We take steps to ensure we are a great employer that values and welcomes the different ideas, skills, behaviours and experiences of our colleagues. Diversity brings different insights, creates challenge and encourages change and innovation. For example, because of a person’s sex, age or race. The Disability Inclusion Framework outlines our approach to disability equality, which includes the physical estate, e-accessibility and culture and good practice. EDI in ourStrategy 2020-25. We’ve already come a long way but there’s still a long road ahead of us. Equality in the workplace means equal job opportunities and fairness for employees and job applicants. Doncaster Council’s Equality, Diversity and Inclusion (EDI) Framework supports and underpins our Corporate Equality Objectives, which are linked to the wider outcomes included in Doncaster’s Borough Strategy (Doncaster Growing Together). 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. Our declaration rates for sexuality are amongst the highest in our sector and the Civil Service. Achieved in May 2016. This is intended to help us communicate and manage equality commitments to create a culture of inclusion. As the UK’s competition authority, our work makes a difference to millions of people across the UK. We will help staff link their career ambitions with their life goals at different stages in their careers and lives. professional regulator for nurses and midwives in the UK, and nursing associates in England. Leaders in Diversity. Investigating mergers that have the potential to lead to a substantial lessening of competition; Conducting studies, investigations or other pieces of work into particular markets where there are suspected competition and consumer problems; Investigating businesses and individuals to determine whether they have breached UK or EU competition law and, if so, to end and deter such breaches, and pursue individuals who commit the criminal cartel offence; Enforcing a range of consumer protection legislation, tackling issues which suggest a systemic market problem, or which affect consumers’ ability to make choices; Promoting stronger competition in the regulated industries including gas, electricity, water, aviation, rail, communications and health), working with the sector regulators; Conducting regulatory appeals and references in relation to price controls, terms of licences or other regulatory arrangements under sector-specific legislation; Giving information or advice in respect of matters relating to any of the CMA’s functions to the public, policy makers and to Ministers. The WIDE Steering Group brings together representation from our Board, Executive and Senior Director champions, representatives from each of the CMA’s staff networks and other key stakeholders to act as the formal governance for our equality, diversity and inclusion activities. We currently lack BAME representation in our SCS senior leader population; this is a key priority for us and we will work hard to address this. Equality, Diversity, and Inclusion (EDI) Framework, Workforce Disability Equality Standard (WDES), The Sexual Orientation Monitoring Standard. Equality, diversity and inclusion. Our Prioritisation Principles state that we may prioritise work to benefit disadvantaged consumers who may be particularly vulnerable to exploitation or may not share in the benefits of greater competition. 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. It also goes to the heart of who we are as organisations and what we stand for as a sector. We are committed to developing a pipeline of diverse talent for succession and ensuring all colleagues can progress in their careers, in the CMA and beyond. 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. This framework draws together our equality, diversity and inclusion vision, principles and objectives and how those are embedded within … Overall, a significantly higher proportion of CMA staff identify themselves as BAME or LGB+ compared to the Civil Service as a whole. Equality, Diversity and Inclusion (EDI) Scheme for 2020 - 25. Equality, Diversity and Inclusion Strategic Delivery Plan At the University of Nottingham, we are committed to supporting Equality, Diversity and Inclusion (EDI) for each of our students and all of our staff, wherever they are in the world. Equality, Diversity and Inclusion Statement 2 Introduction 3 Equality, Diversity and Inclusion Statement 4 Equality Act (2010) and the public sector equality duty (PSED) 4 Strategic Equality Objectives 2018-2021 5 Delivering our Equality Objectives – Action Planning 5 Leadership arrangements 5 Embedding Inclusion 6 Monitoring progress 2. Don’t worry we won’t send you spam or share your email address with anyone. 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. 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. 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. Consumer harm can be substantial when markets do not work well, with people in a vulnerable situation at particular risk of losing out. We’ll send you a link to a feedback form. The Framework is structured around the key themes of Our People, Our Business and Our Influence. Our action plan will also give us the flexibility and agility to adapt our approach if required to meet our longer-term strategic Equality Objectives. Our results have given us insights about how we are doing and how we can improve our LGBT+ inclusivity, established our WIDE Steering Group to drive strategic direction and ensure all voices are heard, provided targeted support for our diverse talent through personal development programmes and coaching, developed a Mutual Mentoring pilot which is offering colleagues from under-represented groups insight into senior decision-making and thought processes whilst providing opportunity for senior colleagues to be exposed to the barriers that staff from under-represented groups may face, encouraged staff to share their personal stories through blogs for key diversity milestones throughout the year including Black History Month, Pride and International Day of Disabled People, developed our ‘Distinguished Speaker Series’ which has seen us welcome a diverse range of business leaders to share their stories, organised a series of ‘Tea and Talks’ which have highlighted the lived-in experiences of our colleagues; including exploring hearing impairment, hidden disability and different thinking, communicating and leadership styles, significantly contributed to fostering a working culture that recognises and reflects the importance of good mental health and wellbeing and provides effective support when colleagues need it. George Lusty, Co-chair Equality, Diversity and Inclusion Working Group, and Senior Sponsor for the Rainbow Network. We’ll report on our progress annually. We value the diversity of the people on our register and we have to ensure our processes are fair and accessible to them all. We are determined to do more than just meet our statutory obligations. Every member of staff at the University should feel welcome here, and be an integral part of our community. Our vision is safe, effective and kind nursing and midwifery that improves everyone’s health and wellbeing. Given us a framework against we can analyse our performance and identify areas for further development and improvement. We have continued to build the strength of our existing staff networks, including launching our Carers and VisAbility networks. 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. We seek to build a truly diverse and inclusive organisation that reflects the wider UK population and consumers we serve. Decisions in some investigations are made by independent members of a CMA panel. Our experience has shown us that 2-year plans are more effective in delivering sustained organisational change than an annual plan. 1.2 This Equality, Diversity and Inclusion (EDI) Framework reflects the commitment of NHS Nottingham City Clinical Commissioning Group (CCG) to reduce health inequalities in Nottingham City and embed equality and diversity considerations into everything that we do for our diverse population and our staff. The Framework consists of the Accessibility Coordination Group which oversees progress … All content is available under the Open Government Licence v3.0, except where otherwise stated, CMA diversity and inclusion strategy 2020 to 2024, Our Equality Diversity and Inclusion Plan 2020 to 2022, nationalarchives.gov.uk/doc/open-government-licence/version/3, Equality, Diversity and Inclusion Action Plan 2020 to 2022, Coronavirus (COVID-19): guidance and support, Transparency and freedom of information releases, Advance equality of opportunity between people who share a protected characteristic and those who do not, Eliminate unlawful discrimination, harassment and victimisation, Foster good relations between people who share a protected characteristic and those who do not, Building a diverse and inclusive workforce that reflects and understands the public we serve, Ensuring all colleagues are valued and can contribute to our success, Empowering and enabling all colleagues to thrive and prosper. 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