) about its work to foster all aspects of diversity with its leadership and decision making) Each organisation shall identify proportionate and appropriate actions to be taken to support and/or maintain (as appropriate) the diversity targets set out in Req 2.1 Demonstrate a strong and public commitment to progressing towards achieving greater diversity generally(including but not limited to BAME, disability, LGB&T and socio-economic) Demonstrate a strong and public commitment to progressing towards gender parity and greater diversity generally on its board Adopt a target of, and take all appropriate actions to encourage, a minimum of 30% of each gender on its board Recruitment How the organisation will attract an increasingly diverse range of candidates Code for Sports Governance Objective: Embed good diversity and inclusion practice into our attraction, recruitment and selection policies and processes. Priorities Actions Person(s) Responsible Completion Date Short Term 1.1 Board Specific actions Review current Board diversity mix and develop action plan for maintaining and improving current board composition Review current Board diversity mix to understand current position and develop a strategy for succession planning using the remuneration and nomination committee. Work with UK Sport (UKS) to jointly develop a strategy for creating a network of external candidates from diverse backgrounds for succession to Board roles Jaqui Perryer, Director HR Nigel Walker, National Director 31 October 2017 Immediate and ongoing Review recent board recruitment shortlists to understand the diversity of the recruitment shortlists and suggest actions to improve these in the future Jaqui Perryer Director HR Ensure all future Board recruitment panel members come from diverse backgrounds. John Steele Chair Ongoing as vacancies arise
Working with UKS, identify potential recruitment partners / agencies that can help push board vacancies to more diverse groups of people. Jaqui Perryer Director HR Where UKS are the recruitment lead for EIS Board posts, work with them to ensure that they are aware of the EIS diversity and skills requirements to ensure they appropriately target the right audiences. John Steele, Chair Immediate and ongoing Short Term: Specifically to ensure that future succession plans are focused on maintaining or improving the current at least 30% of each gender representation at board and start to address greater diversity generally John Steele, Chair Ongoing and building on the current succession planning proposals 1.2 Organisation wide actions Review quick win changes to the recruitment and selection process. Ensure all shortlisting and selection panels contain a mixture of gender by updating guidance and communicating this to through the all employee weekly update Jane Johnson, Head of HR 31 December 2018 Increase the awareness of bias in the recruitment process for all those involved by procuring and rolling out unconscious bias on line learning for all involved in recruitment (including recruitment for Board level posts). Jane Johnson, Head of HR Introduce a process to monitor diversity stats at the key stages of the recruitment process to Jane Johnson, Head of HR
test where elements of the process could include bias or any other concerns e.g. direct or indirect discrimination Understand any underlying pay related issues that may impact on diversity Complete gender pay - gap analysis Jane Johnson, Head of HR Medium Term: 1.3 Board Specific actions: EIS Board to actively review and publish progress against DAP to review and update. Medium Term: Diversity strategy and action plan to be on the rolling agenda for Board Jamie Skiggs, Director Finance and Business Operations 31 December 2017 1.4 Organisation wide actions Review and refresh diversity strategy and priority actions. Based on the diversity data completion campaign, update DAP to reflect updated baseline information. Jaqui Perryer, Director HR 31 October 2018 Full review of selection and recruitment policy and process Carry out end to end review of recruitment process including focussing on how diversity can be maximised in each part of the process Propose (if necessary) opportunities to take positive action with respect to any under representation of protected characteristics Jane Johnson, Head of HR Jane Johnson, Head of HR Jane Johnson, Head of HR 31 December 2018 Autumn 2019 Review and refresh ( if necessary) training and development process on Diversity and Inclusion in recruitment Jane Johnson Head of HR Autumn 2019
The board shall ensure the organisation prepared and publishes on its website information (approved by the Board) including an annual update on progress against actions identified in Req 2.2 The board shall ensure that the organisation prepared and publish on its website information (approved by the Board) about its work to foster all aspects of diversity with its leadership and decision making) Each organisation shall identify proportionate and appropriate actions to be taken to support and/or maintain (as appropriate) the diversity targets set out in Req 2.1 Demonstrate a strong and public commitment to progressing towards achieving greater diversity generally(including but not limited to BAME, disability, LGB&T and socio-economic) Demonstrate a strong and public commitment to progressing towards gender parity and greater diversity generally on its board Adopt a target of, and take all appropriate actions to encourage, a minimum of 30% of each gender on its board Consider using a wider range of recruitment agencies to access a broader diversity of candidates for roles (cost dependent) Autumn 2019 Long Term: (for post Tokyo 2020) 1.5 Board and Organisation wide actions Consider what actions can be taken in the light of Tokyo 2020 performances and funding decisions to ensure the operating model and roles that sit within it are designed to support diversity and inclusion in operation Review of operating model of the organisational structures in the EIS with a breakdown of diversity statistics to inform any potential blind spots or hot spots to inform any action plan Jaqui Perryer, Director HR Summer 2020 Engagement Ensuring that your organisation s commitment to diversity is communicated through internal practices and externally Code for Sports Governance Objective: To raise awareness of the importance of diversity and inclusion at Board level and across the organisation and highlight our commitment to this internally and externally Priorities Actions Person(s) Responsible Completion Date
Short Term: 2.1 Board specific actions Increase the prominence and EIS commitment to Diversity and Inclusion at Board level EIS to make a public statement via its website to its commitment on diversity at Board level generally and to meeting the specific criteria from the Governance Code (minimum of 30% of each gender) Hester Brierley, Director of Communications 31 October 2017 Work with UKS in identifying what gender parity on sports boards looks like and develop and action plan to support this as appropriate Jaqui Perryer, Director HR TBC aligned to UKS DAP EIS to publish on its website information on the diversity mix of the EIS Board Hester Brierley, Director of Communications 31 December 2017 Appoint an EIS Board level diversity champion John Steele Chair 30 June 2018 Review role descriptions and appointment letters for future new board members so that they more prominently reflect the importance of diversity and inclusive behaviour at Board level Jaqui Perryer, Director HR
Short Term 2.2 Organisation wide actions Refresh external facing media to include a better careers attraction page to reach a wider audience and promote applications from more diverse backgrounds As part of the wider diversity statement and through publication of this action plan, demonstrate a strong public commitment towards achieving greater diversity generally (including but not limited to BAME, disability, LGB&T and socio- economic) Hester Brierley, Director of Communications 31 December 2017 Research external best practice in recruitment and implement best options to meet EIS need Jaqui Perryer, Director HR Update EIS information on the EIS Glass Door site so that it is up to date and relevant Mark Jamieson, Head of Communications 31 December 2017 Seek active engagement from EIS employees through the staff engagement group to comment and raise the profile of EIS on Glass door Mark Jamieson, Head of Communications Review and redesign internal communications media to highlight EIS approach to diversity and inclusion Update external website to display more prominently the commitment of the Chair to Diversity and Inclusion Mark Jamieson, Head of Communications Develop a specific area for the approach to diversity and inclusion on the internal website Hester Brierley Communications Director Regularly monitor and publish EIS diversity statistics Work with staff engagement group to develop approach, priorities and content for communications focussing on the theme of inclusivity Hester Brierley Communications Director
Put in place processes to understand diversity statistics in the organisation and take action to address any emerging themes Run a campaign to encourage employees to update / complete diversity monitoring information on Cascade Jaqui Perryer, HR Director Implement a process to collect, analyse and report on diversity statistics in the organisation to include declaration rates. Hester Brierley, Communications Director Medium Term: 2.3. Board Specific actions Develop more prominent role for Board members to engage internally and externally on the focus of diversity on boards. Review Diversity strategy to consider progress made to date and update for the future. Require future Board members to have specific diversity and inclusion engagement objectives as part of their wider agreed objectives John Steele, Chair John Steele, Chair 31 March 2019 31 March 2019 Medium Term 2.4 Organisation Wide actions Review diversity and inclusion strategy to identify what more or different can be done to create a fully inclusive and diverse environment for everyone working within the EIS Conduct complete refresh of the diversity and inclusion strategy with staff engagement group Conduct review with EIS Board to update strategy and action plan Jaqui Perryer HR Director John Steele Chair 31 March 2019 31 March 2019 Conduct a review of flexible working in the EIS to understand its role in employee engagement and how it supports diversity in the organisation and publish case studies on the intranet Jane Johnson, Head of HR, 31 March 2019
The board shall ensure the organisation prepared and publishes on its website information (approved by the Board) including an annual update on progress against actions identified The board shall ensure that the organisation prepared and publish on its website information (approved by the Board) about its work to foster all aspects of diversity with its leadership and decision making) Each organisation shall identify proportionate and appropriate actions to be taken to support and/or maintain (as appropriate) the diversity targets set out in Req 2.1 Demonstrate a strong and public commitment to progressing towards achieving greater diversity generally(including but not limited to BAME, disability, LGB&T and socio-economic) Demonstrate a strong and public commitment to progressing towards gender parity and greater diversity generally on its board Adopt a target of, and take all appropriate actions to encourage, a minimum of 30% of each gender on its board Continue to raise the profile of diversity and inclusion across the organisation. Regularly monitor and publish EIS diversity statistics Hester Brierley, Director Communications Refresh on annual basis Long Term: (For Post Tokyo 2020) 2.5. Board and Organisation wide actions Deliver targeted campaign / relaunch about opportunities in the EIS with respect to Diversity and Inclusion Consider the purpose of the equality in sport framework and whether this or other accreditations would be right to pursue Progressing talent from Within A focus on developing a strong internal pipeline of diverse talent to populate decision making and other structures. Code for Sports Governance Objective: To increase the number and diversity of internal candidates ready for appointment to senior positions in the leadership of Sport Priorities Actions Person(s) Responsible Completion Date
Short term: 3.1 Board specific actions Clarify the role of Board members in supporting the development of current and future internal and diverse talent in the organisation Consider the opportunity for Board members to act as mentors to high potential talent in the organisation John Steele, Chair Set out on the internet the role of the board director, how it adds value to the organisation and how people can find out more. Hester Brierley, Director Communications Short Term: 3.2 Organisation wide actions From current Senior Management Team (SMT) succession planning activity, assess the diversity of currently identified future talent by SMT members. Complete current succession planning activity (to next levels) Analyse findings, including linking to diversity characteristics to present to SMT together with proposed action plan. Jaqui Perryer, Director HR Jaqui Perryer, Director HR Develop an EIS strategy for talent development improving manager capability to identify, spot and nurture talent including high potential talent. Working as part of the UKS wider people strategy, invest in line manager core training for all managers in the organisation Jaqui Perryer and Kevin Currell (Director of HR and Director of Science and Technical development) 1 April 2018 (programme of delivery to start) Working as part of the UKS wider people strategy, define future potential talent and process for Jaqui Perryer, Director HR Autumn 2018
identification with specific (but not exclusive) focus on potential to achieve director level Medium Term: 3.3 Board specific actions Engage the Board specifically on undertaking a role of developing diverse talent in the organisation Medium Term: 3.4 Organisation wide actions Develop programmes for talent development targeted to fill gaps in succession plans identified above. Provide opportunity for Board members to address groups of employees in locations to create greater engagement and highlight the role of a board director and its value to employees Building on best practice programmes in and outside of sport, develop talent development programme. Nigel Walker National Director 31 March 2019 Jaqui Perryer HR Director 31 March 2019 Long Term: 3.5 Board and Organisation wide actions Develop a targeted approach running up to Tokyo 2020 on future diversity strategy in the likelihood of significant turnover in key posts across the High-Performance system.
Key Questions How does this feed into our broader governance plan? The DAP stands in its own right as a plan to improve diversity and inclusion in the EIS. In addition it specifically provides the actions aimed at delivering responses to requirements 2.1 (A), 2.1 (B), 2.2 and 2.3 of the governance code. Progress monitoring will be overseen by the EIS SMT and by the EIS Board as part of the reporting and monitoring of the actions against the governance code. Who are the key people responsible for the delivery of this plan? The plan will be owned by the HR Director of the EIS on behalf of the SMT, however ownership of Diversity and Inclusion is a joint activity between HR and Operations. The communications director is responsible for a number of key actions relating to communications and engagement internally and externally. How will we measure overall success? Ultimately, we will be seeking to improve our representation across the protected characteristics. Additionally, we will use the staff engagement survey (s) to monitor engagement levels of staff and, if possible, engagement levels by groups. We will also eventually monitor and track development of identified talent into senior leadership roles either within the EIS or elsewhere in the High-Performance System. How does your Diversity Action Plan (DAP) cross-reference other parts of the code or other relevant equality or diversity monitoring standards/framework?
The DAP links to the equality framework which has been incorporated into this action plan so that any actions taken forward are aligned with the wider plan.