Equality Information Report 2020 to 2021

Question 1

1.  Our staff

Accepted Answer

The diversity figures in this report are based on a headcount total of 6,393 members of staff on 31 March 2021 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:

Overall workforce
Diversity data by grade
Leavers
Performance markings

Table 1: Declaration rates held for HM Land Registry workforce

Protected characteristic	% of workforce with data
Gender	100%
Age	100%
Ethnic origin	84%
Disability	69%
Religion and belief	75%
Sexual orientation	69%

1.1 Overall workforce

The data presented here shows HM Land Registry’s workforce by protected characteristic at 31 March 2021.

Figure 1: Workforce composition by gender, ethnicity, disability, working pattern, sexual orientation, and age. Positive declarations only, excludes unknown values.

Gender

Gender	Percentage of staff
Male	40%
Female	60%

Ethnicity

Status	Percentage of staff
Ethnic minorities	5%
Non-ethnic minorities	6%

Disability

Status	Percentage of staff
Declared disabled	12%
Declared non-disabled	88%

Working pattern

Working pattern	Percentage of staff
Full time	68%
Part time	32%

Sexual orientation

Sexual orientation	Percentage of staff
Other	0%
Lesbian, gay, bisexual (LGB)	4%
Heterosexual	96%

Age

Age	Percentage of staff
65+	2%
60-64	8%
50-59	38%
40-49	20%
30-39	14%
20-29	17%
16-19	0%

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 2021. The data shows positive declarations only.

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: Age distribution by grade

Figure 2.4: Disability distribution by grade

Figure 2.5: Ethnicity distribution by grade

Figure 2.6: Working pattern distribution by grade

1.3 Leavers

The data analysis presented here shows the reasons why employees leave the organisation in relation to each of the following protected characteristics: gender, ethnicity and disability. Working pattern has also been included. Between 1 April 2020 and 31 March 2021, 269 staff left HM Land Registry.

Figure 3.1: Percentage of total leavers by reason

Figure 3.2: Percentage of reason for leaving by gender in relation to total number of leavers in that group

Gender	Leavers	% Dismissal	% Resignation	% Retirement	% Other
Female	157	3.2%	52.2%	39.5%	5.1%
Male	112	8.0%	51.8%	34.8%	5.4%

Figure 3.3: Percentage of reasons for leaving by indicated ethnicity in relation to total number of leavers in that group

Ethnicity	Leavers	% Dismissal	% Resignation	% Retirement	% Other
Ethnic Minorities	11	9.1%	81.8%	9.1%	0.0%
Non-Ethnic Minorities	191	4.7%	41.4%	48.7%	5.2%
Unknown	67	6.0%	77.6%	10.4%	6.0%

Figure 3.4: Percentage of reasons for leaving by indicated disability in relation to total number of leavers in that group

Disability	Leavers	% Dismissal	% Resignation	% Retirement	% Other
Disabled	24	16.7%	37.5%	37.5%	8.3%
Non-disabled	150	2.7%	35.3%	58.0%	4.0%
Unknown	95	6.3%	82.1%	5.3%	6.3%

Figure 3.5: Percentage of reason for leaving by working pattern in relation to total number of leavers in that group

Working pattern	Leavers	% Dismissal	% Resignation	% Retirement	% Other
Full time	148	6.8%	71.6%	16.9%	4.7%
Part time	121	3.3%	28.1%	62.8%	5.8%

1.4 Performance markings

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

Based on headcount as of 31 March, between 1 April 2020 and 31 March 2021 95% staff received an appraisal marking. This excludes non-payroll, NEXD and SCS grades.

The 2020/21 performance management process comprised 4 performance ratings and the distribution is shown in the table below.

Table 3: Distribution of performance ratings 2020/21

Rating	% Distribution
High performing	29.2%
Achieving	56.5%
Underperforming	0.3%

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

Question 2

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

Accepted Answer

BAME Barriers to Promotion/Progression Survey

This was our second year of running a survey to investigate the barriers to promotion and progression that are faced by colleagues from ethnic minorities.

A working group was established to look at ways to remove those barriers, including the use of role models, creating opportunities to support a talent pipeline and the re-introduction of HMLR’s ‘Pathways to Releasing your Potential Workshops’. This was designed and led by HMLR colleagues and offers a supportive environment to help identify strengths and overcome self-limiting self-beliefs.

Gender Pay Gap

Women make up 60% of our workforce but tend to be less well represented at middle and senior management level. View HM Land Registry’s 2020/2021 gender pay gap report.

We continue to work with staff network’s particularly the Women’s network and commit to the actions in our Gender Pay Gap Action Plan. Our external actions included:

using inclusive language in job adverts that it is not subtly biased toward one gender (gender decoding)
adding new wording to job descriptions that are suitable for flexible working ‘Success in this role is not defined by the hours worked, so we can consider a range of working hours and patterns’
broader advertising of all flexible vacancies, including Timewise Jobs and Mumsnet
monitoring representation on recruitment panels, to make sure there is a diverse mix
developing insight sessions on our application and interview processes

Our internal actions included:

helping recruiting managers to attract diverse applicants by asking them to consider flexibility in their person specification, such as minimum hours, suitable working patterns and only using essential criteria (studies show that women are more likely to hesitate in applying for a job if they do not meet all the listed requirements)
challenging common misconceptions around part-time working

Recruitment

We have sought to continue to attract, retain and develop diverse talent. Our recruitment practice is inclusive, ensuring adverts are checked for language and include positive statements. All are open to reasonable adjustments to support the recruitment process.

Work has taken place to improve the disclosure process to encourage openness during HM Land Registry’s recruitment process and recruitment panels have been trained on neurodiversity.

Health & Wellbeing Framework

HMLR’s Attendance, Health & Wellbeing Framework aims to provide a holistic approach to health and wellbeing and helps to ensure that we continue to make our organisation a great place to work.

Our framework focuses on 4 key areas:

Culture – we will create the right environment to support attendance, health and wellbeing.
Prevention – we will help ourselves and others to stay healthier and stay in work.
Intervention – we will ensure that the right support is provided at the right time.
Return to Work – we will support our people back to work in a timely way.

Supporting Mental and Physical Health

Our supporting Attendance, Health and Wellbeing delivery plan aims to create a culture in HM Land Registry that recognises the importance of health and wellbeing and build an environment that supports and nurtures our physical and mental health.

The coronavirus (COVID-19) pandemic forced our culture to change rapidly with an unexpected and first-time move to mass home working. We ensured colleagues who required workplace adjustments had these transferred to their home and have worked to support those where new issues were identified

Our primary focus on employee wellbeing resulted in more regular discussions and support for both mental and physical health and, as a result, we have seen positive improvements in our engagement scores in the Civil Service People Survey and other regular internal Pulse surveys.

This year we have delivered a variety of initiatives to support our colleagues including:

Health campaigns, supported by our local health and wellbeing committees and mental health first aiders, and led by colleagues, using their personal experiences and stories. Our campaigns included: Mental health awareness week, stress awareness day, financial awareness, and a ‘healthy me’ campaign.
Health kiosks were introduced across our offices to provide free, on-site access to health screening.
We have been vigilant in supporting mental health and have created toolkits to raise awareness and additional support for our colleagues.
We have created a neurodiversity toolkit which covers topics including adjustments, recruitment and training. The toolkit provides signposts for further support and guidance and also better enables managers to help neurodiverse individuals to thrive in the workplace.
HR policies have been reviewed to ensure they are supportive of the organisation’s commitment to mental health and HMLR’s Swansea Office was awarded a Gold Award from Public Health Wales for their proactive and inclusive approach to health and well-being.
This year, HMLR was awarded a Silver Award in the MIND Workplace Wellbeing Index which is a benchmark of best policy and practice; and creation and implementation of an associated action plan.
As a Disability Confident Leader, we continue to ensure that disabled people and those with long-term health conditions have the opportunities to fulfil their potential and realise their aspirations. We have consulted with our Disabled Employees Network to update Workplace Adjustment passports and ensured network members are involved in our software user testing and document accessibility testing.

Our employee networks

We have 6 brilliant employee networks including:

Age Network which is a place for colleagues of all ages to discuss age related issues and promote awareness and fair treatment for everyone regardless of age
Black Asian and Minority Ethnic Network is a network for everyone, regardless of ethnicity and seeks to improve the representation of staff across all grades
Disabled Employee Network is a network for disabled employees, carers and people who are passionate about disability rights
Faith and Belief Network promotes an awareness and understanding of all faiths and beliefs and encourages people to bring their whole selves to work
Pride (Staff Network for Sexual Orientation and Gender Identity
Women’s Network is a secure and supportive community providing guidance, advice in areas such as parental leave, returning to work, work-life balance, physical and mental well-being

Diversity & Inclusion Awareness Activities

In the third year of our Diversity and Inclusion Action Plan (2018 to 2022) we have become proficient in delivering Diversity and Inclusion (D & I) online awareness sessions and workshops throughout the organisation.

These successful and enjoyable events were organised and led mainly by our staff diversity networks with support from our Organisation, Education and Development team, our network of Inclusion Champions and local office diversity representatives.

Our Communications team have supported our efforts by continually raising awareness of D & I and upcoming events in the D & I calendar.

These events were well attended by colleagues throughout the organisation and include:

Blogs:

BAME into Leadership
Do all Lives Matter?
Celebrating Windrush Day
Race & Wellbeing in Organisations Webinar Series
Discussing Race in the Workplace
Exploring our history during Black History Month
Removing the barriers to progression

Events:

Holocaust Memorial Day Event
Racism at Work-How we should all be free to soar
‘Let’s Talk about Race’ - This was a direct response to the murder of George Floyd. The series of 3 webinars, designed and led by the BAME network gave HMLR colleagues support and guidance during those difficult and upsetting months.
Islamophobia Awareness - A collaborative webinar with the Faith and Belief network and the BAME network.
Micro-aggressions - A workshop led by Professor Binna Kandola (business psychologist and D & I expert) for all colleagues to prompt thought and conversation surrounding racism and bias within the workplace.

Our staff networks have continually supported network members and their allies with regular contact, signposting, blogs and various online events and webinars all of which supporting inclusion and champion diversity in our organisation.

As a result, we have seen significantly higher Civil Service People Survey scores for Diversity and Inclusion, including a 2% uplift, where 93% of employees feel that they are “treated with respect by the people I work with” and 90% feel “I am treated fairly at work”.

Question 3

3.  Activity planned to ensure due regard to the Public Sector equality duty in 2021 to 2022

Accepted Answer

In the final 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 under-represented groups, underpinned by improved data and metrics.

This year we will publish our new Diversity and Inclusion Strategy for 2020-2024. This will be supported by our work with the analytics team who provide diversity data and insight which helps us to direct our focus to support specific groups and address any issues.

We plan to include a ‘social mobility’ and ‘carers’ question in our work-force declaration data.

We will also be developing a new ‘Carers at Work’ policy and making steps towards setting up an Employee Carers Network.

We will be creating a menopause sub-group which will be led by the Women’s network.

We will be introducing the Great Place to Work for Veterans scheme in March 2022. which guarantees Armed Forces veterans an interview for public sector jobs.

Question 4

4.  List of figures and tables

Accepted Answer

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: Distribution of performance ratings 2020/21

Figures:

Figure 1: Workforce composition by gender, ethnicity, disability, working pattern, sexual orientation, and age. Positive declarations only, excludes unknown values.
Figure 2.1: Percentage of HM Land Registry staff across grades
Figure 2.2: Gender distribution by grade
Figure 2.3: Age distribution by grade
Figure 2.4: Disability distribution by grade
Figure 2.5: Ethnicity distribution by grade
Figure 2.6: Working pattern distribution by grade
Figure 3.1: Percentage of total leavers by reason
Figure 3.2: Percentage of reason for leaving by gender in relation to total number of leavers in that group
Figure 3.3: Percentage of reasons for leaving by indicated ethnicity in relation to total number of leavers in that group
Figure 3.4: Percentage of reasons for leaving by indicated disability in relation to total number of leavers in that group
Figure 3.5: Percentage of reason for leaving by working pattern in relation to total number of leavers in that group
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

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1. Our staff