Equality, Diversity and Inclusion Strategy 2020 to 2024
Updated 13 November 2024
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Foreword
We are pleased to introduce the CMA’s Equality, Diversity and Inclusion Strategy 2020 to 2024, which outlines our commitments for the next 4 years. As the UK’s competition authority, our work makes a difference to millions of people across the UK. We promote competition for the benefit of consumers, both within and outside the UK, through working to ensure that consumers get a good deal when buying goods and services, and businesses operate within the law. To do this effectively we need people from diverse backgrounds to ensure that we make sound decisions that are representative of the different perspectives within society. We also believe that by making all our colleagues feel welcome and included, they will deliver the best possible outcomes for consumers.
Our Equality, Diversity and Inclusion Strategy 2020 to 2024 will build upon what we have already accomplished and details our renewed commitment to achieve even more. We have set out a clear framework for our detailed programme of work through our Equality Objectives for 2020 to 2024. These objectives outline our priorities and our broader vision for fully embedding a diverse and inclusive culture within the CMA. Our Board fully endorses and supports this vision.
We have consulted with our staff networks, our Executive and senior diversity champions and key stakeholders across the CMA to create this ambitious plan. We’ve made much progress already, but we acknowledge we are on a journey. The achievement of this plan will require ongoing commitment and focus for the next 4 years so that we can continue to build a diverse and inclusive organisation which is reflective of the consumers we serve.
Andrea Coscelli, Chief Executive and Amelia Fletcher, Non-Executive Director and Wellbeing, Inclusion, Diversity and Equality Steering Group (WIDE) Chair.
Summary
This Equality, Diversity and Inclusion Strategy 2020 to 2024 describes how equality, diversity and inclusion are essential to the way that we operate, both as the UK’s competition authority and as an employer. As a competition authority, we have a duty to further the interests of citizens and consumers. We need staff from diverse backgrounds to help ensure we make sound decisions that are representative of the different perspectives within society. We also seek to positively influence the approach of the stakeholders we work with, where we can, and a diverse workforce can help us do that much more effectively.
As an employer, we remain committed to promoting equality and diversity amongst our workforce. We take steps to ensure we are a great employer that values and welcomes the different ideas, skills, behaviours and experiences of our colleagues. We also aim to foster a culture that promotes wellbeing and mental health and provides support to enable all our colleagues to thrive.
Under the Equality Act 2010, we have a legal duty as a public body to have due regard to the need to promote equality of opportunity, eliminate unlawful discrimination and foster good relations between key equality strands. These include age, disability, sex, race, religion or belief, sexual orientation, gender reassignment, pregnancy and maternity.
We are determined to do more than just meet our statutory obligations. We promote equal opportunities and we respect and acknowledge the diversity of staff who work within the organisation, and the consumers and other stakeholders that are part of the wider community we work with. Building upon the work we have already done, our renewed objectives outline what we hope to achieve in the next 4 years, building upon our successes and lessons learned.
Our equality objectives for 2020 to 2024 are:
- Building a diverse and inclusive workforce that reflects and understands the public we serve
- Ensuring all colleagues are valued and can contribute to our success
- Empowering and enabling all colleagues to thrive and prosper
Valuing wellbeing, mental health and different styles of thinking, communicating and working are also integral to all our equality objectives. We remain committed to building our culture where everyone feels able to talk about and access the support they need. We will continue to actively consider the impact of how we work and our working environment on our wellbeing by providing effective, timely and good quality support to colleagues who are experiencing mental health difficulties.
Supporting and overlapping with the work programme intended to achieve our equality objectives, the CMA’s Corporate Action Plan (CAP) 2020 to 2022 will focus on 3 key themes in response to the 2019 staff survey.
These themes are:
- Career progression
- Respect
- Health and wellbeing with resilience
Our Equality, Diversity and Inclusion Strategy 2020 to 2024 is a working document that will be reviewed and updated on a regular basis to make sure it continues to be significant and valuable. We’ll report on our progress annually. These updates will include equality data, as well as providing a general account of our progress in meeting our statutory duty and commitments.
About the CMA
The CMA is an independent non-Ministerial government department and is the UK’s lead competition and consumer authority. We work to ensure that consumers get a good deal when buying goods and services, and that businesses operate within the law. Our statutory duty is to promote competition, both within and outside the UK, for the benefit of consumers, and our mission is to make markets work well in the interests of consumers, businesses and the economy. We derive our powers from the Enterprise and Regulatory Reform Act 2013 and our work is overseen by a Board and led by the Chief Executive and Executive team. Decisions in some investigations are made by independent members of a CMA panel.
Our functions include:
- Investigating mergers that have the potential to lead to a substantial lessening of competition;
- Conducting studies, investigations or other pieces of work into particular markets where there are suspected competition and consumer problems;
- Investigating businesses and individuals to determine whether they have breached UK or EU competition law and, if so, to end and deter such breaches, and pursue individuals who commit the criminal cartel offence;
- Enforcing a range of consumer protection legislation, tackling issues which suggest a systemic market problem, or which affect consumers’ ability to make choices;
- Promoting stronger competition in the regulated industries including gas, electricity, water, aviation, rail, communications and health), working with the sector regulators;
- Conducting regulatory appeals and references in relation to price controls, terms of licences or other regulatory arrangements under sector-specific legislation;
- Giving information or advice in respect of matters relating to any of the CMA’s functions to the public, policy makers and to Ministers.
We adopt an integrated approach to our work, selecting those tools we believe will achieve maximum positive impact for consumers and the UK economy.
We have a UK-wide remit, and whilst most of our staff are based at our London office, we now have a significant presence in Scotland as well as offices in Northern Ireland and Wales.
Our duty towards equality
In our dual role as a competition and consumer agency and an employer, we are committed to meeting our legal obligations and promoting equality and diversity in both our work and our workforce.
Our Annual Plan outlines how we plan to continue to focus on issues that really matter to UK consumers. Consumer harm can be substantial when markets do not work well, with people in a vulnerable situation at particular risk of losing out.
In line with the Government’s latest strategic steer, the CMA will play a prominent role in promoting the interests of consumers, particularly the most vulnerable, by championing good outcomes for consumers and by addressing new and emerging forms of detriment.
Our Prioritisation Principles state that we may prioritise work to benefit disadvantaged consumers who may be particularly vulnerable to exploitation or may not share in the benefits of greater competition.
As a public body, we also have obligations under the Equality Act 2010 to have due regard to the need to promote equality of opportunity, eliminate unlawful discrimination and foster good relations between the key equality strands set out in legislation.
The Public Sector Equality Duty (PSED) comprises general duties which state we must have due regard to the need to:
- eliminate unlawful discrimination, harassment and victimisation
- advance equality of opportunity between people who share a protected characteristic and those who do not
- foster good relations between people who share a protected characteristic and those who do not
In addition, many public bodies – including the CMA – have 2 specific duties under the Act. These are to:
- prepare and publish equality objectives at least every 4 years that are specific and measurable
- publish information to demonstrate compliance with the Equality Act 2010 on an annual basis
We have mapped the general PSED duties to our internal Equality, Diversity and Inclusion (EDI) objectives for 2020 to 2024 to show how we will fulfil our obligations as both a public body and an employer.
PSED general duties
| Objective | Corresponding CMA EDI objectives |
|---|---|
| Advance equality of opportunity between people who share a protected characteristic and those who do not | Objective 1 and 2 |
| Eliminate unlawful discrimination, harassment and victimisation | Objective 3 |
| Foster good relations between people who share a protected characteristic and those who do not | Objective 3 |
Our achievements
We have much to celebrate this year. We are proud of our active and growing staff networks who have delivered impactful programmes and events, and support and challenge us, as an organisation to continue improve. Our WIDE (Wellbeing, Inclusion, Diversity and Equality) Steering Group was formed in 2019, and now steers the strategic direction of our progress towards equality and more effective inclusion, by providing challenge where it is needed and ensuring that all voices are heard. The WIDE Steering Group brings together representation from our Board, Executive and Senior Director champions, representatives from each of the CMA’s staff networks and other key stakeholders to act as the formal governance for our equality, diversity and inclusion activities. Our EDI Working Group remains a driving force in implementing our ambitious strategy - by generating ideas, acting as a sounding board and critical friend, and taking on tasks that advance our agenda.
Highlights of 2019 to 2020
During 2019 and 2020, we have:
- implemented diverse SCS interview panels to provide different perspectives and help to break down some of the barriers to progression for those from under-represented groups
- developed training for hiring managers incorporating unconscious bias
- reviewed our use of social media and social media outreach work to better showcase our diverse organisation including employee testimonials
- promoted flexible working practices through the launch of new guidance and workshops for all colleagues and managers
- entered the Stonewall Workplace Equality Index for the first time. Our results have given us insights about how we are doing and how we can improve our LGBT+ inclusivity
- established our WIDE Steering Group to drive strategic direction and ensure all voices are heard
- provided targeted support for our diverse talent through personal development programmes and coaching
- developed a Mutual Mentoring pilot which is offering colleagues from under-represented groups insight into senior decision-making and thought processes whilst providing opportunity for senior colleagues to be exposed to the barriers that staff from under-represented groups may face
The power of our networks
The CMA already has in place networks dedicated to the support of a variety of colleagues including our Rainbow, Race, Multifaith, Women’s, EU Nationals, Christian, Dyslexia, and our Mental health action group. We have continued to build the strength of our existing staff networks, including launching our Carers and VisAbility networks. Networks have led or supported many of our programmes and have enriched the CMA with high-profile guest speakers, training and internal events.
Our networks have:
- encouraged staff to share their personal stories through blogs for key diversity milestones throughout the year including Black History Month, Pride and International Day of Disabled People
- developed our ‘Distinguished Speaker Series’ which has seen us welcome a diverse range of business leaders to share their stories
- organised a series of ‘Tea and Talks’ which have highlighted the lived-in experiences of our colleagues; including exploring hearing impairment, hidden disability and different thinking, communicating and leadership styles
- significantly contributed to fostering a working culture that recognises and reflects the importance of good mental health and wellbeing and provides effective support when colleagues need it. We’ve continued investing in training in mental health awareness, including Mental Health First Aiders and Wellbeing Confident Leaders and Mental health in the workplace training to help managers feel more confident in supporting the health and wellbeing of staff
It’s so important that the CMA is a place where everyone can bring their ‘whole self’ to work, and that we celebrate our organisational diversity.
The CMA put me forward for the fantastic Stonewall Leadership Programme, which brings together senior LGBTQ+ leaders from across the public and private sectors to consider how we can make our organisations the most supportive and inclusive employers possible. I’ve tried to apply that learning at the CMA as senior sponsor for our Rainbow Network and co-chair of our Equality, Diversity and Inclusion Working Group.
We’ve made great progress, but as this strategy highlights there’s lots more to do, and we constantly need to evolve and improve our work on diversity and inclusion.
George Lusty, Co-chair Equality, Diversity and Inclusion Working Group, and Senior Sponsor for the Rainbow Network
As Co-Chair of the CMA’s Race Network, I am proud to have played a role in the CMA’s broader diversity and inclusion agenda.
We have heard from our ethnic minority colleagues about their personal and professional challenges and how they have managed to overcome them to succeed at the CMA. We have also heard from inspirational figures, such as Sheldon Mills and Jacky Wright, about their careers and their thoughts about advancing race in the workplace.
I look forward to leading the Network as we continue to advance the personal and professional development of our ethnic minority staff.
Dipesh Shah, Co-Chair, Race Network.
Our people
The dashboard below shows our diversity profile as at 31 March 2019. In line with Cabinet Office best practice, we publish data annually to highlight our diversity and to monitor progress towards a new Civil Service-wide target to increase the flow of ethnic minority and disabled staff into the Senior Civil Service (SCS). Reporting on key protected characteristics allows us to compare ourselves with other departments and encourages us to remain curious about what the data is telling us. Our workforce data shows that the CMA is broadly as representative as the wider Civil Service. However, there is more to be done to ensure that this diversity is reflected at all levels of seniority.
The CMA has a declaration rate of over 90% in all categories with the exception of disability which stands at 84%. Only a very small number (an average of 3%) of those that completed the data have indicated they would ‘prefer not to say’.
Overall, a significantly higher proportion of CMA staff identify themselves as ethnic minorities or LGB+ compared to the Civil Service as a whole. We have a lower proportion of disabled staff and part-time colleagues than the Civil Service as a whole.
| Key protected characteristic | Percentage (CMA) | Percentage (Civil Service) |
|---|---|---|
| Female | 50.88% | 54% |
| Part time | 13.61% | 23% |
| Ethnic minorities | 19.86% | 11.6% |
| Disability | 4.46% | 9.9% |
| LBG+ | 5.68% | 2.13% |
Sex
The profile of CMA staff is 50.9% female and 49.1% male. The proportion of male Senior Civil Servants (SCS), decreased from 62.8% to 59% in 2018 to 2019 and the proportion of female SCS staff increased from 37.8% to 41%.
| Gender | Percentage of staff |
|---|---|
| Female | 50.9% |
| Male | 49.1% |
Percentage of women in all staff positions since 2016
| Year | Percentage |
|---|---|
| 2016 to 2017 | 49% |
| 2017 to 2018 | 50% |
| 2018 to 2019 | 50% |
Percentage of women in SCS positions since 2016
| Year | Percentage |
|---|---|
| 2016 to 2017 | 40% |
| 2017 to 2018 | 38% |
| 2018 to 2019 | 43% |
Age
The majority of staff at 36% fall in the 30 to 39 age range. Our age profile remains broadly similar to the wider Civil Service profile.
| Age range | Percentage of staff |
|---|---|
| Under 30 | 18% |
| 30 to 39 | 36% |
| 40 to 49 | 27% |
| 50 to 59 | 16% |
| Over 60 | 3% |
Race
20% of staff are from a ethnic minority background, with Asian or Asian British as the largest ethnic group. We currently lack ethnic minority representation in our SCS senior leader population; this is a key priority for us and we will work hard to address this.
| Percentage | |
|---|---|
| Ethnic minorities | 21% |
| Non-ethnic minorities | 70% |
| Not declared | 8% |
| Prefer not to say | 2% |
Percentage of ethnic minority staff since 2016
| Year | Percentage |
|---|---|
| 2016 to 2017 | 18% |
| 2017 to 2018 | 19% |
| 2018 to 2019 | 21% |
Percentage of ethnic minority staff in SCS positions since 2016
| Year | Percentage |
|---|---|
| 2016 to 2017 | 2% |
| 2017 to 2018 | 1% |
| 2018 to 2019 | 0% |
Largest ethnic groups
| Ethnic group | Percentage of staff |
|---|---|
| Asian or Asian British | 11% |
| Black or Black British | 4% |
| Mixed ethnic background | 3% |
| Chinese or other group | 3% |
Religion
CMA staff represent a wide range of beliefs. The highest proportion of staff at 39% identify as having no belief.
| Religion | Percentage of staff |
|---|---|
| No Religion | 39% |
| Christian | 32% |
| Not stated | 11% |
| Prefer not to say | 7% |
| Muslim | 5% |
| Hindu | 4% |
| Judaism | 1% |
| Sikh | 1% |
| Other | 1% |
| Buddhist | 0% |
Sexuality
Our declaration rates for sexuality are amongst the highest in our sector and the Civil Service. 83% of all staff are straight and 6% are LGBT+.
| Sexuality | Percentage of staff |
|---|---|
| Straight | 83% |
| LGBT+ | 6% |
| Not declared | 6% |
| Prefer not to say | 5% |
Disability
5% of all staff have a disability, with 3% of them working at senior level.
| Staff with a disability | Percentage of staff |
|---|---|
| Yes | 5% |
| No | 78% |
| Not declared | 16% |
| Prefer not to say | 1% |
Percentage of staff with a disability since 2016
| Year | Percentage |
|---|---|
| 2016 to 2017 | 5% |
| 2017 to 2018 | 5% |
| 2018 to 2019 | 5% |
Percentage of staff with a disability in SCS positions since 2016
| Year | Percentage |
|---|---|
| 2016 to 2017 | 3% |
| 2017 to 2018 | 2% |
| 2018 to 2019 | 3% |
Our Equality Diversity and Inclusion Plan 2020 to 2022
In order to deliver our Equality, Diversity and Inclusion Strategy 2020 to 2024, we have developed an initial 2-year Equality, Diversity and Inclusion Action Plan 2020 to 2022.
Our experience has shown us that 2-year plans are more effective in delivering sustained organisational change than an annual plan. Our action plan will also give us the flexibility and agility to adapt our approach if required to meet our longer-term strategic Equality Objectives. This will ensure that initiatives are fully and effectively embedded, our people are engaged, and the impact is clearly measured.
Each year, under the ‘umbrella’ of the 2-year plan, we will also have a rotating focus on a particular priority area. The immediate priority area for 2020 to 2021 is to deliver an ambitious programme focused on initiatives to support and champion our ethnic minority colleagues and improve ethnic diversity at senior leadership level. Working in partnership with our Equality, Diversity and Inclusion Working Group and Race Network, our Board and Executive have fully endorsed the CMA’s first dedicated Race Action Plan.
Objective 1: Building a diverse and inclusive workforce that reflects and understands the public we serve
We seek to build a truly diverse and inclusive organisation that reflects the wider UK population and consumers we serve. Diversity brings different insights, creates challenge and encourages change and innovation.
In the past year, we have implemented a number of initiatives to embed our commitment to diversity, but we recognise that we still have a way to improve diversity within our leadership population, and particular improve ethnic minority representation within our SCS population.
Over the next 2 years we will ask ourselves some tough questions, talk to our diverse talent about the barriers they have faced and be smarter and more transparent with our recruitment data. We’ll use this information to devise strategies to engage with and attract talent from specific and harder to reach groups.
Objective 2: Ensuring all colleagues are valued and can contribute to our success
We strive to embed a culture where all our staff are appreciated, can contribute and be themselves. We want to welcome and value the unique ideas, skills, behaviours and experiences that our colleagues bring to work because this leads to a more engaged workforce who will make better decisions.
During 2020 to 2022, we will strive to be a more inclusive organisation where every single member of staff is heard, respected, valued, and feels comfortable being themselves.
We also want to learn lessons from our response to Coronavirus (Covid-19) and use it as an opportunity to test and refine how we work more flexibly and inclusively in the future.
Objective 3: Empowering and enabling all colleagues to thrive and prosper
We are committed to developing a pipeline of diverse talent for succession and ensuring all colleagues can progress in their careers, in the CMA and beyond. We will continue fostering a working culture that recognises and reflects the importance of good mental health, wellbeing and work-life balance (for example, in relation to our staff with caring responsibilities). We will also work hard to learn lessons from our response to Coronavirus (Covid-19) around working in a more agile way, empowering people to be the best version of themselves, obtain the best out of their life and do the best for our stakeholders.
Over the next 2 years, we will develop our programmes further so more colleagues can benefit. We will take a holistic view of diversity that looks beyond usual measurements by considering how colleagues with different ways of thinking and working can thrive. We will help staff link their career ambitions with their life goals at different stages in their careers and lives.
Read our detailed Equality, Diversity and Inclusion Action Plan 2020 to 2022