Corporate report

Equality Information Report 2018

Published 16 October 2019

Applies to England and Wales

1. Our staff

The equality and diversity figures in this report are based on a headcount total of 5,618 members of staff on 31 March 2019 and are taken from HM Land Registry’s Human Resources (HR) system unless otherwise stated. Staff on loan and not paid directly by HM Land Registry are not included in the analysis, nor are agency staff and contractors.

This covers:

Table 1: Declaration rates held for HM Land Registry workforce

Protected characteristic	% of workforce with data
Gender	100%
Age	100%
Ethnic origin	90%
Disability	85%
Religion and belief	80%
Sexual orientation	74%

1.1 Overall workforce

The data presented here shows HM Land Registry’s workforce by protected characteristic at 31 March 2019.

Figure 1: Workforce composition by gender, ethnicity, disability, working pattern, sexual orientation and age.

Gender

Gender	Percentage of staff
Male	39%
Female	61%

Ethnicity

Status	Percentage of staff
Declined to respond	5%
BAME	6%
Status undeclared	10%
Non-BAME	80%

Disability

Status	Percentage of staff
Declined to respond	5%
Declared disabled	8%
Status undeclared	15%
Declared non-disabled	72%

Working pattern

Working pattern	Percentage of staff
Full time	67%
Part time	33%

Sexual orientation

Sexual orientation	Percentage of staff
Other	0%
Lesbian, gay, bisexual (LGB)	2%
Declined to respond	13%
Status undeclared	26%
Heterosexual	59%

Age

Age	Percentage of staff
65+	1%
60-64	6%
50-59	40%
40-49	24%
30-39	12%
20-29	15%
16-19	1%

1.2 Diversity data by grade

The data presented here shows HM Land Registry’s workforce by grade as percentages in relation to the protected characteristics and working patterns as at 31 March 2019.

There are 10 pay grades, plus apprentices (separated for reporting purposes) within HM Land Registry which are shown in the table below with the Civil Service equivalent grade.

Table 2: Grade structure

HM Land Registry grade	Civil Service grade
Senior Civil Service	Senior Civil Service
Grade 6	Grade 6
Grade 7 Lawyers	Grade 7
Grade 7	Grade 7
Senior Executive Officer (SEO+)	Senior Executive Officer (SEO)
Senior Executive Officer (SEO)	Senior Executive Officer (SEO)
Higher Executive Officer (HEO)	Higher Executive Officer (HEO)
Executive Officer (EO)	Executive Officer (EO)
Administrative Officer (AO)	Administrative Officer (AO)
Administrative Assistant (AA)	Administrative Assistant (AA)
Apprentice (APP)	Apprentice

Figure 2.1: Percentage of HM Land Registry staff across grades

These figures have been rounded to 1 decimal place.

Figure 2.2: Gender distribution by grade

Figure 2.3: Disability distribution by grade

Figure 2.4: Ethnicity distribution by grade

Figure 2.5: Working pattern distribution by grade

1.3 Recruitment

The data below shows the percentage of applicants at different stages of the recruitment process for vacancies advertised Civil Service-wide and externally which were filled between 1 April 2018 and 31 March 2019. This is shown against their status in relation to each of the following protected characteristics: gender, ethnicity and disability. The raw data is provided by Civil Service Resourcing.

Table 3.1: Percentage of applicants at different stages of the recruitment process by gender

Gender	% of applications received	% of rejected (after sift) applications	% of successful applications
Female	55.5%	54.6%	59.0%
Male	43.7%	44.7%	40.3%
Unknown	0.8%	0.7%	0.6%

The success rate for males was 4.2% and 4.9% for females.

Table 3.2: Percentage of applicants at different stages of the recruitment process by ethnicity

Ethnic origin	% of applications received	% of rejected (after sift) applications	% of successful applications
BAME	13.7%	15.6%	8.9%
Non-BAME	84.4%	82.4%	90.0%
Unknown	1.9%	2.0%	1.1%

The success rate for applicants from a BAME background was 3.0% and 4.9% for applicants who indicated that were non-BAME.

Table 3.3: Percentage of applicants at different stages of the recruitment process by disability

Disability	% of applications received	% of rejected (after sift) applications	% of successful applications
Disabled	5.2%	5.3%	4.9%
Not disabled	92.2%	92.3%	92.4%
Unknown	2.5%	2.4%	2.7%

The success rate for applicants with a disability was 4.3% compared with 4.6% for non-disabled applicants.

1.4 Promotion

The data analysis presented here shows employees promoted in relation to the protected characteristics: disability, ethnic origin and gender. Working pattern has also been included. Based on headcount as at 31 March, between 1 April 2018 to 31 March 2019, 332 staff at HM Land Registry gained a promotion.

Table 4.1: Promotion by gender

Gender	% of promotions	% of total headcount	% of group promoted
Female	54.2%	60.5%	5.3%
Male	45.8%	39.5%	6.9%
Total	100.0%	100.00%

Table 4.2: Promotion by ethnicity

Ethnic origin	% of promotions	% of total headcount	% of group promoted
BAME	5.4%	5.6%	5.8%
Non-BAME	84.6%	79.6%	6.3%
Total	90.1%	85.1%

Table 4.3: Promotion by disability

Disability	% of promotions	% of total headcount	% of group promoted
Disabled	7.5%	8.5%	5.2%
Non-disabled	80.4%	71.6%	6.6%
Total	88.0%	80.1%

Table 4.4: Promotion by working pattern

Working Pattern	% of promotions	% of total headcount	% of group promoted
Full time	84.3%	66.6%	7.5%
Part time	15.7%	33.4%	2.8%
Total	100.0%	100.0%

Definition of terms used in the table above:

• % of promotions:
  percentages shown are the number of employees promoted by protected characteristic over the total number of employees promoted
• % of total headcount:
  organisational profile for protected characteristic
• % of group promoted:
  percentages shown are the number of employees promoted by protected characteristic over the total number of employees in the organisation that have declared the protected characteristic. An even distribution is shown where the figures for the protected characteristic and outside the protected characteristic are equal

1.5 Development opportunities

The data analysis presented here shows employees who were on temporary promotion or were successful in securing a position offered through Opportunities for All in relation to the protected characteristics: disability, ethnic origin and gender. Working pattern has also been included.

Based on headcount as at 31 March 2019, between 1 April 2018 and 31 March 2019, there were 301 employees on temporary promotion and 312 employees were successful in securing a position offered through opportunities for all.

Table 5.1: Temporary promotion by gender

Gender	% of promotions	% of total headcount	% of group promoted
Female	56.1%	60.5%	5.0%
Male	43.9%	39.5%	6.0%
Total	100.0%	100.0%

Table 5.2: Temporary promotion by ethnicity

Ethnic origin	% of promotions	% of total headcount	% of group promoted
BAME	5.3%	5.6%	5.1%
Non-BAME	85.7%	79.6%	5.8%
Total	91.0%	85.1%

Table 5.3: Temporary promotion by disability

Disability	% of promotions	% of total headcount	% of group promoted
Disabled	7.0%	8.5%	4.4%
Non-disabled	84.1%	71.6%	6.3%
Total	91.0%	80.1%

Table 5.4: Temporary promotion by working pattern

Working Pattern	% of promotions	% of total headcount	% of group promoted
Full time	81.7%	66.6%	6.6%
Part time	18.3%	33.4%	2.9%
Total	100.0%	100.0%

Definition of terms used in the tables above:

• % of promotions:
  percentages shown are the number of employees on temporary promotion by protected characteristic over the total number of employees promoted
• % of total headcount:
  organisational profile for protected characteristic
• % of group promoted:
  percentages shown are the number of employees on temporary promotion by protected characteristic over the total number of employees in the organisation that have declared the protected characteristic. An even distribution is shown where the figures for the protected characteristic and outside the protected characteristic are equal

Table 5.5: Opportunities for all by gender

Gender	% of successful staff	% of total headcount	% of group successful
Female	64.1%	60.5%	5.9%
Male	35.9%	39.5%	5.1%

Table 5.6: Opportunities for all by ethnicity

Ethnic origin	% of successful staff	% of total headcount	% of group successful
BAME	6.1%	5.6%	6.1%
Non-BAME	84.3%	79.6%	5.9%
Unknown	9.6%	14.9%	3.6%

Table 5.7: Opportunities for all by disability

Disability	% of successful staff	% of total headcount	% of group successful
Disabled	8.7%	8.5%	5.7%
Non-disabled	77.6%	71.6%	6.0%
Unknown	13.8%	19.9%	3.8%

Table 5.8: Opportunities for all by working pattern

Working Pattern	% of successful staff	% of total headcount	% of group successful
Full time	74.4%	66.6%	6.2%
Part time	25.6%	33.4%	4.3%

Definition of terms used in the tables above:

• % of successful staff:
  percentages shown are the number of employees successful by protected characteristic over the total number of employees successful in securing a position offered through opportunities for all
• % of total headcount:
  organisational profile for protected characteristic
• % of group successful:
  percentages shown are the number of employees successful in securing a position offered through opportunities for all, by protected characteristic, over the total number of employees in the organisation that have declared the protected characteristic. An even distribution is shown where the figures for the protected characteristic and outside the protected characteristic are equal.

1.6 Maternity leave

The data presented in this section shows the choices made by staff at the end of maternity leave between 1 April 2018 and 31 March 2019. There were 41 members of staff whose maternity leave ended in this period.

Figure 3: Number of staff returned from maternity leave

Action	Number of staff
Started career break after maternity leave	2
Return on reduced hours	26
Return on same hours	12
Leaver	1

1.7 Performance markings

The information below shows the distribution of top performance markings by the protected characteristics: gender, ethnicity, disability and age. We have also included the results on working pattern.

Based on headcount as at 31 March, between 1 April 2018 and 31 March 2019, 92% staff received an appraisal marking. This excludes non-payroll, NEXD and SCS grades.

The 2018 to 2019 performance management process comprised 4 performance ratings and the distribution is shown in the table below.

Table 6: Distribution of performance ratings 2018 to 2019

Rating	% Distribution
Exceptional performing	12.4%
High performing	28.0%
Achieving	58.9%
Underperforming	0.7%

Figure 4.1 Top performance markings by gender

Figure 4.2 Top performance markings by ethnicity

Figure 4.3 Top performance markings by disability

Figure 4.4 Top performance markings by grade

Figure 4.5 Top performance markings by working pattern

Figure 4.6 Top performance markings by age

1.8 Grievances and disciplinary

Eight formal grievances were raised during 2018 to 2019. These figures do not include informal grievances which are dealt with by management at a local level and are not recorded centrally. One grievance within these figures was not accepted by management as per the grievance policy.

It is difficult to draw any conclusions as the numbers are small. Slightly more grievances were raised by male members of staff (5 grievances) than female (3 grievances). One formal grievance was raised by a member of staff who had declared that they were from a minority ethnic background.

Thirty-eight formal disciplinary cases were recorded centrally in HM Land Registry. While numbers are too small to draw conclusions, 12 cases involved female staff and 4 involved members of staff who had declared that they were from a minority ethnic background.

1.9 Employee engagement

The results are taken from the Civil Service People Survey conducted in October 2018. Overall there were 3,802 returns (73% of HMLR staff). At the end of the survey, staff were asked to complete a diversity monitoring form, which is voluntary. Not all members of staff who completed the survey itself disclosed their diversity information and of those who did fill out the diversity monitoring section, not all staff filled in all categories. From the data that was available, the following table shows their engagement index scores.

Table 7: Engagement index score 2018 by characteristic

	Engagement Index 2017	Engagement Index 2018	Change 2017-2018
HM Land Registry	60%	61%	+1
Disabled	56%	59%	+3%
Female	63%	64%	+1%
BAME	62% (av.)*	68%	+6%
LGBT+	55%	56%	+1%
Part time	59%	60%	+1%

*2017 BAME figures were split into Mixed, Asian/Asian British and Black/Black British. At that time there was no overall BAME report. The published figure is the average score for those groups.

2. Steps taken to ensure due regard to the Public Sector equality duty

In this first year of our Diversity and Inclusion Action Plan (2018 to 2022) we have refined and strengthened our infrastructure so that we continue to develop a truly inclusive environment for all employees. One that is welcoming, respectful, engaging and enriched with opportunities for personal and professional development.

Our new infrastructure brings together Diversity and Inclusion (D&I) and other functional areas across the business, to support a cohesive approach where transformation and culture are at the heart of what we do. Over 600 colleagues have been involved in 36 culture workshops, where colleagues from each office were invited to talk freely about the culture we have and to inform the development of the culture we want.

D&I awareness sessions have been held with all staff over the last 12 months, and we have ensured that D&I messages and celebrations are now firmly embedded in corporate communications planning. As a result, we have seen significantly higher Civil Service People Survey scores for Diversity and Inclusion, including a 12% uplift in staff belief that we are committed to creating a diverse and inclusive workplace. Engagement scores in respect of all recorded characteristics (female; disabled; Black, Asian and Minority Ethnic; LGBT+; and part-time workers) have increased.

We have created 2 new employee networks, for Faith and Belief and for Age. This is primarily in response to the continued and swift change in demographics created by significant recruitment in the period. 28% of our workforce is now aged 39 and under; an increase of 5% on the previous year. Combined memberships of all of our employee networks equates to approximately 19% of our workforce.

We have refreshed and re-invigorated our network of Inclusion Champions in every office, and they have begun to work with local leadership teams to make sure that our workforce not only reflects but also supports, the communities in which we work.

In May, with support from our Disabled Employees’ Network, we successfully achieved Disability Confident Leader accreditation.

Our other staff networks, in particular our Women’s Network and our Black, Asian and Minority Ethnicity Network, have worked tirelessly with our HR Resourcing Teams, to remove barriers to progression and to increase representation of women in our middle management grades. Their commitment and hard work has contributed directly to the achievement of our organisational Key Performance Indicator (KPI) for Diversity and Inclusion. In the last 12 months, we have created opportunities for 57 more women to work in these grades than at the start of the year.

This has also contributed in some part to good progress in reducing our Gender Pay Gap, which we reported in December. The 15 actions we have taken this year to address the gap, including those around the representation of women, are beginning to have a positive impact; an impact which is observable across the organisation; our focus on promoting the benefits of job sharing and part time working, for example, whilst aligned with Gender Pay Gap reduction activity, has seen an increase in part time working in most middle and senior management grades.

The publication of our third Gender Pay Gap Report is expected towards the end of 2019 to align with wider Government and will set out a refreshed action plan to maintain that progress.

In general, the targeted actions we have taken, around the recruitment of women in IT for example, have delivered an increase in applications from that group, contrasted against a drop in the number of applications from groups not specifically targeted. For ethnicity and disability, we have seen a drop relative to the overall percentage of applications. For both of these groups, we have seen an increase in the comparative success rate, perhaps as a result of the unconscious bias training and the creation of more diverse recruitment panels we have introduced this year.

Externally, we have responded to customer feedback and commissioned changes to our correspondence to introduce gender-neutral salutations. We anticipate that these changes will become effective over the course of the next 12 months.

3. Activity planned to ensure due regard to the Public Sector equality duty in 2019 to 2020

In the second year of our 4 year Action Plan, we will continue to build an inclusive culture and reputation that attracts, develops and fully engages diverse talent, and increases representation from underrepresented groups, underpinned by improved data and metrics.

These ambitions are set out in our new Equality Objectives for 2019:

• we will advance equality of opportunity for our female staff, supporting them into management roles
• we will increase the representation of under-represented groups within our workforce; specifically people with disabilities, and those from a Black, Asian or Ethnic Minority background

Women make up 61% of our workforce but tend to be less well represented at middle and senior management level. This is a contributing factor to our current Gender Pay Gap. We have begun to improve representation within these grades and will further embed the actions we have taken this year to support women into management roles. Success will be measured by a refreshed Key Performance Indicator for the coming year.

To broaden our approach to improved representation, we will also develop a second Key Performance Indicator to measure the success of actions to improve the progression of Black, Asian and Minority Ethnic staff from entry level grade into the first levels of management. Our Organisational and Employee Development team will work with our Black, Asian and Minority Ethnic staff network to develop a mentoring programme, to support these ambitions.

Following on from our successful Disability Confident Leader submission, over the coming months we will develop a Disability Action Plan, which implements the positive recommendations from the assessment process. This will include a focus on the recruitment and development of people with disabilities within HM Land Registry.

This year has seen a small, but significant, drop in our voluntary declaration rates, which are traditionally some of the highest in the Civil Service. This is due partly to a significant level of recruitment in the period, increasing headcount by 762. Declaration rates are considerably lower in newly recruited members of staff. To address this we will run a declaration campaign later in the year, encouraging staff to provide their personal data and promoting the benefits of membership of our staff diversity networks.

In readiness for the campaign, we will also take the opportunity to refine and redefine some of our data fields within our HR systems, broadening the capture of socio-economic background measures, wider than recruitment activity data, to create an organisational benchmark to begin to measure social mobility within our workforce. We will also look to capture more detailed information around gender identity and disability to improve our understanding of workforce demographics relating to these characteristics.

The development of clearer data and metrics to better monitor and analyse our progress across our Diversity and Inclusion programmes will support our ambition to embed greater awareness, and responsibility, throughout the organisation. At a local office level, it will be used to inform recruitment and development activity to help us make sure that our local offices more accurately reflect the communities in which they are located.

4. List of figures and tables

Find the graphs, charts and tables you need.

Tables:

• Table 1: Declaration rates held for HM Land Registry workforce
• Table 2: Grade structure
• Table 3.1: Percentage of applicants at different stages of the recruitment process by gender
• Table 3.2: Percentage of applicants at different stages of the recruitment process by ethnicity
• Table 3.3: Percentage of applicants at different stages of the recruitment process by disability
• Table 4.1: Promotion by gender
• Table 4.2: Promotion by ethnicity
• Table 4.3: Promotion by disability
• Table 4.4: Promotion by working pattern
• Table 5.1: Temporary promotion by gender
• Table 5.2: Temporary promotion by ethnicity
• Table 5.3: Temporary promotion by disability
• Table 5.4: Temporary promotion by working pattern
• Table 5.5: Opportunities for all by gender
• Table 5.6: Opportunities for all by ethnicity
• Table 5.7: Opportunities for all by disability
• Table 5.8: Opportunities for all by working pattern
• Table 6:Distribution of performance ratings 2018 to 2019
• Table 7: Engagement index score 2018 by characteristic

Figures:

• Figure 1: Workforce composition by gender, ethnicity, disability, working pattern, sexual orientation and age.
• Figure 2.1: Percentage of HM Land Registry staff across grades
• Figure 2.2: Gender distribution by grade
• Figure 3: Number of staff returned from maternity leave
• Figure 4.1: Top performance markings by gender
• Figure 4.2: Top performance markings by ethnicity
• Figure 4.3: Top performance markings by disability
• Figure 4.4: Top performance markings by grade
• Figure 4.5: Top performance markings by working pattern
• Figure 4.6: Top performance markings by age