u003cspan class=u0022TextRun SCXW193911690 BCX4u0022 lang=u0022EN-GBu0022 xml_lang=u0022EN-GBu0022 data-contrast=u0022noneu0022u003eu003cspan class=u0022NormalTextRun SCXW193911690 BCX4u0022u003eCreating a workforce that reflects the UK population is a long-term ambition for the company u003c/spanu003eu003c/spanu003eu003cspan class=u0022EOP SCXW193911690 BCX4u0022 data-ccp-props=u0022{u0026quot;201341983u0026quot;:0,u0026quot;335559685u0026quot;:720,u0026quot;335559739u0026quot;:160,u0026quot;335559740u0026quot;:259}u0022u003e u003c/spanu003e
The company’s first diversity and inclusion strategy was launched in 2018.
Guided by its employee-led Affinity Networks, the company has already implemented a wide range of initiatives, including tailored learning and development opportunities, as well as reverse mentoring for the executive committee.
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Balfour Beatty has a long-term ambition to have a workforce that reflects the population of the UK, in line with the England and Wales 2021 census.
The updated diversity and inclusion strategy sets out three targets to be achieved by 2030:
- 50% increase in female employees by 2030 on the 2021 baseline
- 60% increase in minority ethnic employees by 2030 on the 2021 baseline
- 60% increase in black employees by 2030 on the 2021 baseline
Celebrating differences
Delivering against seven strategic goals, the company aims to “lead the way”, “create opportunities”, “develop an inclusive culture” and “enable supply chain diversity” through targeted action plans which will be refreshed annually, while also raising awareness, educating, and celebrating differences.
Balfour Beatty has also introduced a fifth employee-led Affinity Network, Neurodiversity and Allies, to celebrate and educate employees about neurodiverse conditions and support the business in creating an accessible working environment for neurodivergent people.
Paul Raby, Balfour Beatty group HR director, said: “Becoming a truly diverse and inclusive company is one of our greatest focus areas. Whilst we have made significant progress since we first introduced our strategy in 2018, we recognise that there is still more work to do.
“Since then, the passion of our people has been instrumental in driving tangible change through focused action, spearheaded by our employee-led Affinity Networks. With our 2030 targets and a refreshed strategy, we will continue to work towards becoming a more inclusive and diverse organisation where everyone is supported to reach their full potential.”
