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Making Diversity & Inclusion a Business Reality 2021
01
The role of D&I and the
broader HR function
has been critical in
supporting businesses
as they successfully Welcome
navigate the challenges
faced over the last year
Lynda Ennis
FOUNDER, ENNIS & CO.
W
elcome to the third Making reopening, the way consumers search for their
Diversity and Inclusion a next car, the way they buy them, and even the
Business Reality report from fundamental way in which they think of them,
automotive and mobility has evolved dramatically.
executive search specialists,
Ennis & Co, and digital marketplace, Auto Therefore, in both our research and during
Trader. In this edition, we’ll be presenting the event itself, we wanted to understand
the findings of our latest research into the what D&I looks like today; how have
health of diversity and inclusion (D&I) within commitments and strategies evolved; has
the automotive industry, and some of the key progress been accelerated or hindered; and
insights from a range of experts and thought has its role and perception within the industry
leaders which were shared during our recent changed? We also wanted to look at it on a
digital seminar, hosted in May 2021. granular level to identify where today’s gaps
are, as well as the initiatives that are proving
Over the last 16 months the automotive the most effective.
industry, like all others, has faced a set of
unprecedented challenges which has forced it Wherever your business is on its D&I journey,
to adapt to a rapidly changing landscape. From we hope the insights and the expertise over the
the beginning of the pandemic, throughout the following pages serve as a valid contribution
various lockdowns, and to physical forecourts to your strategy.
Rebecca Clark
GROUP SALES DIRECTOR, AUTO TR ADER
I
t was a privilege to once again be a part of The role of D&I and the broader HR function
the event and to bring together some of the has been critical in supporting businesses as
leading voices from across the industry. they successfully navigate the challenges
Whilst the two hour digital format was faced over the last year. And without wanting
shorter than our usual half-day physical to spoil the findings of the research, I am
event, the webinar saw over 100 MDs, CEOs, pleased that the commitment to D&I remains
HR Directors, and change leaders at every strong despite the pressures of the pandemic.
level from across the industry tune in and However, as we’ll come to see, there is
interact during the Q&A sessions. Not only still a long way to go to make it a reality in
does it underpin the importance of diversity UK automotive. As an industry, we need to
and inclusion as a topic, but also our shared galvanise the positive sentiment evident in this
commitment to driving the D&I agenda report, and push this towards commitment to
forward collaboratively. action, rather than just words.
2 3
DIVERSIT Y AND INCLUSION IN 202 1: A TEMPER ATURE CHECK
02
Businesses are making progress in achieving their D&I objectives
Over the last 12 months, the progress my business has made around D&I has been...
EXCELLENT 50% in 2021
vs
Diversity and inclusion in 2021: VERY GOOD
28% in 2019
A temperature check GOOD 39% in 2021
vs
61% in 2019
A
FAIR
ccording to our research, which publication of our previous report) and 2018,
surveyed over 40 organisations where ‘attracting and retaining the best talent’ POOR
from across the automotive was the primary function of D&I strategies.
industry (representing retailers, 0 5 10 15 20 25 30 35
manufacturers, suppliers and
trade bodies) in April 2021, D&I within the
automotive industry remains in solid health.
The perceived importance
D&I is not only high up the agenda in 2021, of D&I is accelerating The COVID-19 effect
but its importance amongst businesses
is accelerating. In fact, the number of D&I is ‘very important’ to our business Reassuringly, despite the challenges of the last year, the perception amongst the industry is that
organisations stating D&I as ‘very important’ progress has been made over the last 12 months. 50% thought their businesses had made either very
to their organisation has increased good or excellent progress, which is up considerably on the 28% recorded in 2019. Conversely, the
consecutively each year since we first began
tracking it’s perceived importance in 2018, 80% number of those believing their progress to be just good or fair, fell from 61% to 39%
increasing from 75% to 80% this year. 2021
Whilst that’s encouraging to see, as The pandemic resulted in benefits to the D&I and HR function
highlighted later in this report, there are
clearly challenges that still exist for D&I in the 78% What, if any areas of the D&I or the broader HR function,
automotive industry: a number of initiatives are 2019 have been affected positively?
either on hold due to the pandemic, or are non-
existent in many organisations. What’s more,
some D&I strands remain underserved.
To ‘contribute to achieving business results’
was identified by the greatest number of 2018
75%
businesses as the primary objective of D&I in
2021. This marks a slight shift from 2019 (the
CULTURE WAYS OF RECRUITMENT ENGAGEMENT TR AINING PERFORM ANCE COLLEAGUE
(e.g. values WORKING (e.g. interviewing (e.g. keeping (e.g. conducting M ANAGEMENT WELLBEING
& principles, (e.g. remote remotely, on- colleagues engaging training (e.g. reviews) (e.g. mental
working working, flexible boarding new motivated & remotely) health)
environment) hours etc.) starters etc.) engaged etc.)
In fact, for most organisations the coronavirus has strengthened their commitment to D&I, with
85% of those businesses we researched stating that it had pushed it further up the agenda at a
For most organisations the senior level. And whilst the challenges have been significant, some positive influences could be
coronavirus has strengthened found, with many forced to change or reassess outdated policies, not least in the ways of working.
Arguably the most valuable benefit has been around the shift in focus to colleagues’ wellbeing,
their commitment to D&I particularly in terms of their mental health.
4 5
M AKING DIVERSIT Y & INCLUSION A BUSINESS REALIT Y 202 1 DIVERSIT Y AND INCLUSION IN 202 1: A TEMPER ATURE CHECK
This was a view shared by the HR Directors
and people leaders who joined our panels
Feedback: The positive The greatest negative influence was on
during May’s event: Alison Fisher (Chief People impact of COVID-19 the potential wellbeing of colleagues
Officer, Cox Automotive International); Jo
Moxon (HR Director, Marshall Motor Holdings); In our research we asked what positives
Mandeep Dhatt (Executive Director of HR, could be found from the pandemic on D&I What, if any areas of the D&I or the broader HR function,
McLaren Automotive); Penny Weatherup and the broader HR objectives. We received have been affected negatively?
(HR Director, Volkswagen Group UK); Laura some enlightening responses:
Haskins (HR and Academy Director, CitNOW);
Dr Astrid Fontaine (Member of the Board
of People, Digitisation and IT, at Bentley
Motors); Geraldine Ingham (Global Category
Director, Automotive, Facebook); and Andrew ” There has been a heightened
Humberstone (Vice President and Managing sense of trust and productivity,
Director, Nissan GB). even whilst working remotely. ”
Commenting on the early days of the CULTURE WAYS OF RECRUITMENT ENGAGEMENT TR AINING PERFORM ANCE COLLEAGUE
pandemic, Alison Fisher highlighted just how (e.g. values WORKING (e.g. interviewing (e.g. keeping (e.g. conducting M ANAGEMENT WELLBEING
& principles, remotely, on- colleagues engaging training
important and beneficial it was to concentrate (e.g. remote (e.g. reviews) (e.g. mental
on the wellbeing of colleagues: ” Mental health has been a working
environment)
working, flexible
hours etc.)
boarding new
starters etc.)
motivated &
engaged etc.)
remotely) health)
much louder conversation since
“We have a guiding principle that says, ‘do COVID with more senior people
the right thing, always’ and that has led us over becoming involved. ”
the last 12 months. It’s about prioritising the The negative impact of COVID on D&I commitments
health, the well-being, and the safety of our
team members and that continues to be our Whilst positives could be found, they were far outnumbered by the negative effects the pandemic
number one priority. As a result, we’re stronger had on D&I and the broader HR function. According to the research, this was especially true around
as a business and as an HR team. I truly believe ” Had to document ways of ways of engaging with colleagues and keeping them motivated remotely. Although a positive result
those organisations that have stuck true to working/tighten our aticulation of of the pandemic was a renewed focus on the wellbeing of colleagues, the detrimental impact on
their values, and prioritises their people, will values and behaviours that matter mental health was a huge concern.
emerge from this pandemic far stronger.” to us and be mindful of improving
our internal communications. ”
For Mandeep Dhatt, the pandemic advanced
the business’ thinking around its culture and
Feedback: The negative impact of COVID-19
ultimately its approach to recruitment. Mandeep
The direct feedback from those businesses that took part in the research revealed
highlighted that one of the positive outcomes
has been the acceleration of ‘hybrid working’ ” We recognise that the old some very clear themes around the negative effect on colleagues and culture:
and the resulting impact on recruitment: norm may not have been the
best way to operate. ” ” Some colleagues have been ” We haven’t been able to do outreach
“Last year we saw more women enter our unwilling to share what issues/ to schools, attend recruitmentfairs or
workforce than in previous years, which in challenges they face with ways of work on D&I more broadly, as our focus
part, has been down to a change in mindset working due to family scenarios. ” has been taken up with health and
about where you need to do your work. Last
” People have worked out that safety, furlough etc. ”
year taught us, that for some of what we need
they can work more independently
to do as an organisation, can be done from
home. The result has been a positive impact on than they realised and it has ” One size doesn’t fit all. What is ” It’s been hard to engage
good for some is less so for others. A
our diversity.” accelerated enormously the focus with colleagues properly and
recruitment freeze, excessive workloads
on employee support. ” keep them motivated. ”
and mental health challenges have all
added to the pressures. ”
” Unfair advantage to those
“I truly believe those ” Leadership accessibility is outgoing personality types for
organisations that have greater than ever with clear
” Reduced capacity to carry out performance reviews. ”
onsite reviews and training has
leadership from the top to ensure
stuck true to their values, health and wellbeing of all. ”
impacted positive interactions. Our
” It’s been a very challenging year for
reduced workforce has meant higher
and prioritises their people, pressure on individuals. ”
mental wellbeing – burnout in employees is a
serious factor we’ve worked hard to avoid. ”
will emerge from this
pandemic far stronger” ” Helped work life balance. ” ” We haven’t been focussed on training ” Some difficult conversations
Alison Fisher, Cox Automotive International
as we have prioritised other areas. ” are more challenging remotely. ”
6 7
M AKING DIVERSIT Y & INCLUSION A BUSINESS REALIT Y 202 1 DIVERSIT Y AND INCLUSION IN 202 1: A TEMPER ATURE CHECK
Many key initiatives have been put on hold due to the pandemic
Which, if any, D&I initiatives have you put on hold due to COVID-19? (select all that apply)
Flexible working policies
Monitoring & reporting on the diversity make-up of all employees
Mentoring & coaching programmes for minority colleagues It felt like all eyes
Leadership training on managing a diverse workforce
were on HR, looking
Employee training on servicing diverse customers
to us for answers.
We had to become
Employee networks / Employee Resource Groups
experts in so many
Employee D&I training and education programmes
new things overnight
An established D&I governance structure
An articulated D&I commitment or plan/strategy with objectives
Active recruitment of diverse employees
A D&I leader or sponsor at C-Suite level
None of the above
Other
The vital role of the HR team during the pandemic
Whilst the welfare of all colleagues was We have relied heavily on internal communities One of the big themes that came through Indeed, the integral role the HR function
important, the pressure that COVID placed to bring to life the elements of an inclusive during this year’s event was the huge pressure played in supporting businesses to not only
on families was a particular concern for culture we all strive towards. Over the past COVID-19 placed on HR departments, and the navigate the early days of the pandemic, but
Laura Haskins, CitNow’s HR and Academy couple of months, we have introduced challenges they faced in adapting businesses ultimately provide the foundations required
Director: “During the pandemic, we did pay more culture champions throughout the to a completely unprecedented situation. As to adapt and to successfully operate, was
particular attention to our working parent organisation who have helped us alongside Cox Automotive’s Alison Fisher said: “There highlighted by some of the industry’s leading
group, which makes up over half of our other communities, such as mental health was no rule book. And certainly, it felt like all chief executives.
workforce. The concept of work life balance first aiders and wellbeing ambassadors, to eyes were on HR, looking to us for answers.
is not a new one, but with additional factors continue focussing on having an inclusive We had to become experts in so many new
such as self-isolation and bubbles, it can feel culture ingrained within the business.” things overnight.”
overwhelming for them.”
However, in the research, for more than one
As a result, the business gave working in five (21%) businesses, employee networks /
parents additional paid time off to support Employee Resource Groups were put on hold A view from the top
tough home-schooling times, as well as as a result of the pandemic as were other vital
introducing flexi-time programmes. It also initiatives.
set up forums for colleagues to discuss and
21%
support each other during difficult times.
This need for communication, whether at a
company level from a leadership perspective,
or creating platforms for individuals to
connect, was identified as a priority for all of
those on the panel. According to Mandeep,
the role of networks has been key to shaping of businesses placed
Daksh Gupta Martin Forbes Alistair Horsburgh Alex Smith
the business’ culture: employee networks CEO PRESIDENT CHIEF EXECUTIVE M ANAGING DIRECTOR
“Ensuring our culture continues to be / Employee Resource M ARSHALL
MOTOR GROUP
COX AUTOMOTIVE
INTERNATIONAL
CITNOW VOLKSWAGEN
GROUP UK
inclusive is incredibly important to us. One
very effective avenue to driving this has been
Groups on hold as a Click to view video Click to view video Click to view video Click to view video
through our communities and networks. result of the pandemic
8 9DIVERSIT Y AND INCLUSION IN 202 1: A TEMPER ATURE CHECK
03
Although D&I progress is being made, there is
a notably low adoption of some key initiatives
Which D&I initiatives do you have in place? (select all that apply)
Flexible working policies
Monitoring & reporting on the diversity make-up of all employees
What does D&I look like today? Mentoring & coaching programmes for minority colleagues
Leadership training on managing a diverse workforce
Employee training on servicing diverse customers
Employee networks / Employee Resource Groups
P
Employee D&I training and education programmes
romisingly, our research showed and part of our journey and valuing our people
that most organisations have a as individuals.” An established D&I governance structure
strong focus on creating an inclusive
environment for all employees. The research also looked at what D&I An articulated D&I commitment or plan/strategy with objectives
However, women/gender is by far initiatives and practices businesses had
the most prevalent diversity strand in the in place. Interestingly, 34 out of the 40 Active recruitment of diverse employees
automotive industry and many groups remain organisations surveyed reported they had
A D&I leader or sponsor at C-Suite level
very underserved. flexible working policies. Whilst it’s possible
that 85% do indeed offer it, potentially None of the above
Whilst it is important to drive more women into some people / businesses have confused
automotive, the panel of HR leaders agreed colleagues working from home with flexible Other
that the objective of attracting a more diverse working and as a result assume all colleagues
workforce and creating a more inclusive are experiencing the associated benefits.
culture, shouldn’t be limited to just gender or However, separate research from McKinsey¹
indeed any single diversity strand within its own has shown that despite efforts from
silo. True inclusivity needs to be intersectional; employers, employees – especially diverse
The automotive industry still has some way
employees aren’t one-dimensional, so an employees and working parents - are still to go in reaching its D&I commitments
effective D&I strategy shouldn’t be either. struggling with the multitude of challenges
60%
posed by the pandemic. Ultimately, it’s not monitor and report on the diversity
Laura Haskins, said: “Gender is an important flexible working if colleagues are expected to ONLY
make up of their employees
topic, but our approach is not about any spend from 8:00am – 6:00pm on Zoom calls.
particular group; the heart of our approach
is about creating an inclusive culture where
everyone belongs and feels part of CitNOW
The research also highlighted a notably low
adoption of some key D&I initiatives.
JUST
60% have D&I education and training
programmes in place
Women/gender is the biggest focus for businesses in 2021
ONLY
52% have a D&I leader or sponsor
at C-suite level
To which strands of diversity does your business have the strongest focus? JUST
52% actively recruit diverse employees
(via outreach programmes or internships)
1 WOMEN / GENDER
2
3
R ACE / ETHNICIT Y
LESBIAN, GAY, BISEXUAL, TR ANS
ONLY
47% have a coaching programme for
underrepresented employees
45%
4 DISABILIT Y
have employee networks
JUST
5 NEURODIVERSIT Y in place
6 AGE
7
8
SOCIAL MOBILIT Y
RELIGION / BELIEF
JUST
41% have an articulated D&I
commitment or plan
1 in 5
9 OTHER
businesses have employee training
JUST
First choice Last choice on serving diverse customers
10 1. Source: McKinsey & Company, November 2020: Diverse employees are struggling the most during COVID-19
11DIVERSIT Y AND INCLUSION IN 202 1: A TEMPER ATURE CHECK
04
5. Focus on mental health
M ANDEEP DHAT T, McL AREN AUTOMOTIVE: What one thing can
“Mental health and wellbeing is something
business leaders do to
we’ve always talked about, but our focus on it progress the D&I agenda in
is more important than ever before. We have
more wellbeing ambassadors and mental the automotive industry?
health first aiders in place, and we also
Forward focus – actionable have representation in our senior leadership
team. We’re looking forward to continuing
the conversation with our employees around
In the research, receiving senior support was
identified as one of the biggest factors in
driving D&I in not only individual businesses,
insights to drive your D&I agenda authenticity and how we can create an
environment in which everyone can bring their
whole self to work.”
but also across the industry. The direct
comments from those taking part in the
research highlighted some key themes:
Looking ahead, our panellists shared details around their respective D&I strategies, and the areas
6. Lead by empathy
GER ALDINE INGHA M, FACEBOOK
” Think bigger …a lot has been
done but there is a significant need
of focus and the initiatives they think will be key to driving their objectives over the coming months:
“I hope it would go without saying, but don’t
to accelerate the agenda to ensure
ever lead by fear. In my 25 years’ experience, we have equality at all levels.
1. Broaden your talent pool 3. Develop and nurture skills early leading by empathy, making people feel Equality, diversity and inclusivity
PENNY WE ATHERUP, VOLKSWAGEN GROUP UK: M ANDEEP DHAT T, McL AREN AUTOMOTIVE: included, and valued really does work. Put needs to be central to the work we
people first by making small gestures, like do and become our industry DNA. ”
“The automotive industry, as with many “The 16-24 age category is something the giving an extra day’s holiday to say thank
industries, tends to be very insular. When it government is focusing on, and for us, you. I know productivity is key, but you’ll
comes to recruiting the best talent, I think we apprenticeships and early career strategy is get far more out of your people by showing
need to reach out as far beyond our industry very important. This year we are very much recognition and trust.”
as possible. We have to promote our inclusive
culture to attract diverse talent to in order to
looking forward to building that community
for the long- term, which is central to our
” Less head nodding and talk
and more action. Have policies
create different ways of thinking and doing. If conversation around diversity and inclusion. 7. Seek active senior support in place that make a difference,
we don’t do that, we’re not doing the best for JO MOXON, M ARSHALL MOTOR HOLDINGS:
our business, our people and most importantly “This is about looking beyond the traditional and proactively reach out beyond
for our customers.” borders and going out of our way to attract “For me, the incredible support we’ve the industry otherwise we’re just
young talent into the industry. Reconnecting received from our leadership team has talking to the same people. ”
with schools, education, and boards we are been invaluable in our objective of creating
2. Keep communicating actively part of is how we aim to recombine the an inclusive business, particularly in their
ALISON FISHER, COX AUTOMOTIVE INTERNATIONAL: acceleration of talent into the industry from a efforts to be so vocal and visible in their
STEM perspective.” commitment. This year’s research highlighted
“The most important focus during those early that “actions speak louder than words” and ” It has to be a commitment
stages was communication; weekly check-ins I couldn’t agree more. The most effective from the top of businesses, with
with team members and getting messages out 4. Put networks at the heart of your D&I senior support is not about words, it’s about clear aims and goals which are
there. Employees were looking for reassurance DR ASTRID FONTAINE, BENTLE Y MOTORS: action and leading by example.” measured and visible within the
from leaders, which was lacking in the media.
“Our networks, which were self-grown and business, as well as forming part
“Communication has been paramount in operate organically, provide us with so much 8. Encourage diversity and inclusion of a clear external commitment. ”
giving people reassurance and certainty. Our invaluable insight into how people from through leadership
job was and will continue to be for the coming diverse backgrounds feel when they come to ANDRE W HUMBERSTONE, NISSAN GB:
months, to keep everybody calm, engaged work for us. Each network, which represent the
and confident in the leadership team. LGBT+ and BAME communities, plus a group “Organisations need to update their
Communication is absolutely vital.” focusing on increasing the representation of management style to understand the ” Recognise the business benefit
women in automotive has a Board sponsor, emotional economics of the business. The and then prioritise accordingly. This
and we learn so much in terms of how we can days of having a controlling Machiavellian is not a humanitarian subject. ”
serve them better: what are the things holding leader are obsolete; you need to engage
When it comes to us back; where do we need to inform people with every employee and member of the
more; and where can we improve more? It management team in your business, and work
recruiting the best talent, ensures we’re creating a culture in which our with them to understand what motivates each
I think we need to reach colleagues can bring their true selves to work.” specific individual. This method is much more ” Create and publish D&I strategy
out as far beyond our challenging but also much more interesting.” with measurable progress and
share best practice. ”
industry as possible
Penny Weatherup, Volkswagen Group UK
12 1305 06
In conclusion Contact
A
s we’ve seen, whilst there has As highlighted by our panellists, we all About Auto Trader About Ennis & Co
been some good progress made have a responsibility to drive the D&I agenda
over the last 12 months and under beyond our own businesses and to guide this Auto Trader Group plc is the UK and Ireland’s Founded in 2010 by Lynda Ennis, Ennis & Co
some extremely challenging positive sentiment towards action. We need largest automotive marketplace. Our draw on decades of experience not only in
circumstances, we still have a to be D&I evangelists to not only ensure it is an marketplace sits at the heart of the car buying global recruitment and executive search,
long way to go as an industry to truly make D&I industry wide priority, but to also encourage, process, with the largest number of buyers but at senior levels of the automotive and
a business reality. Representation remains motivate and inspire change. and the biggest choice of trusted stock. mobility industries. This gives them a profound
limited, with minority groups potentially and holistic understanding of the needs of
underserved, whilst many core D&I initiatives The automotive industry may not be at Auto Trader exists to change how the their clients and the industry, meaning they
are either on hold or are non-existent. And the forefront of change, but it’s clear there UK shops for cars by providing the best are trusted by many of the world’s leading
whilst there are many automotive businesses are some important steps being made by online car buying experience and enabling automotive brands to appoint their senior
that are committed to creating a more diverse some exceptional HR and business leaders. all retailers to sell online. We are building leaders.
and inclusive culture, there are more that The opportunity to discuss ideas and share stronger partnerships with our customers,
aren’t. And whilst it’s clear from the research experiences with them is always invaluable using our voice and influence to drive more Ennis & Co carry out executive search
that businesses are generally bought into the in driving our industry forward, and we thank environmentally friendly vehicle choices and assignments for organisations across the
value and opportunity of D&I, many don’t know everyone for their participation. creating an inclusive and diverse culture for all entire automotive and mobility spectrum,
how to translate this into action or to invest the of our people. Auto Trader listed on the London ranging from manufacturers to national sales
time to take tangible steps to change. Stock Exchange in March 2015 and is a member companies (high-volume through to prestige
of the FTSE 100 Index. and luxury brands), as well as supply chain
companies, retail groups, leasing/mobility
providers, data analytics organisations and
For more information innovative technology companies.
We all have a responsibility
Please visit: The consistency Ennis & Co’s values
to drive the D&I agenda, https://plc.autotrader.co.uk/who-we-are/ surrounding diversity and inclusion, coupled
particularly senior leadership about-us/ with the close working relationship they
develop with clients, has allowed the business
For all media enquiries, please contact: to grow 20% year-on-year. Over the past two
Andrew.Nankervis@autotrader.co.uk years, 78% of Ennis & Co’s assignments have
been for roles based outside of the UK, across
APAC, EMEA and The Americas. Their clients
are their biggest advocates, where more than
85% of them are repeat customers.
For more information
Please visit: www.ennisco.com
For all media enquiries, please contact:
Michaela.Rowland@ennisco.com
01962 392150
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