All Great People

GOAL 1

Our Progress

„ Provide opportunities for underrepresented groups to participate and shape the strategy „ Roll out mandatory EDI online training and toolbox talks to raise awareness throughout the business „ Review our reward and recognition programmes through continual benchmarking and evaluation against the marketplace „ Provide accessible development and training opportunities to encourage career progression as part of our commitment to lifelong learning „ Celebrate and educate our colleagues on religious events to better support employees where required „ Continue to develop our leadership capability to identify fairness and unfairness in any area of the business, and have the confidence to communicate outcomes „ Continue to promote our ‘Speak Out’ app to allow our colleagues to raise concerns which will then be addressed sensitively and successfully „ Reviewed 54 people policies and policy statements to ensure they meet the needs of our strategy „ Reviewed the recruitment and selection process to ensure that our advertising, application, and selection processes are inclusive and accessible to all „ Recorded 4,553 attendances at various EDI learner events ranging from ‘Autism in the Workplace’ to ‘Inclusive Recruitment’ to ‘Unconscious Bias’ „ Improved our performance management process by moving it online, thereby allowing us to identify disproportionate performance results in our various communities and put actions in place to better understand and address them „ Developed our leadership capability through our Great Leaders career development programme, where attendance from underrepresented groups is significant Future Plans

„ Conduct regular engagement surveys across the business to assess organisational culture and build confidence in our progress „ Provide regular and transparent communication about findings and any actions taken „ Study generational differences and promote an inclusive workplace that values all colleagues, irrespective of age, ensuring everyone feels valued „ Provide flexibility in the use of workplace adjustments to support colleagues and ensure that they are given the opportunity to perform at their best throughout their career „ Better enable social mobility through our attraction, recruitment, and retention efforts „ Improve our methods of understanding inclusion by measuring socio-economic background „ Continually promoted our ‘Your Voice’ apps to allow concerns to be raised and then addressed sensitively and successfully „ Studied the four generations that we currently employ and the differences in outlook and work requirements, and reviewed the number of individuals we had in each area to further develop how we could support them and ensure they felt valued „ Established coaching and mentoring schemes through our Great Leaders career development programme, which aims to support individuals of different ages, socio- economic backgrounds, and at various stages of their careers „ Won the ‘Inclusive Employer’ award at the Better Society Awards in 2021 by demonstrating that our workplace, employment practices, and recruitment policies are fair, equal, and inclusive for all „ Presented to senior leaders on the generational differences

MAINTAINING AN INCLUSIVE ORGANISATIONAL CULTURE

At FM Conway, our ambition is to nurture an organisational culture where people working and engaging with us feel respected and comfortable being themselves, free from unjustified discrimination, offensive behaviour, or bullying. Creating a level playing field is fundamental in our approach; our policies and processes create a robust framework and set standards for EDI. Leaders exist in different roles and particularly, but not exclusively, in senior positions. They are crucial in driving progress, achieving fairness, and enhancing our working culture, reputation, and impact. Over the last four years of the strategy, our underrepresented groups in senior positions have significantly increased.

„ Managers from underrepresented groups increased from 22% in 2020 to 37% in 2024 „ Senior Managers from underrepresented groups increased from 11% in 2020 to 31% in 2024

„ Directors and Heads of Division from

underrepresented groups increased from 18% in 2020 to 29% in 2024

Therefore, our emphasis will continue to be on nurturing and developing engagement, establishing role models and leadership capability in EDI, as well as creating diversity amongst senior leaders.

To create a culture where underrepresented groups participate and contribute to our EDI strategy. We must review all instances where unfairness could exist and create inequality, and where we find an opportunity to do better, we must act immediately. Our Objective

FM Conway - Equity, Diversity & Inclusion Strategy | 11