Working with us

GatenbySanderson runs an annual survey to monitor the diversity of its workforce in order to ensure that our activities and strategies to build a diverse and inclusive workplace are having the desired effect.

The results below are from the exercise carried out in December 2020, where we achieved a response rate of 89%. Statistics are based on those who responded.


Overview


Caring responsibilities

  • 40% of our people have caring responsibilities for children under the age of 18
  • 18% of our people look after or give support to others related to long-term physical or mental ill health, disability, or problems related to old age. Four individuals do this for over 50 hours each week.

Social mobility

  • 78% of our business attended state school; a further 12% attended school outside the UK
  • 66% of colleagues either did not attend University or were the first generation of their family to do so.
  • At senior levels (Exec, SLT and Partner community), 60% did not attend University or were the first generation to do so. 70% went to state school in the UK.

GS D&I Network

In order to ensure that the Executive Board has access to informed opinion, to increase engagement with our D&I strategy, and to give people from across the business a voice and a forum for discussion and debate, in 2020 we launched the GS D&I Network.

We currently have Affinity Groups for Women, Race and Disability.

Groups are responsible for:

  • Promoting and raising awareness of inclusion and diversity issues across the whole business through internal communications channels and the creation and delivery of events
  • Giving a collective voice on issues specific to a characteristic that is protected by the Equality Act or that results in disadvantage and/or challenge, creating a view that can be used by the Inclusion Steering Group and Executive Board to inform decisions on our external voice and approach to issues, celebrations and movements
  • Enabling people to share experiences and providing mutual support, encouraging a sense of community and belonging, and providing opportunities for collaboration between colleagues across the business Group members will be expected to act as inclusion and diversity ambassadors at GS

Summary

Throughout 2020, our main area of focus was to introduce greater ethnic diversity amongst our most senior workforce. Adapting our candidate attraction strategies meant we made good progress in this area, but this remains a priority for 2021 (alongside building greater ethnic diversity generally across the workforce). We are also committed to building better representation of neurodiversity and people with visible disabilities in order to better reflect the communities we serve and to ensure we are capturing a more diverse range of lived experience.

In 2020, we began piloting a Reverse Mentoring scheme and introduced Affinity Groups to the business, providing development opportunities to those from under-represented groups and thereby ensuring that we are in a position to grow and support our own diverse talent. These initiatives work alongside the clear career pathways that exist for the bulk of our roles to ensure that colleagues feel supported in developing their careers at GS and are clear about the skills and experience required at each level across our organisation. Reviews of both of these pilot programmes will be conducted in 2021 to ensure that they become embedded in the way we work and remain effective.

Agile working – launched towards the end of 2019 – has also played a critical role in supporting our people. Clearly critical in the context of a global pandemic that has seen us all working from home – this approach to working will continue to play a crucial role in supporting our people. Greater flexibility in working patterns and styles works for everyone, whether as a reasonable adjustment for those with disabilities, to support people with caring responsibilities, or to help our people pursue volunteer roles and other extra-curricular activities. In 2021, we will be supporting managers to steward the wellbeing of our people, using agile working as a means to protect mental health, and providing mental health training across the organisation.