Where we are now: February 2020

This strategy is the NHF’s commitment to doing everything we can to deliver a workforce that matches the diversity of our society, at all levels of our organisation. The strategy has been co-created with our staff-led internal diversity and inclusion group.

The group’s enthusiasm, initiative and constructive challenge have been a driving force behind our progress so far.

Now, every staff member is responsible for creating change and Leadership Team are fully committed to championing equality, diversity and inclusion in all aspects of our work.  

Our staff are incredibly passionate and knowledgeable about diversity and inclusion. We will continue to work with the NHF’s internal working group on equality, diversity and inclusion to:

  • Test out ideas for new or improved approaches
  • Develop our culture across the organisation
  • Provide opportunities for staff to learn about diversity issues, and celebrate a diverse range of events and awareness campaigns
  • Review progress and provide constructive challenge.

Under the Equality Act 2010, it is unlawful to discriminate against people at work because of the nine areas termed in the legislation as protected characteristics. The NHF aims to go above and beyond this legal requirement, by actively encouraging and enabling a diverse workforce, and fostering a workplace which champions equity.

One of the measures of our diversity as an employer is our staff profile and demographics. We publish, internally and externally, staff diversity data for protected characteristics.

Although our data shows that we have a long way to go before we are truly reflective of society, in some areas we are making real progress.

  • In our April 2019 report on our gender pay data, we saw no significant difference between male and female staff pay overall.
  • Our staffing profile is considered to be broadly reflective of the LGBT+ community.
  • We have had some success with improving Black, Asian and minority ethnic (BAME) representation on our board, which is now 25% from BAME backgrounds.    
  • In terms of BAME representation, we have a long way to go before we are representative of the London profile (where our largest number of staff are employed). Our management teams in particular are not ethnically diverse.
  • Only a small percentage of our staff consider themselves to have a disability and there is a strong impetus for us to improve in this area of diversity.

We have a long way to go before our workforce is genuinely representative of society but measuring and understanding our key demographic profiles will help us to understand how the initiatives we put in place are making a difference.

As we have a relatively small workforce, small changes will have a big impact on our diversity statistics in the short term, so it’s important that we take a long-term view of our progress.