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. 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. 20% of staff are from a BAME background, with Asian or Asian British as the largest ethnic group. We’re on that road together. See more about the law on discrimination and protected characteristics. The majority of staff at 36% fall in the 30 to 39 age range. Our EDI Working Group remains a driving force in implementing our ambitious strategy - by generating ideas, acting as a sounding board and critical friend, and taking on tasks that advance our agenda. 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. We are proud of our active and growing staff networks who have delivered impactful programmes and events, and support and challenge us, as an organisation to continue improve. Over the next 2 years, we will develop our programmes further so more colleagues can benefit. 83% of all staff are straight and 6% are LGBT+. We have consulted with our staff networks, our Executive and senior diversity champions and key stakeholders across the CMA to create this ambitious plan. Improving diversity, equality and inclusion is key to achieving our ambition of improving trust in our sector. Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. The following learning resources have been designed for early years practitioners to support equality, diversity and inclusion. The D&I Progression Framework was developed in a collaboration between the Royal Academy of Engineering (Academy) and the Science Council to progress diversity and inclusion (D&I) across 63 engineering and science professional bodies. The Disability Inclusion Framework outlines our approach to disability equality, which includes the physical estate, e-accessibility and culture and good practice. George Lusty, Co-chair Equality, Diversity and Inclusion Working Group, and Senior Sponsor for the Rainbow Network. Every member of staff at the University should feel welcome here, and be an integral part of our community. Please click here to download our Equality Diversity and Inclusion Framework 2017-2020. We have much to celebrate this year. Networks have led or supported many of our programmes and have enriched the CMA with high-profile guest speakers, training and internal events. 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 CMA already has in place networks dedicated to the support of a variety of colleagues including our Rainbow, Race, Multifaith, Women’s, EU Nationals, Christian, Dyslexia, and our Mental health action group. 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). 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. Andrea Coscelli, Chief Executive and Amelia Fletcher, Non-Executive Director and Wellbeing, Inclusion, Diversity and Equality Steering Group (WIDE) Chair. Together in practice. Part 1. 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. These updates will include equality data, as well as providing a general account of our progress in meeting our statutory duty and commitments. In order to improve patient experiences and outcomes, NHS England launched The Equality and Diversity Council, which the Academy is now a member of. You must not treat people unfairly because of reasons protected by discrimination law (‘protected characteristics’). I look forward to leading the Network as we continue to advance the personal and professional development of our BAME staff. We strive to embed a culture where all our staff are appreciated, can contribute and be themselves. 2. The Public Sector Equality Duty (PSED) comprises general duties which state we must have due regard to the need to: In addition, many public bodies – including the CMA – have 2 specific duties under the Act. 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 want to welcome and value the unique ideas, skills, behaviours and experiences that our colleagues bring to work because this leads to a more engaged workforce who will make better decisions. 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. The Diversity and Inclusion Progression Framework is a tool for professional bodies to assess and monitor their progress on diversity and inclusion. 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. We’ll report on our progress annually. The dashboard below shows our diversity profile as at 31 March 2019. Equality, diversity and inclusion. This forms an important part of the equality, diversity and inclusion agenda for the health service. 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. 1. 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. 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 – Corndel’s framework for change June 26, 2020 No Comments When George Floyd, an unarmed black man was killed by a white police officer, it sparked global condemnation and a wave of protests. The gender make-up of CMA staff is 50.9% female and 49.1% male. This framework draws together our equality, diversity and inclusion vision, principles and objectives and how those are embedded within … 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. 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. Supporting and overlapping with the work programme intended to achieve our equality objectives, the CMA’s Corporate Action Plan (CAP) 2020 to 2022 will focus on 3 key themes in response to the 2019 staff survey. We have set out our assessment of the equality, diversity and inclusion implications of the new framework. Achieved in May 2016. 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 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. Only a very small number (an average of 3%) of those that completed the data have indicated they would ‘prefer not to say’. 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. 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