As a public body, we also have obligations under the Equality Act 2010 to have due regard to the need to promote equality of opportunity, eliminate unlawful discrimination and foster good relations between the key equality strands set out in legislation. We value the diversity of the people on our register and we have to ensure our processes are fair and accessible to them all. Andrea Coscelli, Chief Executive and Amelia Fletcher, Non-Executive Director and Wellbeing, Inclusion, Diversity and Equality Steering Group (WIDE) Chair. This approach can be summarised in the following four: The Equality, Diversity, and Inclusion Framework has been developed for the 2017-2020 period to address existing health inequalities in compliance with the Equality Act 2010. The new progression framework builds on the Engineering Diversity Concordat; and the Science Council Declaration on Diversity, Equality and Inclusion and centres on identifying diversity and inclusion practice in relation to eight functions common to professional bodies. Equality, diversity and inclusion are integral to our culture and at the core of how we work with all members of our community. EDI in ourStrategy 2020-25. This forms an important part of the equality, diversity and inclusion agenda for the health service. Don’t include personal or financial information like your National Insurance number or credit card details. The Institute of Fundraising published a benchmark of equality, diversity and inclusion in the fundraising profession. Over the next 2 years, we will develop our programmes further so more colleagues can benefit. 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. Our Annual Plan outlines how we plan to continue to focus on issues that really matter to UK consumers. The NMC equality diversity and inclusion (EDI) strategic framework 2020-25 . 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. We derive our powers from the Enterprise and Regulatory Reform Act 2013 and our work is overseen by a Board and led by the Chief Executive and Executive team. In order to deliver our Equality, Diversity and Inclusion Strategy 2020 to 2024, we have developed an initial 2-year Equality, Diversity and Inclusion Action Plan 2020 to 2022. 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. Developed in collaboration with the Royal Academy of Engineering, this is a key element of the support available for Science Council member organisations, as they seek to embed diversity in their strategies and planning. Every member of staff at the University should feel welcome here, and be an integral part of our community. 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. 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. Leaders in Diversity. Part 1. I look forward to leading the Network as we continue to advance the personal and professional development of our BAME staff. In the past year, we have implemented a number of initiatives to embed our commitment to diversity, but we recognise that we still have a way to improve diversity within our leadership population, and particular improve BAME representation within our SCS population. We use cookies to collect information about how you use GOV.UK. George Lusty, Co-chair Equality, Diversity and Inclusion Working Group, and Senior Sponsor for the Rainbow Network. In line with Cabinet Office best practice, we publish data annually to highlight our diversity and to monitor progress towards a new Civil Service-wide target to increase the flow of ethnic minority and disabled staff into the Senior Civil Service (SCS). 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. We have also heard from inspirational figures, such as Sheldon Mills and Jacky Wright, about their careers and their thoughts about advancing race in the workplace. The proportion of male Senior Civil Servants (SCS), decreased from 62.8% to 59% in 2018 to 2019 and the proportion of female SCS staff increased from 37.8% to 41%. 4.1 Equality, Diversity and Inclusion 12 4.2 Ethical Framework 12 Conclusion 13 About the author 14 Further resources 14 Equality, Diversity and Inclusion within the Counselling Professions 3 | Good Practice in Action 063 | Clinical Reflections for Practice. The Nursing and Midwifery Council (NMC) is the independent . Overall, a significantly higher proportion of CMA staff identify themselves as BAME or LGB+ compared to the Civil Service as a whole. We’ve made much progress already, but we acknowledge we are on a journey. You can change your cookie settings at any time. Our workforce data shows that the CMA is broadly as representative as the wider Civil Service. The following learning resources have been designed for early years practitioners to support equality, diversity and inclusion. 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. Our declaration rates for sexuality are amongst the highest in our sector and the Civil Service. This document sets out Ofsted’s consideration of how the proposed new initial teacher education (ITE) inspection framework 2020 will enable us to fulfil the requirements of the Equality Act 2010, including the public sector equality duty (PSED) set out in section 149 of the Equality Act 2010. The immediate priority area for 2020 to 2021 is to deliver an ambitious programme focused on initiatives to support and champion our ethnic minority colleagues and improve ethnic diversity at senior leadership level. To ensure fairness and equity in relation to employment, based on the values of the NHS Consitution. We promote competition for the benefit of consumers, both within and outside the UK, through working to ensure that consumers get a good deal when buying goods and services, and businesses operate within the law. These updates will include equality data, as well as providing a general account of our progress in meeting our statutory duty and commitments. It will take only 2 minutes to fill in. This framework draws together our equality, diversity and inclusion vision, principles and objectives and how those are embedded within … Each year, under the ‘umbrella’ of the 2-year plan, we will also have a rotating focus on a particular priority area. 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. 5% of all staff have a disability, with 3% of them working at senior level. 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