At BP, the energy we produce serves to power economic growth. The way heat, light and mobility are delivered is changing; we aim to anchor our business in these changing patterns of demand, rather than in the quest for supply. We have a real contribution to make to the world’s ambition of a low carbon future. We are committed to being one of the best and most inclusive employers, attracting, motivating, developing and retaining the world’s diversity of top talent in our industry. Representation of ethnic minorities in our UK workforce is strong but we are committed to doing more to enable all members of our team to fulfil their potential and have thriving careers.


At Deloitte, we are clear that everyone is judged only on the value they bring and that our environment is always inclusive, with respect at its core. We believe that, alongside this focus on culture, we need to drive sustained and meaningful change through targeted actions. From an ethnicity perspective, this approach has seen us develop a BAME action plan, report our ethnicity pay gap, and set targets that by 2021, 10% of our partners will be BAME, our Executive group will have at least one BAME member, and each business leadership team will include at least one BAME member.


Freshfields Bruckhaus Deringer LLP is a global law firm with a long-standing track record of successfully supporting the world’s leading national and multinational corporations, financial institutions and governments on ground-breaking and business-critical mandates. Our people make our firm, and we are committed to increasing BAME representation at all levels through our global employee network as well as helping to increase access to the profession through talent initiatives aimed at BAME individuals, including through the Freshfields Stephen Lawrence Scholarship Scheme. Our aim is to be a diverse and inclusive workplace where everyone has the opportunity to achieve their potential.


HSBC is an incredibly diverse global organisation. With employees representing many different races, ethnicities, nationalities and cultures it is important that the ethnicity and race agenda is integral to all we do. We know that difference of opinion, thinking style, background and culture drives new ideas and innovation, enabling sustainable business growth and commercial success, enabling a great workplace for our colleagues. In an increasingly complex and changing global market place, having a diverse and inclusive workforce will help us achieve our strategy and purpose. We are focused on attraction, retention, engagement and inclusion, ensuring everyone can fulfil their potential.


As a leading professional services firm that specialises in real estate and investment management, JLL’s diversity and inclusion strategy is an essential element of Building a Better Tomorrow, our sustainability leadership agenda. Under this, our dedicated Race for Change BAME Network advances ethnic representation working with the business to attract, retain and grow our talent. As a founding member of Changing the Face of Property, we have worked since 2012 to attract the next generation of property professionals from all backgrounds and cultures.


At KPMG our ambition is to be a magnet for the most talented people, whoever they are, regardless of gender, ethnicity, age, disability, sexual orientation, religion or socio-economic background. In 2014 we published stretch targets for ethnicity, gender, disability and sexual orientation, creating a benchmark against which we would recruit and develop our workforce. In 2017 we reached 8% of Partners are BAME and 11% for Directors, from 7% and 9% respectively in 2014. This builds on our approach of embedding Inclusion & Diversity into our culture – helping KPMG become the clear choice for our clients and our people. We believe that inclusion is both critical for a successful business, and to reflect the society we live and work in.


Lloyds Banking Group is committed to ensuring that our workforce reflects the diversity of our customer base and we were proud to be the first FTSE 100 company in February 2018 to set a public goal to increase B.A.M.E representation at senior levels as part of our Helping Britain Prosper Plan. Our ethnicity strategy is led from the top and supported by comprehensive plans to ensure we make sustainable progress, including targeted career development interventions, a robust focus on increasing visibility of B.A.M.E role models and a range of activities to build cultural awareness understanding and advocacy across our workforce.


Diversity and inclusion in Defence is critical to safeguard our nation’s security, stability and prosperity. Our success is dependent on our ability to harness the diversity of thought, skills and talents within society. We have placed a particular importance on inclusive leadership and culture, and have strong and visible commitment from across the top of Defence, as well as a thriving group of staff networks, advocates and champions to help support our people. We are proud of our progress and are committed to increasing our Black, Asian and Ethnic minority staff’s participation and progress in Defence.


It’s our ambition at RBS to be number one for customer service, trust and advocacy by 2020 and the work we do as part of our multicultural agenda is incredibly important to helping us achieve that. Whether it’s working to improve the ethnic balance of our organisation or bringing focus to the value that our people can add when they bring their whole selves to work, there is no doubt this agenda is playing a key role in helping make RBS even more representative of the customers and communities that we serve.