Learning legacy Lessons learned from planning and staging the London 2012 Games

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1 Learning legacy Lessons learned from planning and staging the London 2012 Games LOCOG Diversity and Inclusion Strategy Champion Products are examples of tools and formats used by the London Organising Committee of the Olympic and Paralympic Games (LOCOG) in executing its programme. LOCOG is publishing these as part of its Learning Legacy in anticipation that they may be of use to future projects seeking best practice examples of tools and templates that have been used successfully on a large, complex programme. Purpose of the document, description and how it was used LOCOG s Diversity and Inclusion Strategy set out the framework to deliver a truly inclusive culture where diversity is valued and celebrated, and was presented in two parts. The first part identifies what LOCOG wanted to achieve, and the second, the toolkit, outlines how this would be achieved. Benefit to future organisations/ projects The document would be a useful reference for future organisations/ projects looking to develop their own diversity and inclusion strategies and plans, particularly those in the private sector. The world in a city The London Organising Committee of the Olympic Games and Paralympic Games Ltd Diversity and Inclusion Strategy February 2008 open Scoping and project management of the LOCOG Sustainability Learning Legacy Programme was provided by Action Sustainability CIC. Funded equally by Action Sustainability CIC and Defra. This document and the official Emblems of the London 2012 Games are London Organising Committee of the Olympic Games and Paralympic Games Limited All rights reserved. For more information visit: learninglegacy.independent.gov.uk Published December 2012 LOC2012/SUS/CP/0003

2 The world in a city The London Organising Committee of the Olympic Games and Paralympic Games Ltd Diversity and Inclusion Strategy February 2008 open

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4 Foreword The 2012 ambition is to deliver an Olympic Games and Paralympic Games for everyone, a Games where everyone is invited, welcomed and encouraged to take part. Most of the sporting events will take place in London, one of the most diverse cities in the world, a city with more than 50 ethnic communities of 10,000 or more people and where an incredible 300 different languages are used. The Games offer a unique opportunity to break down ethnic, cultural, religious, political and economic barriers through sport. In order to stage a Games for everyone we must create a truly inclusive culture where diversity is valued and celebrated, a culture where everyone feels welcomed and respected. Every Games has its own passions and priorities. Diversity and inclusion is a fundamental part of the 2012 Games and must remain at the very heart of everything we do. To achieve this we need to ensure that everyone who is part of the 2012 team, including our partners and stakeholders, understands the importance of diversity and the value it brings, and is committed to embracing difference, be it age, disability, gender, ethnicity, religion and belief or sexual orientation. London has staged the Olympic Games twice before in 1908 and We also have a proud Paralympic history. Now, in 2012, we have an opportunity to bring together a nation and welcome the world in London. This Diversity and Inclusion Strategy sets out exactly how the London Organising Committee of the Olympic Games and Paralympic Games LOCOG intends to do this and demonstrates that London and the UK truly represents and celebrates global diversity. It explains how each and every one of us can take personal accountability to deliver a Games for everyone, and the training and tools we will use to ensure we are all confident about what is expected of us. The use of the term we throughout this document, to represent LOCOG, is deliberate and intended to reflect the ownership and responsibility we take for this strategy. As evidence of how important we view diversity and inclusion we will monitor our performance both as an employer and a deliverer, and we will dedicate resources to this end. I am determined that diversity will be central to everything we do and I will do my part to ensure that we are, and will remain, committed to being inclusive and welcoming to everyone. Paul Deighton Chief Executive Officer Foreword 1

5 Contents Foreword 1 Executive summary 4 Introduction 6 London 7 The diversity and inclusion ambition 8 The Diversity and Inclusion Strategy 11 The way we do business Individual responsibility Recruitment, development and transition Involvement and engagement A catalyst for legacy Measuring diversity and inclusion 36 Recruitment and development General indicators Timeline of key deliverables 40 Toolkit 41 Appendix 1 47 Acknowledgments Appendix 2 47 Stakeholder List include 2 Contents

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7 Executive Summary Context The London 2012 Games offer a unique opportunity to break down ethnic, cultural, religious, political and economic barriers through sport; an opportunity to provide a wide range of long lasting social, health, sporting, environmental and economic benefits to strengthen the UK s communities, children, companies and capital city (Page 6). In order to stage a Games for everyone we must create a truly inclusive culture where diversity is valued and celebrated, a culture where everyone feels welcomed and respected. Diversity and inclusion is an important part of the 2012 Games and must remain at the very heart of everything we do. London 2012 will use the power of the Games to inspire change Our diversity and inclusion ambition (Page 8) is To use the power of the Games to inspire change. Games that welcome the world; where each individual in LOCOG takes personal responsibility for an inclusive approach that is fully integrated into business decisions. Delivering this vision can t just be about recruiting a diverse workforce, it has to be about partners, suppliers, competitors, officials and spectators; in fact everyone connected with the Games. During the development of this strategy, we have worked closely with key stakeholders and partners, including the GLA, Olympic Delivery Authority (ODA), UK and London Government, Trade Unions and many more, to understand their perspectives, issues and concerns to help inform and shape the Strategy. We will continue to engage with them as we deliver. The Strategy sets out the framework we will adopt in order to achieve our ambition and comes in two parts. The first part of the Strategy identifies what we want to achieve and the second part, the toolkit, signposts how this will be achieved. 4 Executive summary

8 The what Five key themes (Page 11) form the structure of our Diversity and Inclusion Strategy. Theme One The way we do business The first theme demonstrates how we aim to show how diversity and inclusion can become an intrinsic part of business life, from the way we communicate, the way we work with our partners, and suppliers and our day-to-day decision making. Theme Two Individual responsibility The second theme, individual responsibility, sets out what each person at LOCOG can expect from each other to help create a culture that is both diverse and inclusive, as well as being challenging, inspiring and achieving. A culture where everyone feels valued and respected. Theme Three Recruitment, development and transition The third theme highlights how recruitment and development activities including training are a critical component in achieving our diversity objectives. Only by welcoming the world will we establish the desired level of diversity for our workforce, suppliers, spectators and officials. Theme Four Involvement and engagement The fourth theme shows how involving and engaging our internal and external stakeholders in our Diversity and Inclusion Strategy will be fundamental to creating understanding and commitment. The development of an inclusive culture, our engagement frameworks and processes, and the Cultural Olympiad are key elements supporting this theme. Theme Five A catalyst for legacy The fifth theme focuses on how we will help inspire a lasting legacy from the Games. This legacy will mean different things for different people. For some it may be a sporting legacy, the chance to train and play in world class venues across the UK, or perhaps simply the chance to participate in the sport of their choice without fear of abuse or ridicule. For others the legacy may be access to affordable housing, improved transport infrastructure or to new employment or business opportunities. Reviewing our progress To enable us to review our progress we have included within our strategy a number of performance measures. (Page 36) Some of these are designed to monitor the fairness of our recruitment and employment practices, others to determine the equality impact of the London 2012 Games themselves. We have also set out a timeline for our key deliverables (Page 40). The how toolkit LOCOG will provide a toolkit for managers to enable them to incorporate equality and diversity into their day to day work. Page 41 gives an example of such a toolkit that will be developed for each function. Executive summary 5

9 Introduction The business case By 2012 less than 20 per cent of the workforce will be white, able-bodied, males under 45. In order to recruit a talented, innovative and creative workforce it is essential that we draw from the remaining 80 per cent of the population. But this strategy isn t simply about recruiting a diverse workforce. It s about how we engage with partners, suppliers, competitors, officials and spectators, in fact everyone connected with the Games. Only by embracing diversity ourselves will we be able to understand the needs of each of these communities and deliver a truly memorable 2012 Games that welcome the world. The Olympic Games and Paralympic Games are not only a showcase of sporting excellence but also a celebration of different cultures. A diverse and inclusive Games The Olympic Games and Paralympic Games are not only a showcase of sporting excellence but also a celebration of different cultures. During the bid process diversity was a key reason why London, one of the most multicultural cities in the world, was chosen to host the 2012 Games. We are committed to doing everything we can to be inclusive and welcoming to all people. This commitment stems from a genuine belief that diversity and inclusion sits at the very heart of the 2012 Games. This Diversity and Inclusion Strategy has been created to set out a clear vision and series of associated actions that will ensure diversity and inclusion underpins all our decision making and activities. We have worked closely with the ODA to align our approach. We have also ensured that this strategy supports the London 2012 Sustainability Policy, which identifies Inclusion as a priority theme. During the development of this strategy, we have worked closely with key stakeholders and partners, to understand their perspectives, issues and concerns and to ensure that we are fully compliant with all relevant equalities legislation. These views have helped inform and shape the strategy. 6 Introduction

10 London The world in a city The Games will be hosted by the UK with London at their heart. London is one of the most dynamic and diverse cities in the world. With a population of over 7 million people, a richness in language, culture, religions and beliefs. It is a world in a city. Londoners rate the city s diversity as one of the best things about living in the capital. This diversity is particularly evident in the five Host Boroughs that will host the Olympic Park and River Zone of the London 2012 Games Hackney, Newham, Tower Hamlets, Greenwich and Waltham Forest. In these boroughs over 160 different languages are used and minority ethnic populations make up 42 per cent of the people. London 2012 offers a unique opportunity to provide a wide range of long lasting social, health, sporting, environmental, infrastructure and economic benefits that will strengthen the UK s communities, children, companies and capital city. From increased sports accessibility and participation, to improved employment and transport infrastructure, the Games lasting legacy has the potential to touch many people and bring positive change. Current rates of activity and accessibility vary considerably as shown in the table below. Some facts about London... 29% of Londoners are from minority ethnic populations, compared to just 8% across the UK. 9 boroughs have minority ethnic populations of over 50%. 75% of Londoners belong to a religious group. Disabled people make up approximately 20% of the London population London has one of the largest lesbian and gay populations in Europe 35% of London women are in their twenties and thirties compared to 27% for the UK 1 Active People Research Sport England 2 Annual population survey London Annual Business Survey /5 Best Value Data Audit Commission 2006 Sports participation 1 Females 18% Males 24% Athletes with disabilities 9% Athletes without disabilities 23% Lowest socio-economic groups 16% Highest socio-economic groups 25% Employment rate in London 2 Women 63% Men 75% BAME 58% White 75% Disabled 45% Able-bodied 74% Business ownership in London 3 Women 16% Men 84% BAME 20% White 80% Disabled 1% Able-bodied 99% Accessibility and mobility in London 4 Accessible Public Buildings 35% Inaccessible Public Buildings 65% Accessible London Underground Stations 18% Inaccessible London Underground Stations 82% London 7

11 The diversity and inclusion ambition To use the power of the Games to inspire change. Games that welcome the world; where each individual in LOCOG takes personal responsibility for an inclusive approach that is fully integrated into business decisions. To use the power of the Games to inspire change, we must: be focused on delivering what we have promised; strive to be the best in everything we do; learn from others; set new standards to become a benchmark for future Games; and monitor and measure key areas of our work and activities. include people of all ages and backgrounds, particularly young people, and help them raise their sporting and personal aspirations; work with all relevant agencies, partners, stakeholders and service providers to improve accessibility; effectively challenge perceptions and attitudes that exclude certain groups from sport; use our procurement capabilities, to do all we can to influence our partners and suppliers and create wide reaching and lasting change in attitudes towards diversity and inclusion; be clear about the distinction between activities we undertake to deliver the Games and those in support of legacy; and understand that these are not mutually exclusive. delivering memorable Games... 8 The diversity and inclusion ambition

12 To use the power of the Games to inspire change. Games that welcome the world, we must: regularly communicate our vision of diversity and inclusion to our workforce and our stakeholders in the wider community; recruit a workforce that is truly diverse, encompassing all strands of diversity in age, disability, gender, ethnicity, faith and belief or sexual orientation; reach out and engage with communities and groups around the UK; ensure the Games are fully inclusive, both in the design of our venues and the management of our programmes; ensure that local people are included in all aspects of the Games; and work with the wider London & UK agencies to enable everyone to engage. To use the power of the Games to inspire change. Games that welcome the world, where each individual in LOCOG takes personal responsibility for an inclusive approach we must: embed diversity and inclusion in our values; put individual responsibility at the core of everything we do; and equip our workforce with the knowledge and skills they need to embed diversity and inclusion in their everyday work. To use the power of the Games to inspire change. Games that welcome the world, where each individual in LOCOG takes personal responsibility for an inclusive approach which is fully integrated into business decisions, we must: embed diversity and inclusion into day to day business processes; provide our workforce with the tools to enable them to integrate diversity and inclusion in their everyday work; provide training for all staff to increase knowledge and awareness of the importance of diversity and inclusion; and ensure that all relevant policies and strategies are assessed for their equality impact. The diversity and inclusion ambition 9

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14 The Diversity and Inclusion Strategy What and how Diversity reflects the ways in which we are all different, be it age, disability, ethnicity, gender, faith/belief; and sexual orientation. Inclusion refers to the culture we create and the way diversity becomes part of that. We can recruit a diverse workforce but people may not feel comfortable or welcome. Inclusion refers to an organisation where everyone feels respected and valued and their talents are fully utilised. This Diversity and Inclusion Strategy sets out the framework we will adopt in order to achieve our vision. The strategy comes in two parts. The first part of the strategy identifies what we want to achieve, and the second part the toolkit signposts how this will be achieved. How this strategy was created An inclusive approach was adopted in order to develop this strategy. It involved consulting with a wide range of diversity and inclusion experts. These included senior representatives from key strategic partners, employer s organisations and interested groups, members of the London 2012 Forum, young people and our Management Committee members. In total, over 100 people were consulted to establish what they thought diversity and inclusion is and what we can and should be doing in order to achieve it. These consultations raised awareness of just how important people feel diversity and inclusion is to the Games. Their thoughts and ideas have shaped this strategy. All of the data has been systematically and thoroughly analysed and the outcome is a framework that will enable us to create a diverse and inclusive Games. The strategy Five key themes form the structure of our Diversity and Inclusion Strategy. Behind these themes are action plans setting out the key steps and activities to be undertaken and the supporting tools. The Diversity and Inclusion Strategy 11

15 To use the power of the Games to inspire change. Games that welcome the world; where each individual in LOCOG takes personal responsibility for an inclusive approach which is fully integrated into every business decision one two three The way we do business Individual responsibility Recruitment, development and transition Communication messages Decision making Procurement Understanding bias Influencing behaviour and attitudes Toolkits Structured approach Recruiting diverse talent Training Career planning 12

16 four five Involvement and engagement A catalyst for legacy Inclusive culture Stakeholder plan Cultural Olympiad Young people Sports participation Accessibility Procurement Participation themes 13

17 Theme one: The way we do business We want to set an example to other people and organisations by demonstrating how diversity and inclusion can become an intrinsic part of business life (although we know that we don t know everything and we won t always get it right). Part of setting an example is being prepared to take individual responsibility and to listen, learn, adapt and change. This means that we need this Diversity and Inclusion Strategy to be a living, breathing document. We must be flexible, adaptable and creative. We must ask the right questions, not only of ourselves, but also of our partners, stakeholders and suppliers. We must do the right things and examine the right data. Most importantly though, we must think about diversity and inclusion in all aspects of our work, not just when we are being asked to do so. Monitoring and measurement will determine progress against diversity goals. We recognise that feedback needs to be obtained in a sensitive and appropriate way. All monitoring and measurement data will be treated confidentially and all reporting will be based on aggregated, not individual data. 14 The Diversity and Inclusion Strategy

18 Our commitments Communication Ensure all internal and external communication reflects our diversity and inclusion ambition. Advocate equality through our communications, particularly in areas such as sport, education and culture where LOCOG has a specific delivery role. Draw up guidelines to ensure all communications are carried out appropriately (for example: language used, alternative formats). Ensure that images used in communications reflect the diversity of London and the UK. General business decision making Examine the decision making processes and develop a straightforward decision tool (see page 41) to help explore the equality impact of decisions made within LOCOG. Embed diversity and inclusion performance objectives and measures info performance management. Create a monitoring and measurement framework. Procurement Ensure procurement practices are accessible and appropriate to the size of the contract, to facilitate the involvement of small and medium size enterprises (SMEs), particularly minority owned SMEs*, social enterprises and the voluntary and community sector. Work with the development agencies through the Nations and Regions Group to understand minority owned businesses, enabling them to meet the pre-qualification requirements for contracts, together with those of the supply chain, for 2012 and beyond. Adopt the Electronic Brokerage System, which will provide tailored information to businesses who register their interest in opportunities with London 2012 and its supply chain. Use the power of the Games to encourage suppliers to diversify their own organisations and supply chains. We will seek to work with suppliers who will embrace our diversity and inclusion aims in performing their role. Suppliers commitment to diversity and inclusion will be assessed as part of the supplier selection process. Work with partners to run meet the buyer events at a local or community level around the UK. Research and establish benchmark approaches to ensure that goods and services are sourced in a sustainable manner, and that they are manufactured and supplied in accordance with the Ethical Trading Initiative Base Code. * Minority owned businesses refer to businesses where the majority shareholding is held by either women, disabled and deaf people, lesbian, gay, bisexual and transgender people or people from Black, Asian and minority ethnic communities. The Diversity and Inclusion Strategy 15

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20 Theme two: Individual responsibility Individual responsibility sits at the very heart of our Diversity and Inclusion Strategy. An organisation s culture is not just created by its policies, structures and functions. It is also created by the way the individuals in it make decisions and the way they behave towards one another. Leaders and staff all contribute towards the organisational culture and set the standard for the overall corporate responsibility. Creating an inclusive culture is not easy. It is important to be realistic about the challenge. The fact is, all human beings are, in some way, biased. It s part of being human. Some of these biases are conscious; others remain unconscious and unknown to the individual. In practice what this means is that decisions that individuals make may not be as objective and fair as they might like to think. Too often, however, discussions about bias and unfairness can create tension. Accusations of bias hurt. That s why people defend themselves vigorously. It also means that often, discussions never really take place openly or rationally. We want to create an environment where bias is acknowledged, where people can talk about these issues openly and without creating a culture of blame. This places a responsibility on everyone to be open, not only by giving feedback, but by listening to it too. It means people should not only look at the behaviour of others, but examine their own actions. Fairness, objectivity, diversity and inclusion are all essential features of the culture we want to create and, while diversity and inclusion policies and goals will be created to support this strategy, everyone must take individual responsibility for creating a culture that is both diverse and inclusive, as well as being challenging, stimulating and achieving, a culture where everyone feels valued and respected. Our commitments Measure performance against diversity and inclusion goals. Use the table below to communicate what each individual can expect from others and what others can expect from them. How can I help achieve our goal? By treating others with respect By ensuring that I play my part in making everyone feel included By providing feedback to others By challenging inappropriate behaviour By working hard to achieve our diversity and inclusion goals LOCOG s responsibilities To respect, include and listen To support our staff To have clear organisational policies To create a culture of inclusion, tolerance and respect To encourage objective feedback To treat on merit To work effectively with stakeholders The Diversity and Inclusion Strategy 17

21 Responsibility of leaders and managers Our leaders at LOCOG, at all levels, have a special responsibility for creating a diverse and inclusive culture. There is a need to lead by example, actively demonstrating the importance and articulating the business and moral case for diversity and inclusion, listening to and acting upon feedback. Research shows that what an individual team member believes about an organisation s commitment to diversity and inclusion is most influenced by the way their line manager behaves. Leaders need to be aware of their behaviour, be open to feedback, examine interactions between team members and think about diversity and inclusion whenever they make a decision. Our commitment Measure performance against diversity and inclusion goals. Use the tables below to communicate what each leader can expect from others and what others can expect from them. LOCOG Leaders 1 How can I help achieve our goal? By supporting all of my team By being knowledgeable and effective in dealing with diversity and inclusion issues By recognising individual differences By providing constructive feedback to all my team members By understanding that we are all biased By having views and opinions heard By treating staff as individuals By measuring performance by outputs not inputs By giving and receiving regular feedback By establishing clear direction By setting challenging goals and providing support in achieving them LOCOG s responsibilities To support leaders To provide training in equality, diversity and inclusion To recognise individual differences To encourage constructive feedback to all team members To understand that we are all biased To work hard on being objective in decision making To create a challenging working environment To provide leaders with tools and guidance on implementing the organisational policies that support diversity and inclusion 1 For the purpose of this document a leader is any LOCOG person that manages people. 18 The Diversity and Inclusion Strategy

22 LOCOG Management Committee The responsibility of the LOCOG Management Committee is to lead the creation of a culture of diversity and inclusion through the organisation s cultures and values. They should: Bring an informed, mature and personal perspective on diversity, inclusion and belonging Act as role models to others in words and deeds Appreciate we all make mistakes and be open to feedback Promote the diversity and inclusion business case firmly and authoritatively to all within and outside LOCOG Challenge prejudice and bias Create fairness and objectivity as a goal personally and for others Influence people outside LOCOG to appreciate the need for diversity Monitor the working environment to ensure the psychological well-being of staff In return, leaders should expect from others: Open and honest feedback An acceptance that everyone plays a part in creating an inclusive culture Support from experts Opportunities to put mistakes right. Everyone makes mistakes and everyone deserves the chance to learn from them The Diversity and Inclusion Strategy 19

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24 Theme three: Recruitment, development and transition Recruitment activities are a critical component in achieving the diversity objectives. We intend to be an organisation that is knowledgeable and committed to best practice for inclusive recruiting and development techniques. For example, we will guarantee an interview to any disabled or deaf candidate that meets the essential criteria set out in the person specification for a vacancy. Demonstrating diversity is essential in order to demonstrate the seriousness and success of the diversity strategy. But simply attracting diverse talent is never sufficient of itself. If diverse individuals are attracted to LOCOG, but once here, find their diverse perspectives, background and approaches are not valued and/or a lack of support for their growth, it could be worse than not attracting them at all. There would be a high risk of increased staff turnover and damage to our reputation, the failure to achieve a culture that values diversity and inclusion and ultimately our ability to use the power of the Games to inspire change. We must ensure that all human resource policies and practices are equality checked, and designed and implemented with an emphasis on diversity and inclusion. Two critical components of the Diversity and Inclusion Strategy are a strong focus on the development of talent and training about inclusion for all staff. A structured approach to staffing needs In order to achieve the desired diversity across the organisation, we will adopt a vigorous approach to staffing: identifying resource requirements early on, building a detailed understanding of the needs and aspirations of the diverse groups of talent we want to attract to LOCOG, developing an employment proposition that will attract them and then engaging in whatever strategies are necessary (both short and long-term) to ensure that positions are filled with the desired levels of diverse talent. Thereafter we will regularly monitor performance against goals, taking the appropriate action in areas that do not meet the set standards. Our commitments Each LOCOG department, supported by HR, will create a forecast of staffing needs as part of the annual business planning process. Each Management Committee member will work closely with our HR team on recruitment and selection planning to determine how positions can be filled with diverse talent. Each Management Committee member will be responsible to the CEO for delivering to forecast. A collective view will be taken to ensure LOCOG s capability to deliver the Game can be optimised. The Diversity and Inclusion Strategy 21

25 Proactive recruitment of diverse talent Having built a detailed insight into the needs and aspirations of the diverse groups of talent we want to attract to LOCOG, and an employment proposition to meet these needs and aspirations, our recruitment strategy will be designed to market LOCOG in the most effective way to enable us to recruit diverse talent. As part of this strategy there may be circumstances where we will wish to use focused action to ensure all groups are made aware of our employment opportunities, particularly those that are seldom heard. We want to extend opportunities to those groups that may be under-represented in the workforce and who may need additional support to bring them up to the standards required for employment, for example, through Personal Best (our pre-volunteering programme). Our commitments Identify and utilise multi-faceted recruitment strategies and channels (for example: print, mobile, web and community-based information sources). Build sustainable partnerships with individuals and groups who have ties to diverse talent (for example: churches and influential community groups). Use outreach advertising (advertising in specialist press, such as ethnic minority press/media, disability media, women s press) to communicate opportunities to all groups. Support vocational training schemes for groups identified as disadvantaged, e.g. people over 55 or particular ethnic groups, to give everyone opportunities to improve and gain new employable skills. Set and review standards and expectations for diverse candidate pools with employment brokers and other providers. Create a recruitment advertising campaign of LOCOG as a place to be for diverse talent, to combat the perception that a corporate entity located on Canary Wharf will not embrace diverse and local talents. Utilise selection strategies and tools that capture competency and aptitude rather than being weighted toward direct experience and traditional qualifications. Ensure clear and transparent recruiting and selection processes. Training A workforce that is knowledgeable in diversity and inclusion is essential. This requires a significant level of training. We cannot take a uniform approach to training but must be work focussed and help everyone answer the questions what does this mean for me in my job? and how can I help welcome the world to London?. For example, the training will be very different for a member of our Security workforce checking people entering the Olympic Stadium (including those with disabilities and from different faiths) to a line manager involved in recruiting new team members. 22 The Diversity and Inclusion Strategy

26 There will be four elements in the training strategy. Our commitments Train all staff in equality, diversity and inclusion. The training will be tailored to suit the different groups in LOCOG, with certain aspects common to all. For example: understanding what diversity and inclusion means to us and how it can be mainstreamed within the organisation. understanding our Diversity and Inclusion Strategy and why it is so essential to the delivery of memorable Games. training on how to conduct equality impact assessments. knowing what part everyone can play in creating a truly diverse and inclusive culture. understanding how everyone can be biased and what can be done to reduce those biases. awareness of key equalities legislation. Other aspects of training will be tailored to suit particular audiences, (e.g. leadership team and managers). All new joiners and volunteers to LOCOG will go through a diversity and inclusion module as part of induction. We will also provide further learning and development to specific functions and people with specific responsibility to ensure that diversity and inclusion is fully integrated with their work. These areas include procurement, marketing, spectator services, communications and people responsible for recruiting. Incorporate diversity and inclusion into all other relevant training, e.g. performance management and team building. Make resource materials available on the intranet to ensure that everyone can access key data, e.g. background information on key religions or our statutory obligations under equalities legislation. Development planning for everyone An important part of the lasting legacy of the Games will be the sustainable and transferable skills of our workforce. In order for all staff to effectively benefit from personal growth at LOCOG, there must be effective, organisation-wide processes in place. Wherever possible, these should address both technical (e.g. direct skills needed to succeed in the role at LOCOG) and soft skills that will enable individuals to succeed not only during their time with us, but in their aspirations thereafter. Our commitments Train managers in the impact of diversity bias in performance reviews, to ensure that they are undertaking fair and objective performance reviews. Reviewing staff development regularly, and successfully developing individuals and teams to enable Games delivery will be part of every manager s performance evaluation. Provide outplacement support for all staff to support the transition of skills into future careers. The Diversity and Inclusion Strategy 23

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28 Theme four: Involvement and engagement Involving and engaging all stakeholders in our Diversity and Inclusion Strategy and implementation is fundamental to creating understanding and commitment to our ambition. This is particularly important for young people. Our consultation has shown that while many young people are engaged with and excited by the Games, some young people are unaware of the Games, or feel disengaged, believing that the Games have no relevance to them. Involvement means actively reaching out to include, listen to and act upon the feelings, thoughts and views of others, using appropriate new media to reach different groups and young people. It s about active participation and creating a shared experience. Engagement is a state of mind. It s when an individual makes an emotional connection with an organisation/objective/idea and feels compelled to act. Engagement can be achieved by providing information and inspiration to create a sense of loyalty and excitement, and by giving people the freedom and opportunity to share ideas, find solutions and take action. Three key elements support the involvement and engagement theme: supporting the development of an inclusive culture; stakeholder communication; and the Cultural Olympiad. engagethe Diversity and Inclusion Strategy 25

29 Supporting the development of an inclusive culture Our culture defines who we are as an organisation; it is a unique identity that is carried by everyone in our workforce. Our culture will be created by our vision, values, and the attitudes and behaviours of our staff. This starts at the top and our leadership and management team have a special responsibility to lead by example and communicate the importance of diversity and inclusion. 26 The Diversity and Inclusion Strategy

30 Our commitments Embed diversity and inclusion in our values. Provide diversity and inclusion training for our workforce. Create a compelling diversity and inclusion story (business and moral case) to equip the leadership team in their conversations and ensure consistency in message. Share the diversity story to raise awareness and ensure everyone knows what diversity means and why it is so important to us. Create and communicate a clear diversity and inclusion statement. Actively engage senior management in a two way communication process with the workforce. This will include provision for a staff representative body, regular staff surveys, team meetings and forums to meet, listen to, and discuss issues and feedback on progress. Ensure the organisation has robust and easily accessible policies and processes, that are widely known and easily understood, and that have been reviewed for equality, diversity and inclusion impact. Our values To achieve our vision we must be inspirational. To do this we must be open and respectful. Only by working as a team. Can we deliver something truly distinctive. The Diversity and Inclusion Strategy 27

31 Stakeholder communication (outreach) We will play an important role in reaching out to communities and groups to share our diversity message, listen to views and involve as many people as possible in the planning and staging of the 2012 Games. This is known as outreach and the aim is to identify and understand all stakeholders, building strong relationships and links. This will be achieved via an integrated stakeholder plan, using both formal and informal communication and engagement channels. Our commitments Develop links with, and engage, external stakeholders and representatives of the wider community within London and across the UK, through regular communication, sharing our diversity story by members of the senior management team. Develop on-going contact with key stakeholders (including ODA, GLA and Trade Unions) and partners, through regular forums and presentations, keeping them abreast of developments in LOCOG and listening to their issues and concerns. Together with our existing programme, participate in outside communities activities to build connections and raise awareness of what we are trying to achieve through our Diversity and Inclusion Strategy. Use external communication to raise awareness of our commitment to diversity, recognising the value of new media to reach young people. Create a programme to educate each community about what we are hoping to achieve and share information on the relevant activities of partners. Ensure the 2012 brand and presence is felt at all appropriate major events in the UK nations and regions. Work closely with our commercial partners to identify opportunities to deliver our diversity strategy. For example, through the food we offer spectators, the way we run marketing and launch events, and offering a range of London 2012 merchandise that appeals to a wide variety of people. Seek to influence our commercial partners approach to diversity and learn from their experience. A steering Group including some Management Committee members will be formed to actively champion each diversity and inclusion strand, including a focus on young people.

32 The Cultural Olympiad The Cultural Olympiad will commence after the Closing Ceremony of the Beijing 2008 Paralympic Games. It is a four-year period of cultural activity designed to celebrate the London 2012 spirit throughout the UK. The Olympiad will inspire people around the country to participate in a range of cultural activities that will reflect and celebrate the diverse communities that make up London and the UK. Our commitments Support the development and running of the Cultural Olympiad, the Olympic and Paralympic Torch relay, Opening and Closing Ceremonies of Olympic Games and Paralympic Games and a number of major projects created in partnership with other UK-wide institutions with a strong focus on diversity. Ensure that the mandatory ceremonies (e.g: Opening and Closing Ceremonies) reflect the diversity of London and the UK, both within the content, creation and management of the programme, and the diversity of the people taking part in the ceremony. Creatively engage communities in the artistic process for the development of major projects and the UK Cultural Festival. The Diversity and Inclusion Strategy 29

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34 Theme five: A catalyst for change The London 2012 bid was founded not only on the delivery of memorable Games, but also on the concept of providing a lasting legacy for London and the UK whilst inspiring the youth of the world to participate in sport. This legacy will mean different things for different people. For some it may be a sporting legacy: the chance to train and play in world class venues across the UK, or perhaps simply the chance to participate in the sport of their choice without fear of abuse or ridicule. For others the legacy may be access to affordable housing, improved transport infrastructure or to employment, utilising new skills developed as a London 2012 volunteer. Legacy planning has already started. London 2012 venues are being designed with legacy in mind, with an Olympic or Paralympic overlay for the duration of the competition. Each venue will be designed to be inclusive and suitable for use by all communities. The Personal Best programme is preparing graduates for further education and employment now, several years before they apply for the chance to become a London 2012 volunteer. The Business Opportunities Network is supporting minority owned businesses, building their capacity to access not only Games-related, but also other public procurement opportunities. In order to be a catalyst for legacy, we need to work with stakeholders, particularly through the Nations and Regions Group and with the ODA and the Greater London Authority, to be a catalyst for programmes that will have a lasting legacy for all communities, enabling people to benefit from the opportunities the Games provide. In many cases our role will be to co-ordinate or influence, with partners delivering the programmes. But in key areas, such as procurement and volunteering, we will set the standard through our own actions and decision making. legacy The Diversity and Inclusion Strategy 31

35 Young people In the Singapore presentation of the London 2012 bid, Seb Coe set out London s vision to reach young people all around the world, to connect them with the inspirational power of the Games so they are inspired to choose sport. This continues to be a fundamental ambition of the London 2012 Games. We aim to involve young people at all stages of the Games, from consultation in the planning stages, through to representation in the workforce and participation in the ceremonies and competitions. We want to influence a generation to choose sport. Working with partners, we are developing a programme that will engage and inspire children and young people across the UK and internationally to raise their aspirations, increase their understanding of diversity and inclusion, and to achieve their potential across sport, culture and education. Launched after the Beijing 2008 Games, this programme will be delivered through schools, colleges, universities and other education providers using a variety of methods and channels of communication, including interactive websites, new media, events and resources that will engage and inspire a new generation. Our commitments Run a school leaver programme, recruiting school/college leavers between the ages of 16 and 18 to work at LOCOG, whilst offering National Vocational Qualification (NVQ) at level 2 and 3 in business administration. Develop education programmes for schools and colleges across the UK promoting the Olympic and Paralympic values of excellence, friendship and respect. Run a World Festival of Youth Culture, supported by Legacy Trust UK, which will provide young people across the UK with the chance to connect with the Olympic and Paralympic values in ways that are exciting and appealing to them. Use the volunteer recruitment strategy to ensure that young people are well represented within the Games time volunteer workforce, providing invaluable work experience. Ensure that young people are a visible force during Games time in high profile roles during the torch relay, opening and closing ceremonies and during competition time, serving as role models for their generation. Encourage and facilitate young people to attend the London 2012 Games. 32 The Diversity and Inclusion Strategy

36 Sports participation The Active People research commissioned by Sport England, highlights major differences in participation rates, with ethnic minorities, women, disabled people, and people from the lowest socio-economic groups showing significantly lower participation levels than white males. These differences are also reflected in other areas of sport, including coaching, managing and umpiring. Our role is essentially that of an influencer, working with key partners such as Sport England, the Youth Sports Trust, National Governing Bodies of Sport and International Sports Federations, to develop programmes and campaigns that address the under-representation of different communities at all levels in sport. Our commitments Reach out to people not usually interested in sport. The aim is to raise awareness of the Games and increase not only sports participation rates, but also the diversity of the spectator base at the Games. Promote sport to all communities, both at home and internationally. London 2012 provides a superb opportunity to highlight the success of role models and promote sport not only at home, but within other Olympic and Paralympic nations. Work with National Governing Bodies on a diversity of sport officials programme to encourage people from diverse communities to take on roles that they may not previously have considered such as umpiring or managing. The Diversity and Inclusion Strategy 33

37 Accessibility The London 2012 Games provides an opportunity to catalyse improvements in accessibility in London, not only within sports facilities, but also within transport infrastructure, public buildings and the public realm. Working with the ODA, London boroughs, the London Development Agency, and transport and service providers, we aim to create a new benchmark for accessibility and inclusive design. The example set in London will be used to raise the bar for access standards across the UK and for future Olympic and Paralympic Games. Our commitments Work with Sport England and the ODA to develop new technical guidance notes for the design and layout of sports venues. Ensure that the overlay of Olympic and Paralympic venues facilitates access and provides an inclusive Games time experience for all spectators, including disabled and deaf people. Ensure that the use of new technologies in, for example, ticket sales, does not disadvantage disabled people. Work with the LDA to improve standards within the hotel and catering sector in London. Procurement Ensuring an economic legacy from the 2012 Games is a key consideration for us. Goods and services to the value of circa 1.5bn will be procured as we move towards 2012 and the way in which we do this could have a significant impact on the success of London and UK businesses, and the employment prospects of staff within those businesses. We want to ensure that London 2012 procurement opportunities serve as a catalyst for business development programmes that build the capacity of small and medium-sized enterprises (SMEs), particularly minority owned SMEs, social enterprises and the voluntary and community Sector. The detail on how this will be achieved has previously been covered in The way we do business. 34 The Diversity and Inclusion Strategy

38 Volunteering The London 2012 Games will require tens of thousands of volunteers for generalist and specialist roles, each of whom will be trained to a high standard. This volunteer force will reflect the diversity of London and the UK and will be a key legacy from the Games. Our commitments Recruit people from all walks of life and all sections of the population including those traditionally under-represented in volunteering. Equip them with the skills and knowledge required to participate in their Games role. Ensure the volunteer strategy encourages and inspires Games volunteers to proactively participate in other volunteering opportunities after the Games to share knowledge among future generations of volunteers. Influencing opinions We want to use our position of influence to challenge stereotypes and discrimination in sport. Our commitments Identify opportunities to speak out against discrimination in sport, education and culture, so that stakeholder, partners and the general public understand that bigotry and intolerance have no place in London Challenge perceptions and attitudes through supporting programmes that address the inequalities that exist in sport such as Ability Plus, building on the spectacle of the Paralympic Games to increase awareness of the untapped potential of disabled people in the London and UK economy. Foster a culture within LOCOG, and the wider Olympic and Paralympic movement, which embraces the Paralympic Games as an invaluable part of a 60-day Games festival. The Diversity and Inclusion Strategy 35