All Great People

FUTURE FOCUS

PROGRESS TO DATE

2020

2024

By embracing diverse perspectives and ensuring inclusive practices, organisations can drive innovation, enhance employee engagement, and create a culture of belonging.

KEY PERFORMANCE INDICATOR

BASELINE

YTD

INCREASE / DECREASE DIFFERENCE

p p p p p p p p p p p p p p p p p

% of employee workforce that are from a minority ethnic group % of employee workforce that are Female % of employee workforce that are Disabled % of employee workforce that are LBGTQIA+ % of employee workforce that are ex offenders % of employee workforce that are veterans % of employee workforce that are long term unemployed % of employee workforce that are part time / flexible

8.38% 21.84%

13.46%

10.70% 16.12%

5.42%

0.20% 11.80%

11.60%

Action Plan Over the last four years, our action plan has grown significantly. What we set out to achieve at the beginning of each year has changed as we respond to cultural and environmental concerns. Remaining agile in our approach has been key to achieving success. Up to April 2024, we completed 33 separate actions, from improving our recruitment process to ensure accessibility, to introducing bi annual women’s events and gaining our Gold Armed Forces Covenant Award. We have chosen to set our new strategy out over a five-year period ending in 2030, and although we have set ourselves clear targets, we will remain flexible and fluid in our approach to ensure that we keep up with best practice and are innovative in our approach to diversity and inclusion.

New Goals We have reviewed our goals and amended themwhere appropriate to ensure they are truly aligned to the people we employ and engage with, and the communities in which we work.

0.34% 3.20%

2.86%

0.84% 1.26%

0.42%

0.80% 2.86%

2.06%

New focus areas in our strategy include veterans and neurodiverse individuals.

0.99% 3.79%

2.80%

Supporting the veteran community is an area we are passionate about and have worked hard on, culminating in us gaining our Gold Armed Forces Covenant Award in 2023 from Silver in 2019. However, it was not a goal in our original strategy. In addition, our ever-increasing neurodiverse community is another area we have focused on over the last four years, as we recognise that our neurodiverse people have very different needs to those with physical disabilities and long-termmedical conditions.

2.94% 4.61%

1.67%

% of Directors & HOD's from an underrepresented group % of Senior Managers from an underrepresented group

17.78% 28.57%

10.79%

11.39% 31.25%

19.86%

% of Managers from an underrepresented group

22.37% 36.65%

14.28%

% of new Apprentices from a minority ethnic group

13.00% 39.34%

26.34%

% of new Apprentices that are Female

22.00% 24.59%

2.59%

% of new Apprentices that are Disabled

4.00% 21.31%

17.31%

% of new Apprentices that are LGBTQIA+

0.00% 4.92%

4.92%

% of job applicants from a minority ethnic group

15.17% 52.20%

37.03%

% of job applicants that are Female

20.78% 21.50%

0.72%

FM Conway - Equity, Diversity & Inclusion Strategy | 7