2012 Summer Olympic Games London England race equality scheme

Olympic Delivery Authority Race Equality Scheme March 2007 race equality © 2007 Olympic Delivery Authority The official emblem of the London Organising Committee of the Olympic Games and Paralympic Games is © 2007 the London Organising Committee of the Olympic Games and Paralympic Games Limited (LOCOG). That emblem, the official London 2012 font and related copyright materials are used in this document with LOCOG’s permission. If you wish to re-use material owned or controlled by LOCOG, you will need to obtain permission from LOCOG. All rights reserved. The emblems of the National Lottery, the London Development Agency, the Department of Culture, Media and Sport and the Greater London Authority are reproduced with the permission of the Crown and the other copyright holders respectively. All rights reserved. Other languages and formats: To request this document in other languages phone 020 8430 6291. For large print, audio, Braille or easy read version phone 0808 100 2012. Quote reference LORE/41/07. This document can be found in the publications section of www.london2012.com Published March 2007. Contents Foreword by Sir Roy McNulty 1 2 3 4 5 6 7 8 9 10 11 Introduction Background Statutory duties to promote equality Context Equality and diversity strategy Race equality impact assessment Monitoring employment Monitoring employment and business opportunities Consultation Access to information Delivery arrangements 1 2 3 5 7 12 14 17 21 25 26 27 ANNEX A ANNEX B ANNEX C Functions and projects of the ODA Employment monitoring data Recruitment monitoring data 28 29 32 Foreword By Sir Roy McNulty The overarching vision for the London 2012 Olympic Games and Paralympic Games is to host inspirational, safe and inclusive Games and leave a sustainable legacy for London and the UK. The Olympic Delivery Authority’s (ODA) central job is to deliver the Park, new venues and infrastructure for the 2012 Games on time and on budget. As a public body, we have a statutory duty to promote race equality as we go about doing that central job. The ODA takes very seriously its statutory duty to promote race equality. But our commitment to promoting race equality is not driven solely by the law. Diversity was central to the bid for London to host the Games. We recognise the diversity of the population of the UK, of London and of the five Host Boroughs 1 . We are committed to realising the full advantages of this diversity in delivering our programme. We recognise that the momentum provided by the Games and the substantial investment in the Lower Lea Valley can make a contribution to reducing historic and long-standing inequalities. We will play a full part, working alongside our partners, in ensuring that the economic and social benefits arising from the regeneration associated with the design and build of the Olympic Park and venues reach all communities and segments of the population. We realise that we and our partners cannot achieve that unless we address the racial inequalities which face so many of the people living in the area surrounding the Olympic Park. We intend to leave a lasting legacy for equality: a built environment which is a model for inclusivity and accessibility, a step-change in equality practice in the construction sector and sustainable skills and experience gained by employees from diverse groups in east London and across the UK. Our goal is to be an organisation where everyone recognises that promoting race equality is central to how we do things. This Race Equality Scheme, alongside our Equality and Diversity Strategy, sets out a road map for what we want to achieve, and how we will set about it. We know we are at an early stage on a long journey to promote race equality. We set off on that journey determined to make a difference. 1 London Boroughs of Greenwich, Hackney, Newham, Tower Hamlets and Waltham Forest. 1 Introduction The Olympic Delivery Authority (ODA) is required by the Race Relations Act 1976 to publish a Race Equality Scheme, setting out its plans and arrangements for promoting race equality before 2 March 2007. The ODA published its draft Equality and Diversity Strategy in January 2007, which sets out the ODA’s aims for race, gender and disability equality. This Race Equality Scheme (RES) draws from that draft strategy in highlighting the ODA’s aims in relation to race equality and corresponding focus areas for action. It also sits alongside the ODA’s Sustainable Development Strategy, Procurement Policy and other corporate strategies. The RES describes the ODA’s purpose and the context in which it operates, in relation to promoting race equality. It shows how the ODA has assessed its functions at the highest level for their potential impact on race equality, and sets out the approach the ODA is taking to determine its detailed arrangements for conducting equality impact assessments. As required by the Race Relations Act 1976, this RES also sets out the ODA’s arrangements for: monitoring its impact on race equality: monitoring the ethnic composition of its own workforce and the impact of its human resources processes on race equality; consulting with Black, Asian and Minority Ethnic (BAME) groups; publishing the outcome of its impact assessments, monitoring and consultation ensuring equal access to information about the ODA; and training its staff on race equality. - The ODA will be publishing its final Equality and Diversity Strategy and an Equality and Diversity Delivery Plan in summer 2007, after seeking the views of a wide range of organisations. In developing its delivery plan for race equality the ODA will take into account: the outcome of consultation on the draft equality and diversity strategy, particularly the views of organisations of Black, Asian and Minority Ethnic (BAME) people; ongoing work in developing delivery plans around employment training, brokerage and business support being undertaken by the ODA’s partners; initial baseline monitoring data gathered from existing contractors; and planning undertaken in partnership with main contractors who will be appointed within the next two years. - - This RES, therefore, deals with the immediate steps the ODA is taking to put in place the foundations for a robust race equality programme. The ODA will publish a revised RES in spring 2008, which will lay out more detailed plans for the period 2008 to 2010. The ODA is required to publish a revised RES in 2010. 2 Background The Vision The overall vision for the London 2012 Olympic Games and Paralympic Games, agreed by the Olympic Board 2 is: ‘To host an inspirational, safe and inclusive Olympic Games and Paralympic Games and leave a sustainable legacy for London and the UK.’ The four resulting strategic objectives are: 1. To stage an inspirational Olympic Games and Paralympic Games for the athletes, the Olympic Family and the viewing public. 2. To deliver the Olympic Park and all venues on time, within agreed budget and to specification, minimising the call on public funds and providing for a sustainable legacy. 3. To maximise the economic, social, health and environmental benefits of the Games for the UK, particularly through regeneration and sustainable development in east London. 4. To achieve a sustained improvement in UK sport before, during and after the Games, in both elite performance – particularly in Olympic and Paralympic sports – and grassroots participation. The Olympic Delivery Authority The ODA is an Executive Non-Departmental Public Body accountable to the Secretary of State for Culture, Media and Sport. It was established by the London Olympic and Paralympic Games Act 2006 on 30 March 2006. The ODA’s mission is to ‘deliver venues, facilities, infrastructure and transport on time for the London 2012 Olympic and Paralympic Games that are fit-for-purpose and in a way that maximises the delivery of a sustainable legacy within the available budget’. The ODA is a relatively small organisation which will grow to around 200 employees, commissioning work from designers, contractors, consultants, delivery partners, and other organisations to design and construct the Olympic park, venues, and infrastructure, the facilities at Weymouth and Broxbourne, and to provide the transport infrastructure associated with the Olympic Park. 2 The Olympic Board comprises representatives of the Department for Culture, Media and Sport (DCMS), the Greater London Authority (GLA), the London Organising Committee of the Olympic Games and Paralympic Games (LOCOG) and the British Olympic Association (BOA). It is jointly chaired by the Secretary of State and the Mayor of London. It is responsible for coordinating the work of LOCOG and the ODA, resolving and determining issues raised by Members and ensuring a sustainable legacy following the Games. 3 The ODA's Delivery Partner is CLM. CLM will assist the ODA in managing the design and construction programme and delivery of the Olympic Park and venues. The ODA also works with additional transport delivery partners in the delivery of its transport programme, including Network Rail and Transport for London. Working with partners As the body responsible for the design and construction of the Olympic Park and venues, and associated infrastructure, the ODA has a key role to play in delivering equalities outcomes associated with the Games. The organisations listed below are key organisations with which the ODA is working in partnership to deliver its equalities aims. These organisations are key to delivering the Games and the wider benefits associated with the Games, and also have, or are developing their own equalities related activities. the London Organising Committee of the Olympic Games and Paralympic Games (London Organising Committee) responsible for the staging, planning and hosting of the Games; the Greater London Authority (GLA) which is responsible for maximising the economic, social, health and environmental benefits the Games bring to London and all Londoners; the Department for Culture, Media and Sport (DCMS) which is responsible for maximising the economic, social, health and environmental benefits the Games bring the UK; the London Development Agency (LDA) which is leading the land acquisition activity on the Olympic Park and is funding a package of employment, training and business support in the five Host Boroughs 1 surrounding the Olympic Park through the Local Employment and Training Framework (LETF); the five Host Boroughs, as representatives of local people, communities, business and knowledge; Transport for London and other transport delivery agencies such as Network Rail, Highways Agency and BAA, who are responsible for delivery of necessary transport improvements; agencies involved in employment, skills, and business support initiatives – in particular the Learning and Skills Council (LSC), and Job CentrePlus (JCP); and the Confederation of British Industry (CBI), Trades Union Congress (TUC) and key unions, representing employers and employees, working to promote equality among construction employers and trades unions. - - - - - - - 4 Statutory duties to promote race equality Legal context The ODA’s statutory duties to promote race equality arise from the amended Race Relations Act 1976. The London Olympic and Paralympic Games Act 2006 3 added the ODA to the list of public bodies to which the general duty applies. The ODA was added to the list of public bodies to which the specific duties to promote race equality apply by Parliamentary Order in September 2006 4 . General Duty The ODA has a duty to have due regard, in carrying out its functions, to the need to: eliminate unlawful racial discrimination; promote equality of opportunity; and promote good relations between people of different racial groups. Four principles govern the general duty 5 : 1. It is obligatory for the ODA to promote race equality. 2. The ODA should assess the relevance of its various functions, policies and projects to the promotion of race equality, and make race equality a central part of those functions where it is relevant. 3. The weight given to race equality should be proportionate to its relevance. 4. The three elements of the general duty are complementary, and support each other. The ODA should consider and deal with all three parts of the general duty. In order to meet the general duty the ODA is required to consider the following steps: a) Identification of which functions and policies are relevant to the duty. b) Prioritisation of functions and policies in relation to the level of impact they have, or can potentially have, on race equality. c) Assessment of whether the relevant functions and policies are currently being carried out in a way which meets the three parts of the duty. 3 4 Schedule 1, clause 21 of the London Olympic and Paralympic Games Act 2006 The Race Relations Act 1976 (Statutory Duties) Order 2006 (Statutory Instrument rd 2006 No. 2471) came into force on 3 October 2006. 5 Statutory Code of Practice on the Duty to Promote Race Equality, Commission for Racial Equality, May 2002 5 d) Consideration of any changes that are needed to meet the duty, and to make the changes. Specific Duty: Race Equality Scheme The ODA is required to publish a Race Equality Scheme (RES) before 2 March 2007. A RES is a timetabled and realistic plan, setting out the ODA’s arrangements for meeting the general and specific duties. A RES must include: a) A list of those functions and policies which have been assessed as being relevant to eliminating racial discrimination, promoting equality of opportunity or promoting good relations between different racial groups. b) Arrangements for assessing and consulting on the likely impact of future actions and proposed policies on race equality, known as race equality impact assessment (REIA). c) Arrangements for monitoring functions, policies and/or projects for any adverse impact on race equality. Arrangements for publishing the results of REIAs, consultation and monitoring. Arrangements for ensuring public access to information and services (if services are provided). Arrangements for training staff in connection with these duties. The RES must be reviewed and published again at least once every three years. Specific Duty: Employment The ODA, as an employer of more than 150 staff, must have arrangements in place by 2 March 2007 to carry out, and publish annually the outcome of, ethnic monitoring in relation to: a) Number of staff in post. b) Applicants for employment, training and promotion. c) Those who receive training. d) Those who benefit or suffer detriment as a result of its performance assessment procedures. e) Those subject to disciplinary procedures. f) Those involved in grievance procedures. d) e) f) g) Leavers. 6 Context A diverse population The population in the area adjacent to the Olympic Park within the five Host Boroughs is one of the most diverse in the UK. Such diversity of skills, experience and knowledge has the potential to bring significant benefits to the ODA in its role in delivering the infrastructure required for the Games. This diversity also presents a challenge to the ODA to enable all sections of the population surrounding the Park to feel the benefits of the investment in this area of London. The population of the five Host Boroughs differs significantly in terms of ethnicity from the overall population of London, which in turn differs significantly from the population of the UK. Table 1 overleaf shows the representation of each ethnic group in the UK, London and the five Host Boroughs. Table 1: Percentage of each ethnic group in total population of UK, London and the five Host Boroughs (source: ONS Census 2001). UK White White British White Irish White Other Mixed 92.1% * * * 1.2% London 71.2% 59.8% 3.1% 8.3% 3.2% Five Host Boroughs 58.0% 49.2% 2.2% 6.6% 3.3% Asian or Asian British Indian Pakistani Bangladeshi Other Asian Black or Black British Black –Caribbean Black –African Other Black Chinese or other Chinese Other ethnic group 4.0% 1.85% 1.3% 0.5% 0.4% 2.0% 1.0% 0.8% 0.2% 0.8% 0.4% 0.4% 12.1% 6.1% 2.0% 2.2% 1.9% 10.9% 4.8% 5.3% 0.8% 2.7% 1.1% 1.6% 20.0% 5.3% 4.0% 9.0% 1.7% 16.1% 6.4% 8.4% 1.3% 2.7% 1.1% 1.5% * The sub-categories of white which were offered to people in England & Wales during the 2001 Census differed from the sub-categories offered to people in Scotland. People in Northern Ireland were not offered any sub-categories of white. It is not possible, therefore, to provide a percentage of the UK population for these ethnic groups. 7 Some 160 languages are spoken in the five Host Boroughs 6 , while some 300+ languages are spoken in London. 50 per cent of the population of the five host boroughs is Christian, 19 per cent Muslim, 3 per cent Hindu, 1.5 per cent Sikh, 1.5 per cent Jewish, 1 per cent Buddhist, 0.5 per cent belong to other faiths, while 25 per cent either have no religion or did not state a religion 7 . 42 per cent of the population of the five Host Boroughs is from nonwhite ethnic groups. Many residents face significant multiple deprivation. An eight stop journey east on the Jubilee line from Westminster represents an eight year drop in average life expectancy. In Westminster male life expectancy is 77.7 years, while in Canning Town it is 70.7 years 8 . In the five Host Boroughs 27.2 per cent of all households are workless 9 , compared to 18.1 per cent of all households in England, and 19.9 per cent in London. Employment is not evenly distributed across the five Host Boroughs. In Greenwich and Waltham Forest the proportion of the working age population in employment is about 65 per cent - not very far behind the London average of 69.6 per cent, though still significantly behind the England and Wales average of 75.4 per cent. However, Tower Hamlets, Newham and Hackney each have only about 55 per cent of their population of working age in employment 10 . Racial inequalities The employment rate of BAME groups in the UK has been consistently below that of the population overall. The gap between the two rates is around fifteen percentage points and has not varied much in the last two decades 11 . This gap is considerably larger than that between African Americans and the population as a whole in the USA, which is currently about four percentage points 12 . BAME groups are substantially over-represented both among the economically inactive and the unemployed in the UK. The 6 7 8 9 Source: five host boroughs’ Local Entrerprise Growth Initiative (LEGI) bid, unpublished Source ONS 2001 Census Source: Health Profile of England, Department of Health 2006 Source: Targeting worklessness in London – Socio-Economic Analysis (Technical Annex to the London Employment and Skills Taskforce for 2012 Action Plan July 2006). Worklessness is a term used to define those that are economically inactive and those that are unemployed Source: Targeting worklessness in London – Socio-Economic Analysis (Technical Annex to the London Employment and Skills Taskforce for 2012 Action Plan July 2006) Source: Strategy for Ethnic Minority Employment Annex: Evidence Paper (Department for Work and Pensions November 2006, unpublished) The four percentage point gap is derived by removing the upper age limit when comparing groups. When upper age limits are imposed then the gap in the USA jumps to almost seven percentage points. The difference suggests that older black Americans tend to work longer than older white Americans, possibly due to poorer financial provision. (US Bureau of Labour Market Statistics) 10 11 12 8 unemployment rates for BAME males are twice as high as the unemployment rates for white males12. Inactivity rates are a significant part of the overall picture. Overall 34 per cent of BAME people are inactive compared with 21 per cent of the overall population, and inactivity rates for Pakistanis and Bangladeshis are particularly high12. Although BAME groups in the UK, especially Indians, Black Africans and Chinese people, are substantially more likely than whites to attend university, recent work for the Department for Education and Skills has shown that all ethnic minority groups have higher unemployment levels soon after graduation. Pakistani, Bangladeshi and Black African university graduates have unemployment rates that are double those of their white counterparts12. Within the five Host Boroughs there are significant differences in economic activity rates between different ethnic groups. For example, the overall unemployment rate for those aged sixteen and over in the five Host Boroughs during 2005 was 9.6 per cent, compared to 13.4 per cent among non-white people aged sixteen and over 13 . Unemployment rates vary significantly between ethnic groups. The graph on the following page shows that in inner London the unemployment rate among Black Caribbeans and Bangladeshis is four times greater than that of Indians and more than double that of White British. 13 Source: ONS annual population survey Jan – Dec 2005 9 Unemployment rates in inner London across ethnic groups 14 Black Caribbean, Bangladeshi 12.8% 14 12.1% 12 10 8 6 4 2 0 Black African 7.8% Pakistani 6.2% Chinese 6% White British, 4.9% Indian 2.6% 14 Source: Labour Force Survey Spring 2005, adapted from Technical Annex to the London Employment and Skills Taskforce for 2012 Action Plan July 2006 10 Racial inequalities in employment are the product of a number of factors. Those factors are likely to differ between ethnic groups and different locations. Broadly, three factors are likely to be important12 some, but not all, BAME groups have lower levels of education and skills, which is likely to lead to lower levels of employment; BAME populations are concentrated in disadvantaged areas; and there is considerable evidence that BAME people are discriminated against in seeking employment. - Ethnicity is a major determinant of employment status. At the extreme, a Pakistani with some qualifications, not living in a high unemployment area or having other disadvantages, has a probability of non-employment of 15 per cent. This is more than three times as likely as an identical white person living next door. A Black man is 2.6 times as likely to be unemployed as a white man. Even when characteristics including education are taken into account, this reduces the figure to only 2.5 times more likely. The Department for Work and Pensions consider that while it is implausible to attribute all this difference to discrimination, it is equally implausible that discrimination is not a significant factor 12. BAME representation in construction The proportion of the total working population which is employed in construction stands at 7.9 per cent in the UK, 6.4 per cent in London and 7.6 per cent in the five Host Boroughs 15 . BAME people are under-represented in the UK construction workforce at 3 per cent, compared to 7.9 per cent of the population. They make up three per cent of workers in craft and trade occupations, three per cent of those in construction design and management, three per cent of construction sole traders and four per cent of other construction occupations 16 . BAME people are also under-represented among those employed in construction in London and the five Host Boroughs. In London BAME people are 14 per cent of those employed in construction (compared to 29 per cent of the overall population), and in the five boroughs BAME people are 24 per cent of those employed in construction (compared to 42 per cent of the overall population)16. 15 16 Source: NOMIS, Annual population survey 2005. Source: Labour Force Survey, Spring 2004 11 Equality and diversity strategy The ODA’s Equality and Diversity Strategy is based upon five strands: Inclusive design Aim - Create and build an Olympic Park, venues and facilities (both for the Games and for the legacy provision) which are inclusive for people of all cultures, faiths and ages and fully accessible to disabled people with a wide range of impairments, and provide an accessible transport network Outcome - Highly inclusive built environment and facilities, and an accessible transport network, for the Games and legacy provision. Employment opportunities Aims - Ensure that all the processes used to recruit and manage employees working to build the venues, infrastructure and transport (including employees working within the supply chain) are demonstrably fair and offer equal opportunities to all; and Work with partner organisations to encourage women, BAME and disabled people to train and apply for jobs in construction and allied areas where they have traditionally been underrepresented, and to combat workplace discrimination. Outcomes - Demonstrably fair recruitment processes operating at all levels of the supply chain; Fair proportion of BAME people employed in building the Olympic Park infrastructure, venues, and transport; and Visible contribution to tackling occupational gender segregation in construction and allied area. - Business opportunities Aim - Ensure that the procurement of all work, goods and services arising from the Olympic Delivery Authority's programme is transparent, fair and open to diverse suppliers, including businesses owned by BAME people, women and disabled people. Outcomes - Demonstrably fair tendering and contract award processes; and BAME, women and disabled people-owned businesses operating in supply chain. 12 Targeted community engagement Aim - Engage with and involve diverse groups within the local communities. Outcome - A sense of ownership of the design and construction of the Olympic Park and venues across all communities, which specifically includes BAME and different faith communities, women, disabled people, younger and older people, lesbian, gay, bisexual and transgendered people. Integration and capacity-building Aims - Build the ODA’s own organisational capacity in equality and diversity and develop the equality competence of its direct employees; and Integrate equality and diversity into the ODA’s business processes. Outcomes - Increased organisational capacity and individual competence in equality; and Equality integrated into business processes. Each of the strands of the strategy is interlinked. The actions the ODA takes in relation to integration and capacity-building will enable the ODA to continually increase its effectiveness in delivering on the other four strands. Engaging with diverse communities will be essential in delivering on its aims in relation to inclusive design, employment opportunities and business opportunities. 13 Race equality impact assessment High level assessment The ODA’s direct impact on race equality will be felt in four ways: through what the ODA builds, provides and leaves behind. This will be reflected in the extent to which the venues and facilities created and the transport provided, both for the Games and the legacy, are inclusive of all cultures, faiths and ethnic groups; through how the ODA goes about building and providing: that is the processes by which those facilities, venues and transport are created; through who does the work of building and providing: that is the diversity of people and businesses taking up business and employment opportunities on Games projects; and through whom the ODA involves: that is the diversity of the people the ODA listens to in deciding what it does, how it does it and determining the design of what it creates. - - - The ODA intends to also have an indirect impact on equality by demonstrating to others: some effective practical steps which can be taken to promote race equality in construction; and the level of excellence which can be achieved through inclusive design. - In developing its overarching Equality and Diversity Strategy, the ODA undertook a high level assessment of its purpose and functions in order to assess where it can make the greatest impact in promoting race equality. The ODA sought the views of a number of key stakeholders, including the Greater London Authority, Department for Culture, Media and Sport, London 2012 Organising Committee, Five Boroughs Partnership, Commission for Racial Equality, Equal Opportunities Commission, Disability Rights Commission and Transport for London. All stakeholders were in agreement that the area where the ODA could make the most significant impact was in contributing to a reduction in ethnic economic and employment inequalities in London, the UK, and, in particular, the five Host Boroughs. The ODA believes it can have a direct impact on these inequalities by: influencing the employment and procurement practices of its main contractors and its supply chain; working with its partners to ensure training, employment and business opportunities are opened up to BAME people; and - 14 - levering a step change in equal opportunities practice in the wider construction industry by showcasing its innovations in procurement, contract management and supply chain management. Arrangements for conducting race equality impact assessments The ODA’s purpose in conducting a race equality impact assessment is two-fold: to identify any possible unintended adverse racial impact and the actions required to eliminate this; and to identify those areas where the ODA can actively promote race equality and the actions required to achieve this. - ODA has identified its procurement function as its top priority for a detailed race equality impact assessment. Procurement is significant in two ways: it is through the procurement process that the ODA can assess the equal opportunities practices of contractors and subcontractors and it is through the equality-related contract clauses, and compliance management, that the ODA can influence contractor’s practices; and it is through procurement and supply chain management that the ODA can meet its aim of opening up business opportunities to small and medium size enterprises Over one in ten (11.7%) of BAME owned businesses have a financial turnover of less than £56,000 compared with 6.9% non BAME owned businesses. Almost a fifth (19.4%) of BAME owned businesses have a turnover of more than £250,000 compared with 40.2% of non BAME owned businesses 17 . - A considerable amount of work has already been completed on the equality impact assessment of the procurement function, and the ODA aims to publish the outcome of that assessment in spring 2007. The ODA recognises that it needs to assess in detail the impact on equality of a number of its functions, all of which have a potential impact across each of the ODA’s major projects. The ODA also recognises the importance of assessing the impact on equality of each specific project. The ODA’s functions and main projects are listed in Annex A. The process of prioritising these is underway. The ODA has not yet finalised its arrangements for its ongoing programme of race equality impact assessments 18 . 17 Source: Annual Small Business Survey 2004, Small Business Service, Department for Trade and Industry 18 The final arrangements will cover assessment of the impact on race equality, gender equality and disability equality. 15 In considering its arrangements for conducting race equality impact assessments the ODA will take/has taken into account its three principles of value for money: economy – optimising project cost to deliver the appropriate quality; efficiency – the relationship between outputs and outcomes and the resources used to produce them; and effectiveness – the extent to which objectives have been achieved, and the relationship between the intended and actual impacts. - - The ODA aims to have agreed its detailed arrangements for equality impact assessments, and have agreed a prioritised programme for carrying these out, by the end of March 2007. 16 Monitoring employment Composition of the ODA’s workforce The ODA itself employs directly a relatively small workforce. Its workforce as at 11 January 2007 totalled 171, comprising three groups: employees directly employed; 27 secondees from other organisations; and 57 temporary staff employed via agencies while recruitment to permanent posts is underway. 13.5 per cent of the total workforce is from BAME 19 groups, with 14.6 per cent of the workforce not having responded to the equality monitoring questionnaire. A full breakdown of the ethnicity of the workforce is included in Annex B. The ODA uses five pay bands. The ethnic breakdown of permanent staff and secondees by pay band, as at 11 January 2007, is shown in the table below: Pay band 1. Administrative support 2. Professionals 3. Managers 4. Heads of function 5. Directors Total staff 30 18 40 18 8 % BAME 10% 22% 8% 11% 0% 19 For the purposes of employment monitoring BAME is used to refer to all non-white ethnic groups. 17 In addition to these staff the ODA also employs a number of consultants to provide specialist services who have been procured via a number of differing arrangements, including open tenders, framework agreements and service agreements. As at 11 January 2007 the ODA had 104 consultants engaged in specialist work. The ODA has not yet put in place arrangements for collating ethnicity data on consultants employed, as they come to the organisation from a wide variety of routes, and may only be engaged for very short term commissions. The ODA is exploring options for effective ethnic monitoring of consultants, while mindful of the need to not add undue burden to the process of engaging consultants. For the purposes of meeting its statutory duty to monitor the impact on racial equality on its employment practices, the ODA is treating CLM, its Delivery Partner, as part of the ODA. As of 31 January 2007 CLM’s workforce consisted of 171 staff (by coincidence, exactly the same number as the ODA). These staff are seconded from CH2M Hill, Laing O’Rourke, Mace and various strategic partners. Ten of these staff (six per cent) are from BAME groups. 19 per cent of CLM staff have not disclosed their ethnic origin. The breakdown by grade of those staff is shown in the table below. Grade Administrative and assistant technicians Technician Professional Senior professional Manager Senior manager Director Senior director Total no. of staff 8 6 8 31 40 43 30 5 % BAME 13% 0% 13% 3% 8% 7% 0% 20% 18 Recruitment The ODA began recruiting in December 2005. The ODA’s initial and current recruitment system is web-based, and was not set up for full tracking of applications through all the stages of recruitment. The ODA is in the process of establishing a comprehensive computerbased HR system, and looking at ways of improving its existing recruitment system, which will allow for full recruitment monitoring from autumn 2007. In the period from December 2005 to December 2006, a total of 87 recruitment campaigns were run, recruiting 86 people. A total of 5,791 applications were received, of which 23 per cent came from people from BAME groups. Nine of the 87 people appointed were from BAME groups (10 per cent). The ODA is concerned at the drop of BAME representation between application and appointment. Detailed analysis of the cause of this is not possible, due to the lack of detailed information on each stage of the assessment process. As a result arrangements for a programme of recruitment training have been put in place. CLM is currently in the process of establishing the required arrangements for equality monitoring of its recruitment, performance management, disciplinary and grievance processes, access to training and leavers. Training The ODA operates a fully inclusive approach to training. Training to date has been delivered in a number of different ways, including work-based “on the job” training and a number of briefing sessions delivered by ODA staff, and/or external specialists on matters such as sustainable development, procurement processes and systems, personal safety etc. Invitations for training are sent to all ODA staff and attendance is determined by the individual. Individual records of attendance at such events are not recorded. Once the ODA has its computerised HR system in place, it will be possible to track attendance at more formal training opportunities, including the ethnicity of the participants. The ODA and CLM have jointly put in place arrangements to provide equality-focussed recruitment training for all staff involved in recruitment. The first tranche of this training will be completed by the end of February 2007, and will cover all senior managers. Further tranches will follow during 2007/2008. In addition the ODA is developing a wider programme of training covering all aspects of its equality strategy, delivery of which will commence in 2007/2008. 19 Performance assessments The ODA operates a formal performance assessment system which links individual performance with reward through performance appraisal. The performance year runs from 1 April to 31 March. The first full year of performance appraisal has not yet been completed. Discipline and grievance procedures The ODA has not taken any disciplinary action, nor has it received any grievances. Leavers Since 1st April 2006 there have been four leavers, of whom one was from a BAME group. 20 Monitoring employment and business opportunities Employment and training The ODA believes that effective ethnic monitoring will be critical to achieving its race equality aims. Effective ethnic monitoring involves not just the efficient collection of data, but also effective analysis, in conjunction with contractors and other stakeholders; feedback to the relevant parties; identification and planning of action required (where appropriate); and implementation of those actions. The ODA requires its direct contractors to collect and supply information on the ethnic group, gender, disability and postcode of residence of their existing workforce working on ODA contracts and of people going through the recruitment process for vacancies on those contracts. The ODA also requires them to collect the same information from their sub-contractors. It is the ODA’s aspiration to achieve a workforce which reflects the diversity of London within its London construction sites and supply chain, and one which reflects the diversity of the UK in its UK-wide supply chain. The ODA recognises, however, the current levels of under-representation of BAME people in construction and allied areas. Movement toward this aspiration will, therefore, be achieved over time, in stages, linked to programmes of action which will be informed by the monitoring data. As an example, analysis of recruitment monitoring information will, depending on what the data shows, allow the ODA to: re-focus or target advertising and communication strategies, should this be required; work with contractors to identify remedies, should the data indicate the possibility of direct or indirect discrimination; and provide feedback to partner agencies working to provide outreach, support, training and employment brokerage on whether their activities are reaching all ethnic communities and supplying ODA contractors and sub-contractors with a supply of suitably qualified applicants from diverse communities. - - The ODA is aware that such ethnic monitoring will be new to some parts of the construction sector, although it is also standard with some companies. The ODA believes that establishing such monitoring, and demonstrating its effectiveness in focussing efforts to eliminate discrimination, will enable the Games to leave a lasting legacy on equalities for the UK construction industry. The ODA is developing systems to support its contractors in implementing such monitoring through its supply chain management programme. The ODA will publish the outcome of this monitoring on an annual basis. 21 Procurement and supply chain management The ODA is establishing an equality monitoring system for the procurement process. This involves: - collecting data on the ownership of companies 20 by ethnicity, gender, and disability, cross-referenced to the size and location of the company; collecting data on the ownership of companies 21 by ethnicity, gender, and disability, cross-referenced to the size and location of the company. This data will be collected at the stages of expression of interest, pre-qualification, short-listing, submission of tenders, and final tender evaluation and award. The ODA will monitor this in respect of its direct contracts, and will work with its contractors to encourage and enable them to do the same for their sub-contracts; encouraging direct contractors to monitor the ownership of their existing suppliers; Analysing the results of this monitoring by project and size/type of contract; Using the results of this monitoring to make adjustments to the ODA’s own procurement process, should this be appropriate, and to provide feedback to direct contractors as part of the supply chain management programme; and Feeding back the results of this monitoring to the relevant partners such as the Five Boroughs Partnership, the London Employment and Skills Taskforce 2012, and the Nations and Regions Group. The data may indicate the need for changes to the level and type of business development and support, or to whom it is targeted. The ODA will also share the data, once sufficient, with national strategic bodies such as the Department for Trade and Industry’s Ethnic Minority Business Forum, and the ministerial taskforce on ethnic minority employment. - - - The ODA will publish the outcome of this monitoring on an annual basis. Race equality measures The full range of measures to be used by the ODA to measure the success of its equality strategy can be found in the ODA’s draft Equality and Diversity Strategy, which can be viewed on the london2012.com website. The measures which specifically relate to race equality are shown overleaf: 20 A BAME-owned business is one where 51% or more of the company is owned by a person or persons from a BAME background. It is recognised, however, that some BAME entrepreneurs are reluctant to disclose their ethnic background or self-classify themselves in surveys, as they do not consider ethnicity to be an important feature of their business. (Redefining London’s BME-owned Businesses, LDA, March 2005) 22 Strand Employment opportunities (suppliers) Outcome Demonstrably fair recruitment processes operating at all levels of supply chain Measures Level of data collected at each contract tier, on each project, on ethnicity of: • • • • People in existing workforce Those applying for vacancies Those short-listed for vacancies Those appointed to vacancies Relationship between the proportion of BAME people in totals at application, short-listing and appointment stages of the recruitment process Fair proportion of BAME people employed in building the Olympic Park infrastructure, venues and transport Visible contribution to combating gender segregation in construction Proportion of BAME people employed, at different levels, in different types of work Representation of BAME women in applications to specific professions and jobs working on Games contracts, and those successfully appointed Proportion of BAME women among traineeships, apprenticeships and placements within ODA's supply chain Business opportunities Demonstrably fair tendering and contract award process Level of data collected on company ownership by ethnicity at the stages of expression of interest, pre-qualification, submission of tender, short-listing and contract award Proportion of BAME-owned businesses at stages of expression of interest, prequalification, tender submission and awarded contract and relationship between proportions at each stage Community involvement Inclusive design Sense of ownership across diverse communities Highly inclusive built environment and facilities, and an accessible transport network, for the Games and legacy Increased individual competence in equality matters Representation of BAME groups and different faith groups in total of those attending involvement meetings Satisfaction level (with built environment and transport facilities) of different faith and cultural groups Integration and capacity-building Number of people trained in: • • • • • Recruitment Equality and diversity Inclusive design Inclusive communications Equality in procurement 23 Strand Outcome Equality integrated into all HR processes and culture Measures Representation of BAME people in ODA’s and CLM’s own workforce, at different levels Relationship between the proportion of BAME people in totals at application, short-listing and appointment stages of the recruitment process used by ODA & CLM Increased organisational capacity in equality Number of equality impact assessment outcomes published 24 Consultation The ODA is currently developing its community relations strategy with the London Organising Committee of the Olympic Games and Paralympic Games. This will include systems for monitoring participation in community engagement activity. This will be completed by March 2007. The community relations strategy will include detail on how the ODA intends to target BAME communities to ensure they are fully included. The ODA issued its draft equality and diversity strategy for a period of public consultation during January and February 2007. During that period feedback was specifically sought from organisations concerned with race equality, and BAME organisations. At the time of writing this RES consultation is still ongoing. The outcome will be reported in spring 2007, and will inform both the final equality and diversity strategy and the development of the ODA’s equality delivery programme. 25 Access to information The ODA’s arrangements for ensuring access to information are under development, including its policy on provision of translated material, ensuring accessibility of events and provision of interpreters. The ODA’s arrangements for publishing information on race equality are: Race Equality Scheme A revised RES will be published in spring 2008 These will be published as completed Outcome of equality impact assessments Outcome of monitoring To be published annually Outcome of consultation To be determined 26 Delivery arrangements The ODA is currently developing its detailed equality and diversity delivery programme. This will be presented to the ODA Board in summer 2007. A nominated Board member will act as champion for equality and diversity. An Equality and Diversity Board is to be established to develop further the Equality and Diversity Strategy, and oversee and monitor the implementation of the equality and diversity delivery programme. This will be chaired by the Chief Executive. The ODA is in the process of establishing a small specialist team to lead on the further development of its equality and diversity strategy, ensure the ODA meets all its statutory requirements related to equality, and provide support, advice and coaching to those with mainstream responsibility for delivering the programme. 27 Annex A Functions and projects of the Olympic Delivery Authority (not in prioritised order) Functions Procurement Compliance management Supply chain management Communications Stakeholder management and community relations Human Resources Design Transport Town planning Development control Other corporate services Main Projects Infrastructure Enabling works Olympic Park venues (permanent) Stadium Aquatics Centre International Broadcast and Media Centre Athletes Village Velopark Handball Paralympic tennis/archery Non-Olympic Park venues Broxbourne white water canoe centre Weymouth Portland sailing centre Temporary venues (Olympic park) Basketball Arena Fencing Arena Hockey Stadium Powerlines New utilities Structures, bridges, highways Landscape and realm 28 Annex B Employment monitoring data Olympic Delivery Authority Ethnic composition 22 of total workforce (excluding consultants) Total ODA Workforce by Ethnicity 15% 13% White BAME Unknown 72% There are a 171 directly people employed, seconded or assigned to the ODA, spread across the following ethnic groups: Ethnic Group White Black Asian Mixed Chinese Other ethnic groups Not disclosed TOTAL Direct employees 77 6 3 0 0 0 1 87 Secondees 13 1 0 4 0 0 9 27 Agency/interims 34 3 2 2 0 1 15 57 Total 124 10 4 6 0 1 26 171 22 Throughout this Annex BAME refers to Black, Asian and Minority Ethnic groups BAME includes all non-white ethnic groups: Black Caribbean, Black African, Black Other, Asian Indian, Asian Pakistani, Asian Bangladeshi, Asian Other, Mixed White & Black Caribbean, Mixed White & Black African, Mixed White & Asian, Mixed Other, Chinese, Other Ethnic Group.White includes: White British, White Irish, White Other. 29 The picture for direct employees is shown below: Employees by Ethnicity 10% 1% White BAME Unknown 89% Employees White BAME Unknown Total 77 9 1 87 For secondees the picture is as below: Secondees by Ethnicity 33% White 48% BAME Unknown 19% 30 Secondees White BAME Unknown Total 13 5 9 27 For agency and interim staff the picture is as follows: Agency / Interim Staff by Ethnicity 26% White 58% 16% BAME Unknown Agency / Interims White BAME Unknown Total 33 9 15 57 31 Annex C Recruitment monitoring data Olympic Delivery Authority In the period Dec 2005 – Dec 2006 Ethnic group White BAME Unknown Totals Applications No 3853 1362 576 5791 % 67 23 10 100 Appointments No 77 9 1 87 % 89 10 1 100 Job applications received by ethnic group 10% 1% 1% 8% White Mixed Asian or British Asian 10% 3% Black or Black British Chinese Other Ethnic Group 67% Unknown 32 CLM employees by ethnicity 19% 6% White BAME Unknown 75% CLM employees White BAME Unknown Total 128 10 33 171 33 Olympic Delivery Authority 23rd floor, One Churchill Place Canary Wharf, London E14 5LN Reception +44 (0) 203 2012 000 Fax +44 (0) 203 2012 001 london2012.com The Olympic Delivery Authority is funded by the National Lottery, the Department for Culture, Media and Sport, Greater London Authority and the London Development Agency.