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Inclusive Workplace

What inclusive workplace means to us

Our business thrives because of our talented and diverse workforce, which we seek out, nurture and empower. We recognise, however, that we must continually challenge ourselves to ensure diversity and inclusion are embedded in our culture and ways of working.




Our policy and commitment

Our commitment is defined within our People Policy Statement, supporting standards and related operating procedures.

In summary, we strive to:

  • promote equality of opportunity and create an inclusive and enabling environment in which all our people are treated fairly and with respect, dignity and zero tolerance for any form of discrimination; and

  • proactively manage and regularly analyse the diversity of our workforce, seeking to attract, develop and retain employees from the broadest possible talent pool.

Key components in our governance

Our approach to Diversity and Inclusion (D&I) recognises that achievement of our overall goals needs to take account of business maturity, regional variations and local legislation. 

Implementation of our strategy therefore takes place at three levels:

  • Aligned to our People Strategy governance, Group sets policy and the broad framework to ensure consistency of approach, as well as providing clarity on key areas of focus through the Group Talent Centre of Expertise.

  • Divisional Executive Management Teams are responsible for appropriate Divisional adherence to policy and Group strategy, maintaining a Divisional D&I strategy aligned to the overall Group framework with priorities appropriate to their geographies, sectors, employee base and local legislation. Divisional Human Resources Directors (HRDs) are responsible for implementing policy, strategy and governance across the Division, supported by their D&I Leads. Progress is reported through normal business review and governance frameworks.

  • For some Business Units or contracts within a Division, a further level of focus is appropriate. This would be the case in businesses of a particular size, in particular geographies, or according to local customer specifications.

For more details of our people policy and strategy governance, see also: Employee engagement and development.

Our progress and performance in 2017

Following the launch of our refreshed approach to D&I in Q4 2016, we have:

  • been establishing regular monitoring and reporting of progress and delivery of targets at each level (Group / Division / Business Unit or Contract), whilst continuing our work towards achieving a minimum of 25% females in leadership roles by 2020, focusing in particular on improving gender balance in senior recruitment and our talent pipeline;

  • established D&I as a standing agenda item for our Quarterly Talent Reviews (attended by the Group HRD and Divisional Chief Executives and HRDs), ensuring relevant actions are delivered and risks managed;

  • incorporated D&I demographics into our employee engagement survey, as appropriate by Division, expanding options for gender identity, sexual orientation and disability;

  • developed and launched an Unconscious Bias e-learning programme; and

  • continued to introduce, build and promote Divisional councils, committees, working groups and networks in support of strategy delivery.

Reporting our Gender Pay Gap (UK)

In the UK, we have completed preparations for reporting pay gap information annually from April 2018, as required by the Equality Act 2010. We are committed to ensuring that all our employees are treated fairly, with dignity, and with an equality of opportunity throughout their careers with Serco. Measuring, understanding and reporting our Gender Pay Gap is a welcome and important step in this journey.

We have undertaken extensive analysis of what is behind our current median gender pay gap of 12.9% so that we can identify real opportunities to reduce this. This figure reflects the average paid to men and women across our UK businesses. It is not a comparison of pay rates for men and women doing work of equal value. The primary cause of the gender pay gap within Serco is the demography of our UK employee population, in which we currently have an imbalance in the number of men and women at the various levels within the organisational structure. We have fewer women than men in more senior positions and typically people in more senior positions receive the highest pay and bonus pay. This impacts the hourly pay and the bonus pay figures.

Complementing our strategic D&I focus on leadership gender, our analysis shows that an equal gender distribution at our manager level and above would reduce the overall pay gap below UK averages.

Key performance indicators

For additional data and performance commentary, see all our corporate responsibility key performance indicators.

  Key performance indicators:




Viewpoint D&I Index




Percentage of female Directors




Percentage of female senior managers




Percentage of female employees




Our next steps

We will:

  • continue our work to improve the gender balance of our leadership team by attracting more women into senior roles, supporting their development and providing more career progression opportunities for women; 

  • develop our understanding of ethnicity as a strategic D&I focus in our different geographies; and

  • continue to deliver our Divisional D&I strategies, supported by central resources and sharing of best practice.