1 IMPERIAL COLLEGE LONDON EQUALITY OBJECTIVES 2014

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IMPERIAL COLLEGE LONDON

EQUALITY OBJECTIVES 2014 – 2016

Background to our Equality Objectives 2014 - 2016

This document updates the Equality Objectives we set in 2012 to meet key priorities. We have set ourselves stretching, albeit realistic objectives, in

recognition of progress made to date, and in the knowledge that the College is fully committed to promoting equality and inclusion and eliminating

discrimination.

Our past and current objectives have been consulted upon widely and underpin the College’s strategic vision and mission. They link closely with the

College’s six key strategic aims which are as follows:

To remain a world-leading institution for scientific research and education.

To harness the quality, breadth and depth of our research capabilities to address the difficult challenges of today and the future.

To develop the next generation of researchers, scientists and academics.

To provide education for students from around the world that equips them with the knowledge and skills they require to pursue their ambitions.

To make a demonstrable economic and social impact through the translation of our work into practice worldwide.

To engage with the world and communicate the importance and benefits of science to society.

The College has a Disability Action Committee, an Academic Gender Strategy Committee and an Athena Committee (gender equality), and an overarching

Equality and Diversity Committee (E&DC) (which includes all equality strands).

Diversity-specific networks have been established, these being Able@Imperial

http://www3.imperial.ac.uk/equality/staffnetworksandcommittees/ableatimperial (disability equality), Imperial As One (race equality), Imperial 600

(sexual orientation and Trans gender equality) and these complement specialist student societies which reflect specific equality strands. Members are

represented on the E&DC, are consulted with, and their views and recommendations sought through a range of methods.

The College has Executive Sponsors who champion disability, gender, race, and sexual orientation equality. The Executive Sponsors are members of the

Provost’s Board and take an active role in taking forward agreed priorities that have been identified by network members.

http://www3.imperial.ac.uk/equality/staffnetworksandcommittees/disabilityactioncommittee

http://www3.imperial.ac.uk/equality/staffnetworksandcommittees/aoc

http://www3.imperial.ac.uk/equality/staffnetworksandcommittees/equalityanddiversitycommittee

http://www3.imperial.ac.uk/equality/staffnetworksandcommittees/ableatimperial

http://www3.imperial.ac.uk/equality/staffnetworksandcommittees/imperialasone

http://www3.imperial.ac.uk/equality/staffnetworksandcommittees/imperial600

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Considerable monitoring data pertaining to the protected characteristics, including extensive qualitative and quantitative data, is gathered and acted upon.

These methods include the following:

College-wide and local (Faculty and departmental) surveys

student surveys

policy, procedures and implementation consultation and feedback

diversity-specific focus groups

local action plans

monitoring and evaluation data

annual reports and recommendations

leadership development evaluation and feedback

national data (HESA, HEIDI, Athena SWAN/ECU, Russell Group monitoring data, Regional networks (HERAG, etc))

EQUALITY DUTIES

The public sector equality duty gives public bodies legal responsibilities to take proactive measures to address equality. This is to help us to tackle and

address persistent and long-standing issues of disadvantage and inequality. The General Duty places a legal responsibility to pay due regard to equality in

the delivery of our functions. Specifically, it is aimed at ensuring we take appropriate action to:

Eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act;

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.

The purpose of setting and publishing equality objectives is to strengthen our performance in relation to the General Duty and ensure progress is made

towards demonstrating compliance with the Equality Act 2010. The objectives we have published are designed to address some of the most pressing

equality-related challenges that we face as an organisation and have been put together from evidence that we have collected over recent years. In

selecting our objectives, we considered:

The three aims of the General Duty;

The key issues facing people with protected characteristics;

Quantitative and qualitative evidence;

How we might benchmark the College against other, relevant organisations;

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How we might measure progress and whether we have achieved our objectives.

We are also very mindful of research and evidence gathered over the years, particularly that published by the Equality Challenge Unit which focuses on the

HE sector, and which highlights under-representation of black and minority ethnic staff (BME), and female staff at senior management and professorial

levels; race discrimination being more widespread than is commonly thought; barriers and negative treatment of LGBT (lesbian, gay, bisexual and trans)

staff and students; degree attainment gap by ethnicity. The work of the Equality and Human Rights Commission is also pertinent and its outputs are useful

in relation to the wider economy and social effects of inequality, particularly in respect of education, employment, health, power and voice.

In addition to publishing our equality objectives we are required by law to demonstrate equality performance by publishing equality information. Imperial’s

equality information is published and can be accessed on our website http://www3.imperial.ac.uk/equality . There are clear links between our equality

objectives and the information and evidence contained in our published equality information.

The College’s Equality and Diversity Annual Reports show our progress in relation to the targets we have set ourselves. Regular reports giving indicators of

progress are reviewed by the Equality and Diversity Committee, the Provost’s Board, and Council all of which, in turn, recommend what our future priorities

should be.

http://www3.imperial.ac.uk/equality

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OBJECTIVE 1: PROMOTING DIVERSITY IN THE COLLEGE’S INFLUENTIAL DECISION-MAKING COMMITTEES – INCREASE PARTICPATION BY UNDER-REPRESENTED PERSONNEL

Imperial recognises that our senior decision-makers are made up of senior academic and professional staff and that membership of many decision-making committees is based on role. We are, however, not that diverse in relation to the protected characteristics and are not representative of the general (London) population, particularly in respect of known data relating to women, those from a black or minority ethnic background or those who have declared a disability. We will take action to ensure that Council and senior committees are diverse and are equipped with the necessary knowledge, understanding and skills to take into account our corporate responsibility for equalities, inclusion and the statutory equality duties. To achieve this objective we are taking the following actions:

ACTIONS PROGRESS INDICATORS LEAD RESPONSIBILITY TIMELINE

a) Being proactive in considering a wide diversity of prospective candidates for appointment to Council

Increase in the number of appointments from those with protected characteristics

College Sec.

Whenever vacancies arise

b) Providing targeted, positive action and development opportunities for staff so that they are better prepared to be selected for senior roles/be appointed as a member of the College’s decision-making committees, and monitor whether this results in greater diversity

Increase in the diversity of internal staff being appointed to senior roles or being promoted so more ready to apply for vacancies /selected for committee membership

Deputy Director HR/L&DC

Targeted initiatives offered annually; outcomes monitored annually

c) Ensuring that senior committee members undertake appropriate equalities-related training/attend relevant events and briefings

90%+ attendance at training/workshops/ events

Provost/President/Deans/Vice Provosts/Directors/HoDs

Attend training on appointment and when legislation changes; attendance monitored at events; annual analysis

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OBJECTIVE 2: PROMOTE EQUALITY OF OPPORTUNITY AND A POSITIVE WORKING AND STUDYING ENVIRONMENT BY SUPPORTING EQUALITY NETWORKS AND ENCOURAGING PARTICPATION AND INVOLVEMENT The College recognises that, in order to promote equality of opportunity and a more positive working and studying environment, it needs to encourage active participation and involvement and a culture which listens to views from diverse voices. To this end, we will achieve this objective by the following actions:


a) Ensure regular engagement between our equalities networks and relevant senior personnel , and ensure involvement of Executive Sponsors in devising action plans

Evidence that views and recommendations are listened to; positive reports/feedback from equalities networks

Chairs of Networks/Executive Sponsors

Annually at least

b) Regular open meetings with staff and unions to get views and experiences in order to help feed into changing poor practice or exporting good

Feedback in focus groups/surveys Chair of E&D Committee/Equalities Unit

Annually

c) Undertaking regular, timely consultation and communication with staff, e.g. in respect of policies, procedures

Involvement and active participation from those representing staff/equality networks/evidence that views are listened to

HR Director/Head of HR Services

When new policies and procedures are being introduced or existing ones reviewed

d) Active and participatory self-managed, centrally supported, equality networks which contribute to a wide range of activities

Regular reports to the E&DC on progress against objectives and action plans

Chairs of Networks/Equalities Unit

Informal/formal reports at E&DC meetings

e) Each equality network to concentrate on 3 points of focus

Regular reports to the E&DC on activities and progress on action plans

Chairs of Equality Networks/Executive Sponsors

Informal/formal reports at E&DC meetings

Imperial As One Revise aims and objectives To expand membership To input into policy development and organise cultural events to help build a multi-cultural community

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Able@Imperial To help to increase disability declaration rates year on year and benchmark with HEI sector data To raise awareness of disabilities through input into policy development and relevant events To provide safe networking opportunities for personal and professional development

Imperial 600 To promote changes in order to meet the Stonewall Workplace Index criteria and decide whether to submit To provide social networking opportunities to provide a safe place to raise issues relating to LGTB staff To provide input into policy development

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OBJECTIVE 3: PROMOTE EQUALITY OF OPPORTUNITY AND A POSITIVE WORKING ENVIRONMENT/REMOVE OR MINIMISE THE DISADVANTAGES EXPERIENCED BY STAFF DUE TO THEIR PROTECTED CHARACTERISTICS IN RELATION TO THE WAY THEY ARE MANAGED AND IN THE EFFECTIVE RESOLUTION OF COMPLAINTS

The College has held a number of staff surveys (College-wide and local) to establish the satisfaction levels of staff. Additionally, findings from focus groups, 1-1 meetings and development programmes have given valuable information and identified the main areas as to where to focus on key areas for improvement. In order to provide a more supportive environment for staff, Imperial established a confidential harassment support network scheme in 2003 and regularly reviews and updates the Harassment policy and procedure, together with all other staffing policies and procedures which are fundamental to the working environment. We also wish to ensure that those who feel they have grounds for complaints are confident that their complaint will be taken seriously and dealt with effectively. Building on the commitment and progress made to date the College will continue to monitor and address any shortcomings by undertaking the following actions and activities:


a) Undertake 2014 College-wide staff survey; provide results at College/Faculty/Dept /Div level; Deans/HoDs/Directors to act on results and communicate with staff; report to the Provost’s Board on progress

Increased staff satisfaction levels in 2014 College-wide survey compared with the 2011 survey

HR Director/Provost

Presentation of results by Provost – Spring 2014; breakdown of results distributed and discussed – Summer 2014; actions late 2014/15

b) Ensure comprehensive equalities and leadership training is undertaken by those in management positions and that Imperial Expectations underpin all aspects of management

Year on year increase in number of managers attending leadership and equalities training; fewer grievances; progress on the priorities identified by the IE Project Group; higher staff satisfaction levels

Deputy HR Director/L&DC/Equalities Unit

Annual data analysis; Termly IE Project Group review meetings

c) Develop a compulsory on-line equalities module for new starters/those promoted to a managerial post/those taking on people management responsibilities; monitor take- up

Module developed; good feedback on pilot; modifications made; compulsory take-up when launched

Deputy HR Director/Equalities Unit/L&DC

Developed by May 2014; piloted during last half of 2014; launched early 2015; take up monitored monthly for first 6 months and then annually

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d) Continue to include unconscious bias theme in all relevant training/briefings; run training sessions on unconscious bias for decision makers and managers

Year on year increase in numbers receiving unconscious bias training; staff and student satisfaction that procedures and policies ‘feel fair’ as reported in surveys etc.

Deputy HR Director/L&DC/SHRMs/Equalities Unit

Ongoing; annual analysis

e) Monitoring employee relations statistics annually, identifying trends and prioritise to address the impact on individuals and groups who have protected characteristics

Cases associated with a protected characteristic are in line with representation levels

HR Director/SHRMs

Annual analysis

f) Deliver training/briefings/support/guidance to Investigating Officers appointed to deal with complaints/grievances/disciplinaries; proactively appoint as diverse IOs and panel members as possible

No appeals upheld on the grounds of policy or procedural irregularities; IOs/panel members are diverse

HR Director/SHRMs

Annual analysis

g) Consolidate and roll out Conflict Management and Mediation Models to reduce the adversarial nature of disputes, especially in respect of those with protected characteristics;

More informal resolution of cases; fewer disciplinaries and grievances; fewer leavers after grievances submitted

Deputy HR Director/L&DC/SHRMs

Progress meetings held 4 times a year - review of level of activity, approach and results are included

h) Continue our ‘no tolerance’ stance to harassment and bullying and take a wide variety of actions to publicise and ensure this stance is understood by all; continue to provide support and advice so that staff and students feel comfortable to make a complaint if they feel harassed or bullied, which may lead to more complaints but with better outcomes

Year on year increase in numbers attending training; depts. acting on the results of the 2014 staff survey where responses indicated problems ; the number and severity of complaints are monitored, with the nature of complaints becoming less severe over time

President and Provost/HR Director/HoDs/Directors/SHRMs/Equalities Unit

Ongoing message re.’ no tolerance’; annual analysis of number, nature and severity complaints; analysis of survey results during 2014

i) College-wide, positive information and publicity relating to equality issues and events relating to both staff and students

Regular coverage of equality issues/events in Staff Briefings/Reporter/on the College’s

Head of Communications/Equalities Unit/Chairs of

Ongoing; reviewed annually in the Annual Report

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webpages/Students’ Union communications

Networks/Union President

j) Provide Faculties/Depts/Divisions with detailed staffing information to give greater awareness of local representation and to help address under-representation

Local action plans developed; increased representation; more development opportunities take-up; local training programmes developed and attended

HR Deputy Director/SHRMs/Deans/HoDs/Directors

Ongoing 2014/2015 Bus School/FoM/Support Services

k) Faculties/Support Services to report to Provost’s Board on progress in relation to equality issues

Increased senior management support and awareness of equality issues; strong encouragement and support for equalities initiatives and recommendations

Provost/Chair of E&DC/Deans /Directors/HoDs

2014 – continuing reports from FoE/FoM 2014/2015 – reports from other areas

l) Respond to the issues raised in the returning mothers following maternity/adoption leave survey 2013

Feedback and further survey showing significantly more positive responses from new parents; workshops offered regularly; networking opportunities – practical and social organised; application for external recognition award

HR Director/SHRM – FoE/L&DC

Ongoing; updated in Annual Report

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OBJECTIVE 4: IMPROVE THE REPRESENTATION AND SUCCESS IN THE CAREERS OF DISABLED STAFF AND STUDENTS

Historically, Imperial has had a high level of undisclosed disabilities which we recognised was not reflective of the population at large. Additional resources were provided to extend support and the student declaration rate is now close to the national average; the staff declaration needs to increase still further. We have made significant attempts to encourage the merits of disclosure and have striven to make all areas of the College accessible to staff, students and the community at large. We also have a KPI (key performance indicator) to increase the staff disclosure rate to match that of the general figure for the UK HEIs, namely 3.4% (as at 2013 Equality Challenge Unit statistics). To build on this success, and to meet this Equality Objective, the Disability Action Committee (DAC) has a comprehensive Action Plan (2014-2016) which is monitored and updated regularly. Highlights are shown below.


a) Ensure active and meaningful consultation and engagement with disabled staff and students via Able@Imperial and Student Consultation Group respectively; provide specialist support for disabled staff and students; undertake a ‘gap analysis’ to identify why we have relatively low declaration and engagement and identify what we can do to plug these gaps

Regular engagement; increase in declaration rate; input into policies and procedures; ideas/recommendations acted upon; Two Ticks understood by recruiters

Chair of Able@Imperial/Equalities Unit/Deputy President (Welfare)/Head of Disability Advisory Service (DAS)

Ongoing Regular reports to the DAC

b) Increase disability awareness via training, special events

Year on year increase in training attendance, particularly by managers/Wardens/Tutors/DUGS/Residences; fewer reports of dissatisfaction from disabled staff and students and positive reports on feelings of inclusion in surveys/focus groups/1-1s regarding treatment and working and studying environment ; successful special events/lectures; celebration of Disability History Month; Education and Welfare Days

Equalities Unit/HoDs/Directors/DAS/Director of Student Support

Ongoing Annual analysis

c) Develop significantly greater awareness of mental health issues via a student-led

Holistic approach to mental health issues for students involving a top down

Students’ Union/DAS/Equalities


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campaign, the activities undertaken by the DAS, and a wide variety of activities and support for staff

and bottom up approach to raise awareness and provide active support in depts. and via wardens etc; support increased via 30 trained Mental Health First Aiders; awareness training offered for staff involved with students; responsive counselling and advice provision for staff and students; staff experiences reported as positive as a result of initiatives such as being a Mindful Employer and being signed up to the ‘Time to Change’ Pledge to eradicate mental health discrimination

Unit/Occ.Health/L&DC/Counselling Services/Chaplaincy

d) Ensure academic programmes are fully accessible to, and inclusive for, disabled students

Effective admissions policy and procedures leading to increased participation and declaration; promotion of good practice in learning, teaching and assessment; similar attainment levels; positive satisfaction and feedback on overall learning experience via surveys

Academic Registrar/Disability Advisory Service/Departmental Disability Officers/DUGs/Education leads in Faculty of Medicine depts.


e) Expand access to ICT by embedding a range of assistive technologies and ensure web fulfils accessibility requirements

Increased provision resulting in wider access; greater satisfaction from staff and students

Director of ICT/Director of Library Services/Assistive Technology Steering Group


f) Ensure space and facilities meet accessibility standards and introduce ‘Disabled Go’ website

Rolling programme of refurbishment, new build works and changes in facilities meet standards; ‘Disabled Go’ website introduced and updated with information for all campuses; positive reports of greater accessibility to/within College generally and in accommodation, functions and services

Directors of Estates Projects/ Facilities/Campus Services


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OBJECTIVE 5: TO INCREASE THE REPRESENTATION OF ALL STAFF WHO DECLARE AS BME BY AT LEAST ONE PER CENT EVERY TWO YEARS (CURRENT KPI) AND TO INCREASE THE REPRESENTATION OF SUPPORT STAFF WHO DECLARE AS BME SO THAT THERE IS A CLOSER MATCH BETWEEN OUR FIGURE AND THE PERCENTAGE OF BME WORKING AGE PEOPLE IN GREATER LONDON

The College wants to attract and retain staff of the highest quality and recognise that we are losing out if those who declare as BME choose to work elsewhere, or leave in preparation for more senior roles outside of Imperial. BME staff, particularly in managerial and leadership levels, act as powerful, inspirational role models and can be active champions and advocates of race equality initiatives. The College’s recruitment pool for academic and research staff is international while most new recruits for support staff posts are from within the Greater London area. The percentage of BME working age people in Greater London stood at 35.5% in July 2009, whilst the College’s known support staff representation was 23.5% (2011), 23% (2012) rising to 25% (2013). While the number of those declaring their ethnic origin is decreasing and this needs to be addressed, where ethnic origin is known our representation objective is being met: 20.5% (2006), 21.6% (2009), 22.9% (2011) 24.3% (2013). All data is from the annual diversity snapshots taken in November each year.


a) Continue to resource and provide central support to an active and effective race equality network, Imperial As One (IAO); implement recommendations arising from 2013 review

Increased staff involvement and membership of IAO; increased awareness of IAO and its priorities and activities, including outreach events; targeted and focused events and activities, including collaborative ventures with pan-London HEIs;

Chair of IAO/Equalities Unit

Ongoing Regular reports to E&DC

b) Implement recommendations arising from 2013 review of iLead/Stellar staff development programmes; continue to support and deliver positive action leadership development programmes e.g. IMPACT; evaluate results of programme

Increasing representation of BME staff in higher support and academic and research grades; increase in number of BME role models and speakers; active involvement and support from managers

HR Deputy Director/Equalities Unit

Ongoing Annual data analysis

c) Continue to improve College-wide recruitment practice and implement the recommendations of the Academic Diversity Task Force

Greater attraction and recruitment of BME academic staff; increase in the number of successful applications to academic posts

HR Director/SHRMs/HR Deputy Director, L&DC/HoDs


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d) Annual prompt to staff to declare their ethnic origin; HR staff to encourage declaration at the start of employment; take every opportunity to stress the importance for the College equality objectives to know the ethnic origin of its staff

Declaration rate increases year on year

Director of HR/SHRMs


f) Continue to roll out a comprehensive range of equalities training to cover all major policies/procedures

All course places filled; high evaluation scores

Equalities Unit


g) Analyse success rates for applications for promotion

Success rate for known BME staff is in proportion to that of known white staff

Deputy HR Director Ongoing Annual data analysis

g) Apply to be part of ECU’s pilot for the Race Equality Chartermark

Practical and positive effects of the project which help to advance race equality within the College

Equalities Unit From Summer 2014

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OBJECTIVE 6: INCREASE THE REPRESENTATION OF FEMALE ACADEMICS AND RESEARCH STAFF IN LINE WITH THE KPI (23% FEMALE ACADEMICS AND 41% FEMALE RESEARCHERS)

The College wishes to attract and retain academic and research staff of the highest quality and recognises there can be particular barriers for women. Our statistics show there is a leaky pipeline for female postdocs and researchers. Imperial established an Academic Opportunities Committee (AOC) in 1998 aimed at creating/ensuring a level playing field for women academics by removing barriers that may exist in appointment or career advancement, and to ensure that the numbers of such qualified women in the College are as high as possible. In 2013, the AOC was replaced by the Academic Gender Strategy Committee (AGSC) and the Athena Committee. We are committed to all departments submitting SWAN applications and developing action plans to address any inequalities and develop the pipeline. Successful and visible female academics and researchers add value by supporting greater inclusiveness in recruitment and award panels, being inspirational role models and gender champions for the next generation. To meet our objective the following overarching actions are being undertaken and both the AGSC and the Athena Committee have comprehensive action plans:


a) The AGSC focuses on the strategic advancement of gender quality, plans how best to address any issues of concern and implement best practice, provides support to Athena SWAN activity and plans how best to achieve institutional Gold

Increase in representation rates for female academics and research staff; increased staff satisfaction levels generally in staff survey and increased female staff satisfaction levels in particular

Chair of AGSC

Ongoing Committee meets termly Annual data analysis

b) The Athena Committee focuses on eliminating barriers and creating a level playing field, provides support for all Athena SWAN applications and reviews progress, receives reports from the Faculty Female Ambassadors

Successful SWAN applications and reapplications; increasing number of Silver and Gold awards; effective local support and guidance; greater participation and engagement from female academics, researchers and postdocs

Chair of Athena Committee

Ongoing Committee meets twice a term Regular progress analysis

c) Positive action development opportunities offered for female research and academic staff; strong encouragement to female academics and researchers to take up management and leadership development activities

All places taken up on Female Academic Dev Centre (no. 7 June 2014), Springboard programme; proportional or + representation of women on leadership programmes; female success rate for promotion is in proportion to that of male rate; greater number of women in senior academic roles

HR Deputy Director/L&DC/PDC/Deans/HoDs


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d) To continue to provide central dedicated support for departmental and College SWAN Awards

Increased detailed monitoring of trends; progress reports; coordinated sharing of good practice; more departmental SWAN Awards especially progress from Bronze to Silver, Silver to Gold

Chair of AGSC/Chair of Athena Committee/ Equalities Unit


e) Continue to award and monitor centrally-funded Elsie Widdowson Fellowships for academics returning from maternity leave

Take-up of Fellowships in line with academics on mat leave; increased general awareness of the Fellowships (among male and female staff); increased retention after return from maternity leave

HR Deputy Director


f) Continue to improve College-wide recruitment practices by implementation of ADTF recommendations and general improvements to recruitment procedures; evaluate impact

Increased number of applications from women; positive move towards meeting KPI

HR Deputy Director/SHRMs

During 2014 with review in 2015 Annual analysis

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OBJECTIVE 7: CONTINUE TO IMPROVE RECRUITMENT PROCESSES TO ATTRACT AND SELECT INDIVIDUALS WITH PROTECTED CHARACTERISTICS AND RETAIN AND DEVELOP THEM ONCE IN POST

The College recognises that recruitment is key to long term improvement and sustainable success. We also recognise we have under-representation of people with protected characteristics, specifically, women, LGBT, disabled staff, and black and minority ethnic staff being disproportionately on lower grades. We will ensure current practice does not have adverse impact on representation by reviewing and monitoring recruitment and selection processes, promotions, retention and talent management and development programmes.

ACTIONS PROGRESS INDICATORS LEAD RESPONSIBILITY TIMESCALES

a) Advertise more widely and raise awareness of Imperial as an employer of choice

Greater targeting of under-represented groups, increase in the numbers of individuals with protected characteristics applying for posts

HR Director/SHRMs/Deans/Directors/HoDs


b) Review Job Descriptions/Person Specifications and ensure appropriate (inclusive) language and essential criteria is publicised

Greater number of applications from women, BME people, LGB&T applicants and disabled people; greater diversity of shortlisted candidates; compliance with the Two Ticks symbol

HR Director/SHRMs/HoDs


c) Train recruiters on recruitment and selection policy and good practice; ensure legal requirements are included in mandatory training

Greater compliance with policy; more diverse panel members; more skilled and effective pool of recruiters

HR Director/SHRMs/L&DC/HoDs


d) Implement recommendations from Academic Diversity Task Force (ADTF)

Recommendations incorporated into day-to-day practice; increase in the number of applications from women, those from a BME background, disabled people and those who declare as LGTB, and subsequent increase in the diversity of academic appointees

Deputy HR Director/SHRMs/HoDs

Completed during 2014 Annual analysis

e) Continue to deliver Unconscious Bias training across the College for those recruiting staff and students

Greater understanding and awareness of hidden biases and stereotyping; year on year increase in the number of those trained

Equalities Unit/SHRMs Ongoing Annual analysis

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f) Ensure general and targeted talent management development opportunities are taken up by staff from diverse groups

Take up is in line with representation as a minimum; greater motivation and productivity; greater talent pool to draw from; enhanced skills and performance leading to more promotion opportunities

Deputy HR Director/L&DC/Deans/ Directors


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OBJECTIVE 8: STUDENT EXPERIENCE, EDUCATION QUALITY AND OUTREACH

Our aim is to ensure that Imperial provides a first-class teaching and research experience and we have a comprehensive Education and Student Strategy that focuses on actions to consolidate good practice and improve where necessary. We have recognised the highly competitive nature of applying to Imperial and the impact this may have on participants from, for instance, low income backgrounds, low participation neighbourhoods, and more generally, under-represented groups, such as, black home students. We are committed to meeting our outreach and widening participation commitments, actively targeting and supporting under-represented groups most likely to benefit from and thrive on, an Imperial College course, in alignment with our core mission and strategy. We will achieve this objective by the following actions:

ACTIONS PROGRESS INDICATORS LEAD RESPONSIBILITY TIMESCALES

a) Recruitment and selection: ensure appropriate training and development is in place for staff undertaking student recruitment and selection

Uptake of unconscious bias training Faculty Education Leads Annual assessment

b) Promoting equality and diversity as part of Outreach and widening participation activity; undertake activities to encourage applications from a diverse range of students

Equality networks meet with the Admissions Networks on an annual basis Changes in the profile of students to reflect greater diversity around protected characteristics Monitoring of student intake undertaken by each Department

Admissions Networks Equality Networks Outreach Team Access Agreement group

Annually Access Agreement monitoring annually

c) Enabling students to succeed by supporting specific needs

Student declaration rates Uptake of relevant health and wellbeing services Retention and success indicators

Student Health & Wellbeing Group Faculty Education Committees Senate

Annually

d) Student engagement in promoting inclusion ICU undertaking campaigns to promote inclusion – i.e. ICU Mentality Leadership development of the leads of Students’ networks, clubs and societies on issues of inclusion

ICU Officers Annual

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Responsibility key

AGSC Academic Gender Strategy Committee

DAS Disability Advisory Service

DUGs Directors of Undergraduate Studies

HoDs Heads of Department

L&DC Learning & Development Centre

PDC Post doc Development Centre

SHRMs Senior Human Resources Managers

Documents

1 IMPERIAL COLLEGE LONDON EQUALITY OBJECTIVES 2014