By Alice Monk, General Manager of the MIA
Back in 2021, the British Retail Consortium commenced its Diversity & Inclusion Change Programme, taking a deeper dive to understand the true state of diversity and inclusion in UK Retail,
In July 2022, the second Diversity & Inclusion in UK Retail report was released. It provides an update on the diversity of leadership teams in retail, as well as progress on D&I strategies and initiatives in the sector.
I wanted to share some headline statistics from the report with you. Before I do, it might be useful for you to know that this data was reported by Chairs, CEOs and HR Directors of major UK retailers.
(Note: This is just a tiny snippet, I’d highly recommend reading the full report here. Look out for some interesting case studies from companies like Dunelm, The Card Factory, and Pets at Home)
Now, my first reaction to these statistics, as an example, was that they’re encouraging. The focus on D&I strategies is common and comprehensive. Although growth is slow when it comes to women and ethnic minorities in leadership, it’s happening. LGBTQ+ leaders are being identified. This data makes it very clear that there’s work to be done in all areas, and especially when it comes to disability and social mobility. The important thing though is that it’s being mapped. The vast majority of retailers have a strategy.
My very next thought was ‘I wonder what would happen if the MI industry mapped D&I in the same way?’
If you’ve read this far, it probably means that you already know the importance of achieving diversity and inclusivity. In case you don’t, I’ll quote the BRC’s Chief Executive, Helen: “Achieving diversity through an inclusive business is not only right morally, but a commercial imperative. More than just a ‘nice to have’, businesses failing to prioritise D&I will suffer, outrun by more forward-thinking competitors, whose leadership is fully representative of their customers. The evidence is clear. More diverse businesses are more successful businesses.”
To achieve change, we need to celebrate progress, track where we are failing or progress is slowing, and identify what more needs to be done, and how. This is particularly important at a time when companies in our sector are looking to recruit different skill sets.
Before I go, I’d love for you to share some feedback. Here are a few questions that I have:
- Do you map D&I in your business?
- Do you have a D&I policy?
- Are you looking to have one?
- Do you think that not mapping D&I might have a negative effect on recruiting and retaining talented staff?
This topic is something that the MIA will be focusing on going forward, and my aim is to bring practical ways to improve D&I practice in the MI industry.
