Corporate report

Annual review (April 2021)

Updated 30 March 2023

Foreword

We are pleased to share the CMA’s Annual Review 2021 against our Equality, Diversity and Inclusion Strategy 2020 – 2024.

Since the launch of our Equality, Diversity and Inclusion Strategy in August 2020 we have focused on delivering a set of actions that will help ensure the CMA is truly an inclusive and great place to work, where our people feel supported.

We have established a governance structure for reporting our achievements and this ensures that the most senior levels of the organisation are regularly discussing these important themes and considering how each of us can contribute to our ambitions.

We are immensely proud of how our diversity and wellbeing networks have come together with others across the CMA to both support colleagues during the last year and continue to push ahead with our ambitious plans.

We look forward to the year ahead and to focusing a spotlight again on our work to promote race equality and also to deliver a supportive plan for our disabled colleagues through a comprehensive set of actions.

Andrea Coscelli, Chief Executive

Amelia Fletcher, Non-Executive Director and Wellbeing, Inclusion, Diversity and Equality Steering Group (WIDE) Chair

Executive Summary

On 22 July 2020 we published our new Equality, Diversity and Inclusion Strategy 2020 to 24 and our Equality, Diversity and Inclusion Action Plan 2020 to 2022. Developed together with our staff networks, our Executive and senior diversity champions, the Wellbeing, Inclusion, Diversity and Equality Steering Group and staff representatives.

Together, they set out our revised Equality Objectives and the work programmes that will deliver meaningful change.

The core strategic objectives were:

1. Building a diverse and inclusive workforce that reflects and understands the public we serve.
2. Ensuring all colleagues are valued and can contribute to our success.
3. Empowering and enabling all colleagues to thrive and prosper.

In addition we confirmed a rotating focus on priority areas. The immediate priority area is the commitments set out in the Race Priority Focus Action Plan 2020 to 2021, established to pursue initiatives that will support and champion our ethnic minority colleagues and improve ethnic diversity at senior leadership level.

Work was completed with HR and the Equality, Diversity and Inclusion Working Group to identify actions against each theme and align resources to ensure projects are delivered.

The Positive Action Steering Group was established to support the development and implementation of the Race Action Plan and has met monthly since October 2020 to help drive key projects forward.

Highlights for 2020 to 2021

During 2020 to 2021, we have:

• Aligned resources to ensure identified projects were properly resourced and time was allocated to deliver the work – this resulted in HR leads being identified to support the delivery of projects and also directly support staff network leads in their role.
• Reviewed our use of social media and social media outreach work to better showcase our diverse organisation including employee testimonials.
• Continued our focus on LGBTQ+ inclusivity through continuing our review of policies with support from Stonewall and notably with the development and launch of our Gender Identity and Intersex Policy developed in conjunction with the Rainbow Network.
• Established our Positive Action Steering Group comprising a range of diverse members to support the achievement of the commitments made in the Race Action Plan.
• Provided targeted support for our diverse talent through personal development programmes, coaching and evaluated our mutual mentoring pilot to help inform future programmes.
• Published our Ethnicity Pay Gap which will provide a baseline of performance with which we can trach future progress in our pay and rewards of our ethnic minority population.
• Created a sponsorship programme, Accelerate, to provide opportunities for talented Grade 6 and Grade 7 ethnic minority colleagues
• Created a career development programme, Aspire, to provide targeted development programmes for ethnic minority colleagues across all grades.
• Established a Diversity Dashboard which is available on the intranet and supports our focus on analysing our data to make key decisions.

Looking Ahead 2021 – 2022

Set out on the following pages is the annual review and summary of actions against our key themes as well as information about the direction for the remainder of the plan, through to the Spring of 2022.

It is important for us to continue this journey and maintain a focus of resources aligned to these themes in order to build lasting change and properly embed our EDI principles across everything we do at the CMA.

Equality, Diversity and Inclusion Action Plan 2020 to 2022 (Summary)

Set out here are the themes and actions of our 2-year Equality, Diversity and Inclusion Plan, along with a review of progress made.

1) Building a diverse and inclusive workforce that reflects and understands the public we serve.

Summary: We seek to build a truly diverse and inclusive organisation that reflects the wider UK population and consumers we serve. Diversity brings different insights, creates challenge and encourages change and innovation. Over the next 2 years we will ask ourselves some tough questions, talk to our diverse talent about the barriers they have faced and be smarter and more transparent with our recruitment data. We’ll use this to devise strategies to engage with and attract talent from specific and harder to reach groups.

1) Get closer to the community

2020 to 2021 progress

Programme of engagement and external outreach with consumer bodies, charities and local community groups has been established and is being supported by a number of senior leads across the CMA. The focus for our engagement is clustered across key themes, such as mental health and wellbeing.

Plans for 2021 to 2022

The programme will continue throughout this period.

2) Smarter use of data

2020 to 2021 progress

Work has been ongoing throughout 2020 – 2021 to establish a structure for reporting and consistent data-set, culminating with an interactive Diversity Dashboard which tracks performance across all characteristics and provides a solid foundation for our reporting.

Plans for 2021 to 2022

Work has commenced to consider our recruitment data. This will be an area of focus for the recruitment and MI teams over the coming months.

3) Work to improve self-declaration rates

2020 to 2021 progress

This work has 2 components:

Central records and diversity reporting – new gender identity categories have been created to enable staff to report on these areas. Over the first quarter of 2021 – 2022 staff will be invited to respond to these questions. This will be supported with wider communications to staff explaining the benefits of enhanced reporting and self-declaration.

Staff Survey 2020 – Q2 2020 – 2021 a specific focus was placed on explaining the importance and benefits of self-declaration to staff to ensure we can make decisions based on a true understanding of our workforce and that we are truly representative.

Blogs from staff network leads in support of increased self-declaration were planned in to coincide with the lead up to the staff survey launch. Through the reporting in Q3 we noted some improvements with delf-declarations on some of the protected characteristics and we need to continue the progress made.

Plans for 2021 to 2022

The focus will remain across these 2 project areas.

Key messages from staff network leads will again be planned in for this year’s staff survey, and the impact will be monitored.

4) Work to learn about EDI initiatives from other organisations

2020 to 2021 progress

The HR team continue to research the D&I work of other organisations in order to test our thinking and challenge our performance. Feedback to date has helped us to shape our sponsorship programme and has helped build a network that we can engage with on these areas.

Plans for 2021 to 2022

This work will continue to be a focus.

5) Improve diversity of SCS leadership

2020 to 2021 progress

We have not had the turnover at SCS to create significant numbers of vacancies, but where these arise we are carefully planning recruitment sourcing campaigns which will ensure we are doing all we can to attract from as wide a pool of candidates as possible. Whilst internally, following research and shaping of our talent programmes these will run over the next 12 months and we will track and report on progress.

Plans for 2021 to 2022

Talent programmes will be live over 2021 – 2022 and progress will be monitored and reported on.

6) Improve our onboarding processes by clearly setting out the role of our staff networks

2020 to 2021 progress

Good progress was made to deliver this initiative as planned in Q3 2020 – 2021.

Remote induction presentation includes a focus on CMA Culture, ways of working and the Respect commitment, with SCS delivering these sessions.

CMA Essentials slides includes a full summary of staff networks, their roles and how to get involved.

Plans for 2021 to 2022

We continue to receive feedback on the effectiveness of these actions.

2) Ensuring all colleagues are valued and can contribute to our success.

Summary: We strive to embed a culture where all our staff are appreciated, can contribute and be themselves. 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.

Over the next 2 years we will strive to be a more inclusive organisation where every single member of staff is heard, respected, valued, and feels comfortable being themselves.

1) Participate in CO COVID-19 Pulse Survey

2020 to 2021 progress

We participated in this key pulse survey in Q1 2020 – 2021 and the results provided useful insights to help inform the reoccupation work at that time.

Plans for 2021 to 2022

We will look for opportunities to participate in relevant pulse surveys, led by Cabinet Office.

2) Develop a package of development initiatives

2020 to 2021 progress

We have had a keen focus on supporting career progression and inclusion and striving to better understand natural biases and build strong relationships with people from other cultures. Following research over last year, Pilot Programmes which included themes such as natural bias and allyship, were shaped and ran through Feb / March 2021 which will now be reviewed and a full programme launched from Q1 2021 - 2022.

Plans for 2021 to 2022

We will continue to roll out our development package and monitor our progress over 2021 – 2022.

3) Focus on LGBT+ inclusivity by further work with Stonewall

2020 to 2021 progress

Stonewall did not run a Workplace Employers Index (WEI) in 2020 due to the impact of Coronavirus on their organisation. We continued to work with Stonewall to review key policies and gain their consultancy on 2 key areas: ‘leadership’ and ‘procurement’. Work is currently underway to review the action plan, addressing any gaps in readiness for WEI 2021.

Plans for 2021 to 2022

Project plan for WEI 2021 is established with key milestones of:

• Key tasks prioritisation and preparation for survey Q1 2021 - 2022

• Stakeholder engagement and WEI staff survey Q2 2021 - 2022

• Results presentation and action planning Q3 – Q4 2021 - 2022

4) Celebrate inclusivity work and champion initiatives

2020 to 2021 progress

Delivery of ongoing support to networks and corporate CMA with an ongoing programme of awareness raising and communications.

Key activity in:

• Staff networks – reflect external facing work
• Declaration comms
• Review and update of EDI pages (ongoing)
• Aspire launch
• All Ages Network launch (end April)
• Mental Health Awareness Week (May)

Plans for 2021 to 2022

This programme is dependent on the EDI and staff network priorities communications staff attend all key meetings to ensure close alignment of work and a joined up approach.

5) Continue to develop the analysis of our equality data on distribution of end of year performance markings and in year staff recognition awards

2020 to 2021 progress

This work is ongoing with some notable milestones over this performance year, particularly:

• Compared 2018-19 and 2019-20 performance markings to identify trends and progress.
• Analysis by religious belief has been included in reporting of staff recognition awards to SMC and Pay Group.
• Analysis of performance ratings by age and religious belief has been included for the 2019-20 performance year (Nov 2020).
• Ethnicity Pay Gap Report published for the first time March 2021 with an action plan aligned to the Race Action Plan

Plans for 2021 to 2022

This will continue to be a focus for 2021 – 2022 and key actions will include:

• Include analysis by religious belief in reporting performance markings for 2020-2021 performance year to XCo and Pay Group (Q2 2021-22)

• Consult on reporting benchmarks / accepted variance levels that will enable us to identify areas for improvement (during 2021-22 pay negotiations)

3) Empowering and enabling all colleagues to thrive and prosper.

Summary: 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. We will continue fostering a working culture that recognises and reflects the importance of good mental health, wellbeing and work-life balance, including recognising the particular needs of our staff with caring responsibilities. We’ll work hard to learn lessons from our response to COVID-19 around working in a more agile way, empowering people to be the best version of themselves, obtain the best out of their life and do the best for our stakeholders.

1) Continue to support our diverse talent through career conversations, 1-2-1 coaching, promotion of development programmes

Progress review

A career development tool was created and a pilot launched for G6 / G7s to support career conversations across the CMA – the tool will be for all levels across the CMA.

Plans for 2021 to 2022

Q1 2021 – 2022 will comprise an evaluation of the pilot phase.

This will include recommendations on roll-out and wider implementation of a Career Development Framework.

2) rolling out our Mutual Mentoring pilot to help us appreciate the motivators and barriers faced

Progress review

Following the pilot programme for G6 / G7 in Q1 – Q3 2020 – 2021 an evaluation was completed in order to inform the wider roll-out. In order to fully support junior level grades in preparing them for a mutual mentoring relationship, a number of enhancements are recommended which align closely to other programmes being developed as part of the Race Action Plan projects – these proposals will be tested with pilot participants and a revised model recommended in Q2 2021 - 2022.

Plans for 2021 to 2022

Launch of full programme Q2 2021 – 2022.

Review Q4 2021 – 2022 with consideration for options around annual programme.

3) Promote a culture of wellbeing in our work and workplaces to create an environment where everyone can thrive

Progress review

Due to the pandemic, events and support were moved to online events, with smart use of the Teams channel and a series of online webinars and tea and talks on wellbeing themes. The wellbeing calendar of national days was followed, and the Wellbeing and Mental Health group meet monthly to discuss the next range of activities. These are focused discussions and a proactive approach to sharing information is taken.

Plans for 2021 to 2022

Programme for the next 3 – 6 months of activities is being shaped with a key focus on Mental Health Awareness week 10 – 14 May.

We are engaging the new EAP provider to promote their services and plan a series of webinars over 2021 - 2022.

4) Understand and embrace different ways of contributing, working and thinking styles

Progress review

Following a tea and talk in Q2 2020 – 2021 a number of workshops were held in Q3 to understand the issues and barriers for those who have a different style of working and different ways of contributing. The output has been compiled and work is underway to feed in the lessons learnt to other key projects and initiatives already underway.

Plans for 2021 to 2022

More work will be done to ensure the learning from this project is embedded across key projects during 2021 - 2022.

5) Sign up to the Mental Health at Work Commitment

Progress review

Commitment signed May 2020 and opportunity taken to enter the Mind mental health assessment in February 2021, fulfilling our commitment to undertake external assessment of our work in order to improve.

Plans for 2021 to 2022

• Outcome report – June 2021

• Action planning to address key areas will be completed to inform our work from the summer of 2021

• Q2 – Q4 2021 – 2022 implement actions and track progress

• Q4 evaluate the benefits of an annual submission

Priority Focus 2020 to 2021 - Race

Set out here are the themes and actions of our one-year priority focus Race, along with a review of progress made.

Summary: The CMA’s Executive Committee (XCo) and Board are committed to the personal and professional development of all staff, including those from all under-represented groups. We commit to:

• educate ourselves about the barriers and challenges facing colleagues from ethnic minority communities, both inside and outside the CMA;
• removing barriers to career progression for colleagues from ethnic minority communities;
• address the lack of ethnic diversity in our senior leadership;
• ensuring the CMA’s diversity at all levels reflects that of the UK public;
• delivering a range of initiatives in the coming year that will impact the organisation and ensure sustainable change for colleagues from ethnic minority communities

1) Greater diversity of thought as part of senior decision making

Progress review

Research completed and a draft model created for a diverse Advisory Committee; further work from April to refine the details.

Plans 2021 to 2022

The Advisory Committee will be formed and embedded in how we work.

2) Sponsorship and development programmes

Progress review

Accelerate sponsorship programme for aspiring Grade 6 and Grade 7 established, providing an assigned sponsor for 12 months with a structured programme offering opportunities for personal development, coaching and exposure to stretch projects. Aspire development programme created, providing a range of skills development courses for all grades.

Plans 2021 to 2022

Recruitment to Accelerate places begins from April; programme to run from May for 12 months.

Aspire programme will be launched from April.

3) Use of data – for recruitment purposes and ethnicity pay gap

Progress review

Use of data has been a focus over this last year and as part of this the Ethnicity Pay Gap was voluntarily published on 25 March 2021.

Plans 2021 to 2022

Report will be published annually.

4) Creation of Positive Action Steering Group (PASG)

Progress review

The PASG held its first meeting in November 2020; led by the COO and with a diverse membership, the group have been allocated responsibility for supporting key projects within this Race Action Plan. PASG meet monthly to discuss progress and provide key support and challenge for each project.

Plans 2021 to 2022

Continuing monthly meetings to track project progress.