Diversity and inclusion
In G4S we believe that increased diversity is vital to our continued success because the skills and talents needed to lead, develop and grow a global business are found in people from a diverse range of backgrounds
We recognise that being a diverse and inclusive employer helps us attract, recruit and retain people who want to realise their potential and work in an environment where their contributions are sought and valued. Since we already have a diverse geographic footprint with employees from almost all nationalities, our diversity and inclusion strategy focuses on harnessing this great diversity by improving levels of cultural understanding across the organisation.
Building a talent pipeline with people from diverse backgrounds whose experiences, knowledge and ideas will help us grow the organisation in the future is a long term objective. Key to the achievement of this objective is the diversity of existing employees since, wherever possible, we want to ensure that our next generation of leaders is developed internally.
Monitoring and measurement
Progress on diversity and inclusion is measured in both the workforce and in the workplace. Different businesses record their own diversity metrics in accordance with local legislation. Across G4S the only workforce metric captured consistently on diversity is the number of women represented at different organisational levels. Reviews of these metrics has led to increased scrutiny and targeted support for businesses.
Use of the diversity and inclusion assessment tool which was developed internally, continues to help businesses assess progress and develop action plans to embed good diversity and inclusion practices in the workplace.
Our achievements in 2012
The on-line cultural awareness training tool is widely available to all employees. As well as the continued promotion of this tool, materials on developing cultural understanding have been used in our management and leadership training in 2012.
Working with our customers on diversity and inclusion initiatives gives both parties the opportunity to foster more inclusive environments and increase understanding. For example, at GSK headquarters in the UK, G4S has been supporting Project Search, a 12-month programme to provide work experience to people with learning disabilities.
Given the nature of our business and in comparison with other similar employers, we have a good representation of women in management positions. This increased last year from 1,544 to 1,740 (22.5%) and our aim is to sustain and improve on this. In 2012 we identified a number of large businesses across G4S where, although women are represented at senior levels, representation at supervisory levels could be better and is not sufficient to help us increase the current proportion of women in management and leadership roles. In 2013 we will be working with those businesses to see whether there are any perceived or real barriers to internal progression and doing our best to address them.
Our priorities for 2013
Based on the analysis completed in 2012 a number of businesses were identified where the opportunity for developing and progressing the diversity and inclusion strategy is greatest. In 2013 we will focus our efforts on these businesses and agreeing the best way to build and sustain a more diverse workforce.
Helping managers develop a “global mindset” will continue to be a focus in our training and development activities for 2013.
Case Studies
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