OGUK Diversity & Inclusion Survey Report - April 2021

Connor Robb, OGUK Graduate of the year 2020 Project Manager, Baker Hughes “D&I is recognising and celebrating uniqueness of thought and embracing authenticity.”

executive summary change is accelerating key findings society as a guide for the future

Case study 2

surveys gauged how the home-working population were taking to this new “norm” and the Employee Assistance Programme provided confidential and anonymous counselling and support for anyone who wanted it. Senior Leadership were also encouraged to openly reflect on their own challenges and coping- mechanisms, which led to some amusing and often humbling moments of webinar-honesty. The D&I networks also created opportunities for employees to connect with their communities – supporting local charities and running discussion forums with other D&I and social justice organisations. On-site, numerous manufacturing hubs dedicated some of their personnel and machines to the manufacture and 3D printing of parts for masks and ventilators for the NHS. One of the focus areas of the entire D&I programme is how to go beyond simply running events to actually impacting the company culture, enabling employee development and, critically, helping the company drive its diversity metrics in the right direction. Baker Hughes knows that, like every company, it is on a D&I journey. However, fundamental to the culture is the belief that the unique ideas and perspectives of a diverse workforce fuel innovation and that their many differences make them stronger as a company.


Inclusive Recruitment/Flexible Pathways

In terms of disability, the Higher Education Statistic Agency (HESA -2020) highlights that up to 16% of the undergraduate qualifiers in the UK experience some form of disability, ranging from a specific learning disability, to a mental condition to another disability, impairment or medical disorder. Data collected by the Office of National Statistics4 shows that 21.8% of disabled people had a degree in 2019 compared with 38.0% of non-disabled people; this gap has remained consistent over the period between 2013 and 2019. The ONS review of outcomes for disabled people across a number of areas of life 5 shows that between 2013 and 2019, around 53% of disabled people were in employment compared to c. 82% for non-disabled people. The employment gap was larger for disabled men than for disabled women. 4 Disability and education, UK: 2019 Available at https://www.ons.gov.uk/ peoplepopulationandcommunity/healthandsocialcare/disability/bulletins/ disabilityandeducationuk/2019 5 Disability and employment, UK: 2019 Available at: https://www.ons.gov.uk/ peoplepopulationandcommunity/healthandsocialcare/disability/bulletins/ disabilityandemploymentuk/2019

Baker Hughes in the UK has approximately 5,000 employees across 30 sites. When the COVID impact led to remote working for approximately half of that population, Baker Hughes had to find new ways of connecting and valuing its people. It was natural for the company to lean into its strong Diversity and Inclusion culture and programme, which saw it win the Diversity & Inclusion category in the recent 2020 OGUK Awards. The business in the UK has 8 Employee & Community Resource Groups, which cover a broad range of D&I focus areas including Women’s Network, Pride@Work, STEM, Enabled (Disabilities), Multicultural, Living Well, Volunteers and Veterans. Each group offers opportunities for leadership, collaboration and professional development and is led by Executive Leadership alongside colleagues from across the business. When the company sent its office workers home, the D&I Groups stepped up to drive regular communication channels with the home workforce – employees could choose to join webinars, fitness and yoga classes, meditation periods and panel sessions looking at everything from industry dynamics to D&I conversations and home-working best practices. Regular

introducing the ukcs d&i index

ukcs d&i culture


and ways of working

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