Celebrating differences
Equity, Diversity and Inclusion (ED&I) is embedded throughout our organisation. It is an ongoing part of the work of our people at all levels, and tackling ED&I is a responsibility shared by all colleagues.
We are one of the Greater London Authority’s leading partners in its Affordable Homes Programme. Our ED&I action plan aligns with the Mayor of London’s vision of a more equal, diverse and inclusive London.
It shows how we are putting words into practice in promoting ED&I, having a sustainable and diverse supply chain, and working in partnership with local people.
“I’m committed to continue to build a workplace where everyone feels valued, can be themselves and know they can reach their full potential.”
Objectives aligned to the Greater London Authority's ED&I Theme 1: Organisational equality, diversity and fairness
What we are doing
We run a leadership development programme for managers from ethnic minorities, which includes sponsoring colleagues to study for qualifications from the Chartered Institute of Management. In addition, on International Women's Day 2024, we launched a Women in Leadership Level 3 course for aspiring managers, and we continue to support colleagues enrolled in leadership programmes. A mentoring scheme has been introduced, offering opportunities for mentees and mentors. Notably, four of our colleagues were shortlisted as finalists in the G15 Ethnicity in Housing Awards, with one winning the 'One to Watch - Future Leader' award.
Measurement of our progress
Managers from ethnic minorities gaining extra qualifications.
What we are doing
More than one in five of our staff are from ethnic minorities, and women make up 55% of our workforce. We are a diverse employer and monitor our progress against targets to stay that way. We have refreshed our recruitment practices by renewing our job board contracts to include platforms with a robust ED&I focus, such as the Guardian, LGBT Jobs, LinkedIn, and Women in Housing. This ensures a diverse talent pool and has increased diversity in our Group Executive team and among our directors. We require recruitment partners to provide diverse candidates for all roles, and have procured diverse job boards and channels to reach applicants from varied backgrounds.
Unconscious bias training has been refreshed and is now mandatory for all hiring managers. The training is engaging, relevant to current legislation, and linked to our policies. The Halo effect is now included in mandatory training for all staff. We have embedded the practice of interviewing via Teams to improve coordination and ensure diverse recruiting panels. The Talent and Acquisition team monitors shortlisting to ensure appointments are reflective and inclusive across the Group. We interview at least one minority candidate for all vacancies at director level or above and plan to extend this to all management roles.
Measurement of our progress
Our ED&I metrics.
What we are doing
We have staff networks that represent:
- REACH (Race, Ethnicity, and Cultural Heritage) – relaunched with new branding to increase visibility
- Colleagues with disabilities or long-term health conditions
- LGBT+ colleagues
- Those facing gender-related issues
Each network is in direct contact with our executive team, giving colleagues a voice with senior management. We promote these networks and run a calendar of events and activities to celebrate ED&I throughout the year. Initiatives include participating in the London Pride parade and other local events, launching peer support groups like Islam at Clarion, and creating training programs such as Neurodiversity in the Workplace. We've also introduced a Menopause Group and a Fertility Support Group, hosting in-person and virtual events with guest speakers.
Our Race, Religion, and Culture training provides a safe space for colleagues to recognise their own privilege, learn from shared experiences, and explore methods of intervention against unacceptable behaviour. New mandatory ED&I training has been launched, including courses on LGBTQIA+ awareness and allyship, and Unconscious Bias training covering topics like understanding bias and the benefits of diversity. Annual colleague surveys and new quarterly pulse surveys provide feedback to inform our inclusive practices, promoting a psychologically safe environment for all staff.
Measurement of our progress
Visibility of our staff networks. Awareness work for activities above and beyond key events. The views of our people on Clarion as a place to work.
What we are doing
We transparently publish our Gender and Ethnicity Pay Gap reports, which are available on our website. Our ED&I dashboard reflects voluntarily shared data from colleagues on ethnicity, gender, age, religion, disability, and sexual orientation. Regular communication campaigns encourage colleagues to keep their personal diversity data up to date.
A customer-focused campaign is underway to enhance the diversity data we collect from our customers, helping us achieve a workforce reflective of the communities we serve. Our progress is reported to our executive team and board every quarter and included in our annual report. We are refining our ED&I dashboard to encompass a greater number of characteristics, ensuring comprehensive transparency in our reporting.
Measurement of our progress
Our internal and external communications around ED&I.
What we are doing
All our people are trained in ED&I, completing a refresher course at least once a year. We have overhauled our mandatory training processes, introducing new interactive e-learning modules that include real-life experiences from colleagues and residents to make the training engaging and relatable. Courses cover topics like LGBTQIA+ awareness and allyship, unconscious bias, and understanding the impacts of bias.
Monitoring of mandatory training has been increased, with monthly reporting to the Group Executive team, resulting in improved completion rates. We have also launched a Lived Experience Library for inclusion in new ED&I training. Collaborations with colleague networks and external professionals enrich our training offerings, ensuring our managers are well-equipped to address unconscious bias.
Measurement of our progress
The percentage of our people completing their ED&I training on time.
Objectives aligned to the Greater London Authority's ED&I Theme 2: Sustainable and diverse supply chains
What we are doing
We publish our tenders on gov.uk to ensure accessibility. New small suppliers do not have to go through the time and expense of completing tender forms. We have invested in digital tools like the Atamis procurement technology and the Achillies supplier assurance platform to assess and manage the demographics of our partners, helping under-represented suppliers know about future tenders. We continue to chair ProcureCo, connecting public and social housing buyers with suppliers, and are working with them on procurement projects to onboard SMEs, micro-businesses, and social enterprises.
Measurement of our progress
Demographics of partners given contracts.
What we are doing
Environmental impacts are among the criteria we use to choose suppliers. We have finalised and published our Sustainable Procurement Policy. Due diligence procedures have been approved and implemented. We have estimated the carbon footprint for our supply base and are working with our supply chain to reduce waste and carbon emissions, use less energy and water, and increase recycling and the use of sustainable materials. Our sustainable procurement approaches monitor supply chain emissions and waste impacts to deliver reductions, aligning with our commitment to sustainability.
Measurement of our progress
New policies in place. Data to enable estimates of carbon emissions.
What we are doing
Social value is one of our selection criteria when choosing partners. We have embedded social value throughout our procurement processes, writing it into our contracts. During 2023-24, we worked with our supply chain to generate £20.53 million in social value, surpassing our target. This has improved the economic, social, and environmental wellbeing of residents and communities. We utilize the Achillies supplier assurance platform, which holds information on over 21,000 suppliers, to source and identify suitable contractors that align with our ED&I goals. Our Social Value Steering Group reviews the pipeline of projects and delivery to ensure continuous improvement.
Measurement of our progress
The impact of social value on individuals and their communities.
What we are doing
Our charitable foundation, Clarion Futures, leads on the GLA's Love London Working programme, which has helped over 7,000 people into employment to date. The project has delivered significant support to unemployed and economically inactive individuals, including those over 50, from ethnically diverse backgrounds, with disabilities, or without basic skills. From January to June 2024, our core service supported 32 customers into employment, focusing on residents furthest from the labour market.
We run a free national employment and training programme, working with more than 300 employers to help people into work, training, and apprenticeships. Vocational training is provided for priority job sectors such as construction and health and social care. Specialised support is offered for those who have been out of work for a long time or have never had a job, ensuring we maximise training and employment benefits for local communities.
Measurement of our progress
The results of the Love London Working programme. This aims to support 1,200 people into work between April 2022 and December 2023, when the programme is due to end.
What we are doing
We are committed to creating healthy, safe, and secure places to live, supporting sustained economic growth in the communities we work in. Initiatives include building inclusive communities, creating healthy places for our residents, increasing biodiversity, and minimising our environmental impact. We aim to build net zero carbon homes, with 95% of new homes rated EPC A or B, and a significant number connected to renewable energy sources.
We have achieved a Gold award in the Next Generation Benchmark for sustainability in new build housing, recognising us as the most sustainable not-for-profit housebuilder. We have completed our first future homes standard homes, with ongoing monitoring to assess energy performance and environmental criteria. Our sustainable procurement strategies monitor supply chain emissions, and we have set targets for decarbonisation in our Sustainable Development Roadmap, aiming for a 75% reduction in carbon emissions of our homes by 2025 and reaching zero carbon by 2030.
Measurement of our progress
The social and environmental impacts of our work. The work and training opportunities provided by our partners.
What we are doing
We promote ethical employment in our supply chain, offering apprenticeship and training opportunities for local communities. We've implemented protocols to collect diversity data from contractors, ensuring the workforce reflects the local community. Contractors are encouraged to hire locally, and this data will inform our future diversity strategies.
We've launched initiatives to increase participation in the built environment from underrepresented groups, partnering with organisations such as Empowered Youth UK to engage young people, particularly from ethnically diverse backgrounds and women. Projects like Rise Up, Ealing and collaborations on developments such as Twyford Abbey and the London Chest Hospital site focus on empowering local youth and enhancing diversity in construction.
Measurement of our progress
Data on the workforces of our partners. The number of targeted programmes promoting diversity. People from under-represented groups working in our supply chain.
Objectives aligned to the Greater London Authority's ED&I Theme 3: Working together with Londoners
What we are doing
We help residents take part in consultations and make informed choices, ensuring our projects respond to the needs of the community. Initiatives include baseline research focusing on resident experiences, quality of life assessments before and during regeneration, and monthly KPIs on digital engagement and resident involvement. Post-occupancy evaluations are undertaken, with results disseminated as lessons learned to improve future phases and address areas requiring improvement.
We conduct workshops and focus groups, particularly involving young people and underrepresented groups, to contribute to the design and management of local developments. Projects in areas like Tower Hamlets and Merton engage local youths in the planning process, fostering a sense of ownership and ensuring the developments meet the community's needs.
Measurement of our progress
Independent research on the impact of regeneration on residents. This includes following up to see how residents are doing in their new homes.
What we are doing
We work with residents to shape and influence the services they receive, offering transparent and consistent engagement opportunities locally, regionally, and nationally. Our involved residents reflect our communities, with diverse representation across ethnicity, disability, gender, and sexual orientation. We increase the number of underrepresented groups in our engagements through local offers, consultations, and community events.
We provide residents with training and support to enable them to scrutinise our services effectively. Programs like the National Ambassadors for residents aged 18 to 25 and the Clarion 55 network for residents over 55 ensure voices from different age groups are heard. Residents have contributed to service improvements in areas such as fire safety, repairs, and our zero-carbon strategy. They can hold us accountable via various engagement opportunities, including Regional Scrutiny Committees, Community Inspectors, and representation on the Clarion Board. We continue to monitor the demographics of involved residents to ensure inclusivity and responsiveness to their needs.
Measurement of our progress
The demographics of involved residents. Tracking levels of feedback and the number of residents involved and influencing decisions. The percentage of recommendations from resident scrutiny committees that have been accepted and implemented.