Booklet: Delivering Equality and Diversity

Delivering equality and diversity
booklet
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what we can do for you.
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We answer your questions, give you the facts you need and talk through
your options. You can then make informed decisions. Contact us to keep
on top of what employment rights legislation means in practice – before it
gets on top of you. Call our helpline 08457 47 47 47 or visit our website
www.acas.org.uk.
We advise and guide

We give you practical know-how on setting up and keeping good
relations in your organisation. Look at our publications on the website
or ask our helpline to put you in touch with your local Acas adviser.
Our Equality Direct helpline 08456 00 34 44 advises on equality issues,
such as discrimination.
We train
From a two-hour session on key points of new legislation or employing
people to courses specially designed for people in your organisation,
we offer training to suit you. Look on the website for what is coming up in
your area and to book a place or talk to your local Acas office about our
tailored services.
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We offer hands-on practical help and support to tackle issues in your
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Acas Delivering Equality & Diversity Text 2/3/09 16:48 Page 1
Foreword
Fairness and equality for many people is now no longer an aspiration but an
expectation. We all get on so much better in the workplace if everyone is
treated with respect and issues are dealt with fairly and as openly as
possible.
To help achieve this in the workplace it is vital that organisations not only
have a policy on equality and diversity but also know how to use it to best
effect.
Jonathan Rees, Director General of the Government Equalities Office says:
"We cannot tackle inequality if it is hidden. That is why the new Equality Bill
will ban secrecy clauses that stop people discussing their pay and allow
businesses to use positive action to tap into the widest possible talent pool.
This is important for individuals, society and the economy, particularly when
times are tough."
“Getting these issues right helps organisations improve their workplaces and
productivity which is vital especially in difficult economic circumstances” says
John Taylor Chief Executive of Acas.
This guide gives managers practical help in establishing equality in the

workplace and making the most of the opportunities to ensure employees
are treated fairly.
This advice has been developed with the support of the Equality and Human
Rights Commission.
1
Contents 8
1 About this guide 4 9
2 Review your equality policy and action plan 6

What should my equality policy look like? 6 10
Equality training 8
Key equality issues: 8
– Recruitment and selection 9 11
– Training and development 9
– Promotion 10
– Discipline and grievances 10
– Equal pay 10
– Bullying and harassment 10
– Adapting working practices 11
– Flexible working 11
3 Monitor how the policy is working in practice 12

What is monitoring and why should I do it? 12
What information should I collect? 12
How do I involve employees? 14
What questions should I ask? 15
How do I ask these questions? 15
Understanding the data – what does monitoring tell me? 16
Equality impact assessments 17
4 Take action 18
What action should I take? 18
What is ‘Positive Action’? 19
5 Appendix 1 20
Some frequently asked questions about monitoring 20
6 Appendix 2 21
Sample equality policy 21
7 Appendix 3 23
Sample monitoring form 23
2 DELIVERING EQUALITY AND DIVERSITY

8 Appendix 4 29
Equality impact assessing 29
9 Appendix 5 31
Equality and the law 31
10 Appendix 6 32
Glossary of terms 32
11 Appendix 7 34
Useful contacts and websites 34
3
About this guide

The 2004 Workplace Employment Relations Survey revealed that the majority
of workplaces have some kind of policy on equal opportunities or managing
diversity. Many of these policies are aimed at:
• protecting employees from discrimination on the grounds of sex, race,

disability, sexual orientation, religion or belief and age
• promoting the diversity of the workforce

• responding to changing demographics and working patterns – for
example, many employers use flexible working to meet customer demands
and retain valuable employees with caring responsibilities.
Your equality policy reflects your commitment to equal opportunities. It is

your promise to treat all employees, and potential employees, fairly and
considerately. To make sure that your promise becomes a reality we
recommend that you:
1. Review your existing equality policy and action plan – or write a

new policy if you don’t have one.
2. Monitor how the policy is working in practice – this is the critical

stage in delivering equality in the workplace.
3. Take action, where it is needed, to address inequality or promote

diversity.
This guide takes you though each of these stages. It also has a useful
question and answer section, along with a sample equality policy and
monitoring form.

Monitoring is the key to delivering diversity

1
The Equality Policy sets out your commitment to promote equality and
diversity in areas such as recruitment, training and pay to tackle
discrimination. It is backed up by an action plan.
Monitor your policy and action plan. Are they working in practice?
YES NO
Keep reviewing your policies Why is this so?

and monitoring for any An equality impact assessment
changes in the future. may help you to find the answer.
Take action:
Encourage more people to
apply for posts by considering
part-time working or
job-sharing
Advertise widely to attract a

diverse workforce
Work with the community and

offer opportunities to students
Review the targets in your

action plan.
ABOUT THIS GUIDE 5

Review your equality policy

and action plan
The starting point for any programme Your equality policy should:
to address fairness at work is an
have the support of
equality policy with an action plan to
everyone in the organisation
back it up. If you do not have an
equality policy there is a sample be part of the business
policy at Appendix 1 to help get you strategy
started. Your action plan should be developed in consultation
always include a stage to review your with employees and their
policy and check the action points representatives
are working effectively – see the have commitment from the
section on ‘Monitoring’ p12. very top of the organisation
be promoted widely and
circulated to all employees
What should my equality
and job applicants
policy look like?
The opening section of your policy
You should then identify the areas of
should contain:
discrimination that you will counter,
usually:
• a statement of your aim to
encourage, value and manage
diversity • gender (including sex, marriage,
pregnancy, gender re-assignment)
• your commitment to providing • race (including ethnic origin,

equality for all
colour, nationality and national
origin)
• your wish to attain a workforce
that is representative of the
communities from which it is • disability
drawn to secure the widest pool of
talent possible. • sexual orientation and civil
partnership
• religion or belief
• age.

All of these are covered by law. • consider targets for action points
There may be other categories that that result from what you find from
are relevant to your organisation or monitoring, such as:
local circumstances. – increasing the number of
management jobs open to job 2
State that you will aim to create a sharing to allow more women
working environment in which: to do them
• all people are able to give of their – interviewing more disabled

best people
• there is no harassment and – changing the way you

bullying advertise to attract more
people from minority ethnic
• all decisions are based on merit. groups
Many companies choose to have a
separate policy concerning • consider whether positive action is
appropriate
harassment and bullying. There is a
sample equality policy at Appendix 1,
p20. • set your measures of success –
how you will evaluate them and
how and when will you review the
What about the action plan?
overall working of your policy?
Your action should go into detail
about what will be done, by when
and by whom. You should:
• set dates on when you will do the

things such as monitoring,
reviewing procedures, and training
• expand on how these will be done

and by whom
• say how you will tackle

harassment and bullying
REVIEW YOUR EQUALITY POLICY AND ACTION PLAN 7

Equality training Key equality issues

Equality should be an integral part of Fairness at work should apply to an
all the training you do – whether it’s employee throughout their working
training for recruitment, appraisal, life: from recruitment and selection
selection for promotion, supervision, right through to retirement. The table
or resource allocation. on the next page provides good
practice advice for some key equality
There may also be a need for issues.
specific equality training. You will
want to make all your staff aware of When you come to monitor how well
your equality policy and what it your equality policy is working in
means for them as employees. practice (see p12) you will need to
ask questions about these issues.
Your equality training programme For example, who:
should provide:
an explanation of your approach • have you recruited?
to equality and why it is important
the business case for equality • have you trained?
the law and what this means in
practice • have you promoted?
the roles and responsibilities of
staff in making the policy work
• is making grievances?
your policy for dealing with • is leaving?
bullying and harassment
written materials to reinforce the • is absent?
training
In the public sector it is a legal
specialist guidance for staff who
requirement to monitor race,
recruit, select, appraise etc
disability and gender in your
the chance for staff to raise workforce.
their concerns.
For the training to be fully effective it

should be conducted by either an
HR professional, if you have one
within your business, or a senior
member of management who is
familiar with equality matters or has
been trained in them. Alternatively
you may seek assistance from
external trainers.

Key equality issues

Issue: Good practice advice:
Recruitment • A good job description should be concise and
and induction straightforward and include: the title of the job, the aim 2
of the job, the main tasks and who the employee will
see the work with
Acas guide • A person specification should link to the job description
Recruitment and give the skills, experience and knowledge a
and induction person needs
• Be explicit with your use of language: ‘needs to reach
and bend to pick items from shelves’ is better than
‘needs to be physically fit’, and ‘needs to give clear
information to clients by phone’ is better than ‘needs a
good command of spoken English’
• Job adverts should state that you welcome applications
from all sections of the community
• Remember that terms like ‘mature person’ or ‘young
graduate’ in your job adverts may be discriminatory
• Your application forms should ask whether a candidate
has a disability as you may need to make special
arrangements for the interview
• To avoid prejudice or bias more than one person should
carry out the sift. Review the process at the end of the
sift to check points have been awarded on the
evidence alone
• At interview do not ask questions of a personal
nature – eg about marital status, sexual orientation or
gender identity
• Before appointing a person to the job, you will need to
check their eligibility to work in this country under the
Asylum and Immigration Act (1996).
Training and • All staff should have the same access to training –
development regardless of whether they are part-time or full-time
• Be flexible about your training – residential training may
not suit those with caring responsibilities or those who
work from home.

Key equality issues

Promotion • Promotion opportunities should be advertised to all staff
• Ask the same questions to internal and external
candidates – it may be discriminatory not to.
Discipline and • Your equality policy should state that any breaches of
grievances the policy will be dealt with through your disciplinary
procedure.
Equal pay • An equal pay audit may help to make sure men and
women are getting equal pay
see the Acas
guide Pay
• Your employees are entitled to know how their pay is
made up – for example, how are bonuses earned?
systems
• The Equal Pay Act covers the right of women to equal
pay with men for equal work, both for full-time and
part-time employees.
Bullying and • Your organisation should have a clear management

harassment commitment to prevent unacceptable behaviour at work
See the Acas

• Your policy should explain that:
- harassment occurs when ‘someone engages in
guide
unwanted conduct which has the purpose or effect of
Bullying and
violating someone else’s dignity or creating an
harassment –
intimidating, hostile, degrading, humiliating or offensive
a guide for
environment’
managers and
employers - harassment may include offensive jokes, personal
insults, persistent criticism, unwanted physical contact
or ‘freezing’ someone out
- harassment and bullying at work can cause fear,
stress, anxiety and physical sickness amongst
employees. It may also put a heavy strain on personal
and family life. It can lead to increased absenteeism,
an apparent lack of commitment, poor performance
and even resignation
- it is not the intention of the perpetrator which defines
a particular type of harassment but the effect it has on
the recipient.

Key equality issues

Adapting • The Disability Discrimination Act requires you to make
working ‘reasonable adjustments’ to the working environment to 2
practices give employees or potential employees with disabilities
equal opportunities. If you have employees with
disabilities ask them about changes that might help
them. This might mean:
- providing an adequate, ergonomic chair
- providing a power-assisted piece of equipment, or
- changing hours to ease travel to and from work.
Reasonable adjustments also include re-deploying an
employee to a different type of work if necessary.
• Many employers respond sensitively to the religion or
beliefs of their employees and provide prayer rooms,
time off to observe religious festivals, flexible dress
policies etc.
Flexible • Consider different forms of flexible working – such as

working – job sharing, part-time working, flexible hours,
homeworking and annualised hours. Can they help you
See the Acas to maximise available labour and improve customer
guide Flexible service?
working and • A trial period might be a good way of testing if a form of
work-life flexible working is right for you and your employees.
balance
Where parents of children and carers of adults are entitled
to apply for flexible working, you are obliged to give
serious consideration to these requests.

Monitoring
What is monitoring and why Answering this question is at the
should I do it? heart of monitoring equality.
The purpose of monitoring is to
enable you to examine how your
policy and action plan are working. If
What information should I
they are not working well you need collect?
to ask yourself ‘why?’ and do Only collect information you are
something to put it right. going to use. Collecting information
for its own sake is pointless and will
not help your planning or decision-
Monitoring involves: making. Most organisations will try to
collect information based around the
1. gathering individual personal current UK equality legislation. This
information on the diversity of protects people from discrimination
your potential recruits or on the grounds of:
existing employees
2. comparing and analysing this

• gender
against:
• race
• other groups of employees
in your company • disability
• jobseekers in your local • sexual orientation
community
• the broader national labour • religion or belief
market.
• age.
It is unlikely that you will find exactly The table on pages 13 and 14 sets
the same proportions of men and out the legal position regarding
women or other groups. Monitoring monitoring and gives you some
is about looking for significant useful good practice pointers.
differences between groups or
identifying trends over periods of
time then asking yourself the
question, why is this so?

Legal position Good practice pointers

Race and Legal requirement for • Do your employees know why
ethnicity public bodies to monitor you are asking them about
ethnicity. ethnicity?
Use the ethnic groupings • Have you explained what you
set out in the 2001Census mean by ‘ethnicity’?
standards as a minimum
3
(see Appendix 2).
Gender Legal requirement for • Are there more of one sex in

public bodies to monitor certain jobs?
gender – male and • Flexible working can help to
female. promote gender equality.
The law also protects
married people, and
those in civil
partnerships, against
discrimination.
Gender Not a legal requirement • Do not monitor if a trans person

identity to monitor. is likely to be identified.
Disclosure of a person’s • Do not monitor if you consider
gender reassignment is there is animosity in your
a criminal offence. workplace to trans people.
• If monitoring is carried out,
confidentiality should be
guaranteed.
Disability Legal requirement for • Don’t make assumptions about

public bodies to monitor a person’s capabilities – talk to
disability. them.
You are required to • Maintain confidentiality – many
make reasonable disabled people do not want to
adjustments to help a disclose their disability.
disabled person give
their best.
• In some cases you can
discriminate in favour of a
disabled person when recruiting
(see EHRC guidance).
MONITORING 13
Legal position Good practice pointers

Sexual Not a legal requirement • Are there any unvoiced barriers
orientation to monitor. that prevent gay and lesbian
Acas research shows colleagues giving their best or
discrimination on the accessing opportunities?
grounds of sexual • Make sure you don’t
orientation is common – inadvertently identify gay or
see our website. lesbian people.
• Make sure your workplace
environment is inclusive of
gay/lesbian people.
Religion Not a legal requirement • Consider some awareness

and belief to monitor. training in faiths and beliefs.
Acas research show • Review your dress policy –
discrimination on some employees may wish to
religious grounds does manifest their faith or beliefs in
occur (see our website). the way they appear.
Age Not a legal requirement • Monitor agreed age bands and

to monitor. not individual ages.
• Focus on training and
development opportunities.
How do I involve my Some employees may feel

employees? uncomfortable about filling in
Involve your trade union equality reps monitoring forms. You can allay their
or staff council in persuading fears by explaining that the
employees of the benefits of monitoring process is solely
monitoring. They are valuable designed to make your equality
partners. If you do not have a policy a reality (see FAQ on p20).
representative group in your
organisation, then consider setting Encouragement of staff who refuse
up a working group that can take on to complete the form or those who
board the views of employees. select the “prefer not to say” box is
always good practice but there is
little to be gained through
compulsion.

What questions should I ask? Preparation is the key to effective

You need to monitor your employees monitoring. You need to:
at every stage of their employment Explain to staff why you are
life: from recruitment right through to monitoring
retirement. This means asking who:
Decide on the best way to
communicate your message
• applies to work for you? – eg magazine articles,
intranet site 3
• you interview and who you finally
recruit? Provide a point of contact if
employees have concerns
• you promote? Select a senior manager or
member of staff to champion
• you train and in what work areas? the monitoring process
Encourage external recruits
• takes out grievances at work? to complete the monitoring
form
• you discipline and what for? Reassure staff that all
information collected will
• is absent or sick and for what remain strictly confidential.
reasons?
• you dismiss?
• leaves the organisation?
How do I ask these will only be used for equality

questions? monitoring and not for short-listing.
Ask applicants for monitoring data
on a sheet that can be detached All applicants must be treated fairly
from the application form. That way at the point of selection and
the information can be kept separate choosing someone because they are
from the selection process. It should from a particular group or a particular
be made clear that the information sex is unlawful discrimination.
MONITORING 15
To get an accurate picture of your

organisation and to identify any
• all information will be treated as
strictly confidential.
inequalities you will also need to
monitor the existing workforce. Sometimes it may be more
Once again, explain your reasons for appropriate to monitor anonymously.
monitoring. Make it clear that: For example, a small company may
find it difficult to ensure confidentiality
• you are trying to ensure that every or an issue may be too sensitive. You
employee has the same access to can use a staff attitude or customer
training, promotion and other satisfaction survey for this purpose.
opportunities
Understanding the data –

what does monitoring tell me?
Monitoring is about making It is important to bear in mind that
comparisons between groups of any difference in itself is not bad,
employees or recruits and, if there is indeed it would be more surprising if
a real difference, asking the question all the figures were the same!
“why is this so?”.
Scenario 1
Williams and Co, a call centre operation, recruited for 30 new posts and
interviewed 200 people who were equally split between men and women.
20 men and 10 women were offered appointments.
• Male success rate 20/100 (as a percentage) = 20%

• Female success rate 10/100 (as a percentage) = 10%
• 4/5ths of highest success rate = 16%
In the example, there is significant disparity because the female success
rate (10%) is less than four-fifths the male success rate (16%). Further
investigation is needed to understand this difference. But remember, there
may be entirely reasonable and non-discriminatory reasons for this
difference. Do not jump to conclusions!

A widely used rule of thumb to that you have recruited more men
assess difference is known as the than women, EIAs can tell you why
‘four-fifths rule’. The four-fifths rule this is happening.
suggests that if any group is less
than four-fifths of the rate of the EIAs are a legal requirement for
group with the highest success rate, public bodies for race, disability and
it may be indicate bias. gender (but it is also good practice
to use them for sexual orientation,
The four-fifths rule can be used at religion and belief and age). Use 3
each stage of a selection process to them to monitor:
identify any particular difference. It is
not intended to be an absolute • your polices – in other words, how
measure, but is a simple and easy you do things
way to measure whether the
differences in rates are worth • your services and products.
investigating further. Some small
firms may find it more practical to Remember to focus on the
use their judgement rather than experiences of your employees and
relying on this calculation. customers.
Appendix 4 tells you how to carry

Equality impact assessments out an equality impact assessment.
Equality impact assessments (EIAs)
are a way of getting to the root
causes of any inequalities. They can
be used proactively at any stage to
alert you to the kind of differences
found at Williams and Co (scenario
1, p16). Rather than just telling you
MONITORING 17
Take action
What action should I take? Take action:
If you find that your organisation is Encourage more people to
not representative or it appears that apply for posts by considering
sections of your workforce are not job-sharing and part-time
progressing within the company, do working
not impose rapid, false solutions.
Advertise widely to attract a
Keep in mind that equality is always diverse workforce
about finding the most suitable Publish recruitment results
person for the job. internally where appropriate
– it will help promote
Look at your recruitment and transparency
selection procedures. Is one group Maintain confidentiality –
benefiting at the expense of another? individuals should not be
Does any particular group appear to identified
be disadvantaged? Offer work experience
opportunities or mentoring
If monitoring shows that people from for students
some groups do not appear to
Work with community
succeed as well as others within
groups and arrange local
your business:
sponsorships
• review your procedures and Consider ‘Positive Action’ –

practices see below.
• consider taking legal Positive

Action (see below).

What is ‘Positive Action’? • better complete application forms

Equality legislation allows you in
limited circumstances to take • develop interview techniques
Positive Action to tackle the marked
levels of historical under- • develop confidence or
representation of women/ethnic assertiveness
minorities and other groups in
particular occupations or • retrain employees whose skills
professions, eg, senior management. have become rusty or out-of-date
Monitoring can help you identify
under-representation. • develop management skills to 4
encourage women/ethnic
This means you can encourage minorities to apply for promotion
applications for jobs or promotion
from specific sections of the • provide career counselling and
community that are under- guidance for working women, or
represented in your workforce as a those wishing to return to work.
whole or at particular levels, like the
example below of Green and Co. It does not allow you to positively
discriminate, ie, to recruit or promote
You can also provide training people on the basis of, for example,
courses for specific groups to: their gender or race. It is important
that no favouritism is shown or help
• develop skills to the required level given during the actual recruitment or
to compete for jobs and promotion promotion process. All help must
opportunities stop as soon as a vacancy is
advertised.
Scenario 2
Green and Co, a transport company, see from their internal monitoring
processes that the company has a mature age profile with
disproportionately few workers under 40. Not wanting to miss out on the
talents of all the local community, they include a statement in their next
adverts saying “We welcome applications from everyone irrespective of
age but, as we are under-represented by people under 40, would
especially welcome applications from these jobseekers. Appointment will
be on merit alone”. They also support this with a story in the local paper
and consequently attract an increased range of job applicants.
TAKE ACTION 19
Appendix 1: Some frequently asked

questions about monitoring
Q Why should I monitor?
A A successful workplace utilises the full abilities and attributes of all
employees based on their competence, not who they are. To ignore this
is to put you at a potential commercial disadvantage. Discrimination is
totally unacceptable and must be eliminated.
Suspicions, perceptions and rumour are not enough to persuade any
organisation to change the way it works. There is a famous phrase,
“what gets measured gets done!” Only real evidence is a driver for
change and this is why you should monitor your workforce.
Q Is monitoring an invasion of my privacy?

A It may be perceived in this way, but monitoring is always confidential and
your details will not be made available to unauthorised people. Such data
will only be used to ensure your organisation lives up to its equality policy.
Q Why bother, nothing changes anyway?

A We need to make ensure equality is a reality in workplaces and any
failings in the past must not prevent us from striving to get it right.
Effective monitoring helps you make sure that as many employees as
possible benefit from your equality policy.
Q What difference does it make? If you practise equality, it shouldn’t

matter what I am?
A It shouldn’t and that is what we are working to overcome. We all have a
heritage and different personal circumstances that affect how we
perceive the world around us and how it perceives us. These
perceptions, real or otherwise can become barriers to us. Monitoring is
the best way of removing these barriers.
Q Will monitoring mean that employers will positively discriminate in

favour of under-represented groups to meet their own equality targets?
A No, this will not happen. Positive discrimination is illegal. Where
employers identify under-represented groups they should ask “why is
this so?”. There may well be very good reasons for it that are not to do
with discrimination or access issues.

Appendix 2:
Sample equality policy
(Company name) is committed to eliminating discrimination and encouraging
diversity amongst our workforce. Our aim is that our workforce will be truly
representative of all sections of society and each employee feels respected
and able to give of their best.
To that end the purpose of this policy is to provide equality and fairness for
all in our employment and not to discriminate on grounds of gender, marital
status, race, ethnic origin, colour, nationality, national origin, disability, sexual
orientation, religion or age. We oppose all forms of unlawful and unfair
discrimination. 5
All employees, whether part-time, full-time or temporary, will be treated fairly

and with respect. Selection for employment, promotion, training or any other 6
benefit will be on the basis of aptitude and ability. All employees will be
helped and encouraged to develop their full potential and the talents and
resources of the workforce will be fully utilised to maximise the efficiency of
the organisation.
Our commitment:
• To create an environment in which individual differences and the

contributions of all our staff are recognised and valued.
• Every employee is entitled to a working environment that promotes dignity

and respect to all. No form of intimidation, bullying or harassment will be
tolerated.
• Training, development and progression opportunities are available to all

staff.
• Equality in the workplace is good management practice and makes sound

business sense.
• We will review all our employment practices and procedures to ensure

fairness.
APPENDIX 2 21
• Breaches of our equality policy will be regarded as misconduct and could

lead to disciplinary proceedings.
• This policy is fully supported by senior management and has been agreed
with trade unions and/or employee representatives. (Insert details if
appropriate).
• The policy will be monitored and reviewed annually.

Remember – without an action plan with regular reviews to back it up, no
matter how well-written your policy, there is no means of ensuring it has any
impact.

Appendix 3:
Framework monitoring form
How to use this form
Each section of this form contains an explanation of the specific issues that
affect the equality area concerned. These are similar but with key differences.
They help set the scene with staff and applicants and explain why you are
gathering this information. Each section then has a set of recommended
questions.
You can use the whole form or only use particular sections of it to
construct your own monitoring form tailored to your company
requirements.
Monitoring form
Employee Pay Number ----/------ (please enter)
Our guidance throughout recognises that monitoring is strictly confidential

but not anonymous. Pay numbers are a way to identify employees for
monitoring purposes to ensure fairness and access to opportunity. 7
Monitoring ethnicity
The following sets out categories for monitoring ethnicity. We ask you to
respond to this information request positively as it will help us ensure that our
policies and practices do not inadvertently discriminate against you because
of your ethnicity.
(company name) assures you that any information you provide here will only
be used to monitor the effectiveness of our policies and we will take steps to
ensure this information remains confidential to a limited number of staff in our
HR directorate.
APPENDIX 3 23
Monitoring questions:
How would you describe yourself?
Choose ONE section from A to E, and then tick the appropriate box
A Asian or Asian British
Bangladeshi
Indian
Pakistani
Any other Asian background, please write in box
B Black or Black British

African
Caribbean
Any other Black background, please write in box
C Chinese or other ethnic group

Chinese
Any other, please write in box
D Mixed Heritage
White and Asian
White and Black African
White and Black Caribbean
Any other Mixed background, please write in box
E White
British
English
Irish
Scottish
Welsh
Any other White background, please write in box
F Prefer not to say

Disability monitoring
To make positive changes, (company name) wants to address the different
barriers faced by disabled people. Many people who do not consider
themselves to be disabled may be covered by the Disability Discrimination
Act 1995 (DDA) because they have a health condition that has an impact on
their lives.
What do we mean when we say disability?
• Do you have a physical or mental impairment or long-term health

condition?
• Is this expected to last, or has it lasted, for a year or longer?

• Does this make it difficult for you to do the things that most people do on
a fairly regular and frequent basis?
If so, you may have rights under the Disability Discrimination Act. This
includes people who are receiving treatment or using equipment (except
glasses or contact lenses) that alleviates the effects of an impairment or a
condition, people with an impairment or condition that is likely to recur,
people who have conditions that will get worse over time and people with 7
severe disfigurements.
Employees with a disability or health condition are entitled in law to

‘reasonable adjustments’ to address their needs for support in the
workplace. Therefore we are interested in any disability or health condition
that may require a reasonable adjustment to overcome any such barriers.
Do you consider yourself to have a disability or a long-term health

condition? Yes/No
What is the effect or impact of your disability or health condition?
Prefer not to say
APPENDIX 3 25
If you would like to discuss your response, or are unsure of the types of
reasonable adjustment that might be possible, please contact your manager
who is trained to help and support you.
(Company name) is committed to creating an environment where barriers are

removed for disabled people and they can give of their best to succeed in
our organisations.
(Company name) gives a commitment that this information will remain

confidential within HR.
Gender monitoring
Concentrations of either men or women into certain jobs, the impact of family
commitments are some reasons why men and women experience the
workplace differently. Gender monitoring is key to ensuring that all employees
have access to the same opportunities and (company name) is committed to
work at achieving this.
Monitoring question:
Would you describe yourself as:

Male? Female? Prefer not to say
Gender identity
(company name) is committed to ensuring that people whose gender
presentation may have changed (or is changing) are protected in our workplace.
The 2004 Gender Recognition Act gives a person who has made the
transition from one gender to the other, and has applied for legal recognition,
enhanced privacy rights. To enable us to ensure that our policies and
practices do not work against transgender colleagues, we ask you to
complete the following:
Is your gender identity the same as the gender you were assigned
at birth? Yes/No
Do you live and work all the time in the gender role opposite to
that assigned at birth? Yes/No
Prefer not to say

Sexual orientation
Monitoring sexual orientation in our staff and in our recruits is a significant
step towards acknowledging gay, lesbian and bi sexual staff within (company
name).
(Company name) seeks to become an exemplar employer and make sure

our processes and practices are fair to all staff.
Please help us and do this by completing the following questions around

your sexual orientation.
What is your sexual orientation?

Bisexual
Gay man
Gay Woman / Lesbian
Heterosexual / Straight
Other
Prefer not to say 7
(Company name) will only use this information for ensuring its staff policies
work fairly for all and that your sexual orientation does not count against you.
We will ensure in any analysis that is made public that it will not be possible
to identify you.
Age monitoring
We all have an age. Age discrimination regulations in the workplace are
designed to ensure that you are judged only by your abilities and not your
age. Greater experience does not always associate itself with greater ability
and neither does older age and inability to learn new skills. By monitoring
age we seek to uncover these and other assumptions in the way we work in
(company name).
We intend to set up a database to review and adjust annually for age. To

help us confirm your age please state your date of birth.
APPENDIX 3 27
What is your Date of Birth? _ _ /_ _ /_ _ _ _ (dd/mm/year or age

bands – see Acas guidance on Age and the workplace)
Religion and belief

Whether or not you have a religion and what you do or don’t believe in is
likely to make difference to you and how you perceive the world. These
perceptions are carried across into our workplaces.
It is said by some that what you do or don’t believe is a private matter that
should have no effect on your job. It is indeed a private matter but it would
be disingenuous to say that it had no effect on your employment. For
example, (company name) running training events or promotion panels
during periods of religious fasting for some colleagues may well place them
at a disadvantage in these instances.
(Company name) is committed to ensuring fairness and equal access to all

employees whatever their faith or beliefs.
Below is a list of religions that are the most commonly found in Britain. They
are listed in alphabetical order and not intended to signify rank in terms of
importance, furthermore we acknowledge that the list is not exhaustive and if
your religion is not specifically listed then we ask you not to take offence as
none was intended.
Please tick the box that best describes you:

Buddhist
Christian
Hindu
Jew
Muslim
Sikh
Other Religion or Belief (please state)____________________________
No Religion
Prefer not to say

Appendix 4:
Equality Impact Assessing
What is it?
Equality impact assessments are a way of examining what effect your
policies (ie, the way you do things) and your services or products may have
on the people who experience them.
Assessments are based on evidence. This can be from monitoring data,

discussion and feedback from colleagues or various groups, staff and
customer feedback and many other sources.
Principles
Equality Impact Assessments are always based on four key questions, these are:
(1) What is the purpose of the policy (or service/product)?

(2) How is it seeking to achieve this?
(3) Who benefits and how?
(4) What are any associated aims attached to the policy?
Applying the principles

Being clear regarding the purpose of the policy at question 1 is the most 8
important part of the assessment. It is the purpose that you will be seeking
to measure (impact assess) so you need to be sure this is the right one!
You are measuring your answer to question 1 by gathering evidence to the

answer to question 2. This is about the way your policy (or service) works in
reality. It will involve you in examining the delivery path of the policy or service.
Question 3 is asking you what evidence you have (or need to gather). It looks
at people’s experience of consuming the policy or service. The word ‘benefit’
is meant to mean those who experience the service or policy as intended at
question 1. By looking at who benefits you may find some groups do not
benefit as much as might have been intended.
The final question takes into account that policies rarely operate in isolation
and that you need to take account of the influence one policy may have over
another.
APPENDIX 4 29
Involvement
Throughout an equality impact assessment you will need to consult and
involve others, both colleagues as employees and customers as service
users.
Involving others in the assessment will help to ensure that there is consensus
regarding the purpose of policies and avoid your own value judgements
influencing your findings.
Decision-making
Your findings at question 3 may point to some groups who have experienced
your policy or service in an unwanted or less beneficial way. Applying the four
fifths rule may give you an indication as to the importance of this difference,
as not all difference is bad.
Where you have identified difference, you have three options:
(a) Stop what you are doing!

(b) Adjust your policy or service/product to remove any identified barrier to
those who do not benefit sufficiently.
(c) Continue with your policy or service and seek to justify the difference and
potential discrimination as a proportionate response to a legitimate aim.
Publishing
Finally it is good practice to be transparent regarding your assessments and
publish them in a format that is easily readable to all interested people. Public
organisations have a legal requirement to publish their assessments
regarding disability, gender and race. An organisation’s Annual Reports and
Website are effective ways to publish your assessments.

Appendix 5:
Equality and the law
There are several pieces of legislation that combat discrimination and
promote equal opportunities and diversity. These are:
• Equal Pay Act 1970

• Sex Discrimination Act 1975 (as amended)
• Race Relations Act 1976 (as amended)
• Disability Discrimination Act 1995 (as amended)
• Employment Rights Act 1996
• Employment Act 2002
• Employment Equality (Religion or Belief) Regulations 2003
• Employment Equality (Sexual Orientation) Regulations 2003
• Employment Equality (Age) Regulations 2006
• Work and families Act 2006
9
• The Equality Act 2006
• The Equality Act (Sexual Orientation) Regulations 2007
Guidance on the legislation can be obtained from the Equality and Human
Right Commission (EHRC) and further general guidance on good practice in
the workplace from Acas. The EHRC address is in Appendix 7.
APPENDIX 5 31
Appendix 6:
Glossary of terms
Disability: A disabled person is described in the Disability Discrimination Act
of 1995 as one who has a physical or mental impairment which has a
substantial and long-term adverse effect on his or her ability to carry out
normal day-to-day activities.
Diversity: Diversity is about recognising, valuing and taking account of

people's different backgrounds, knowledge, skills, and experiences, and
encouraging and using those differences to create a productive and effective
workforce.
Ethnicity: A strict definition of an ethnic group is a group regarded as a

distinct community by virtue of certain essential characteristics – a shared
history which distinguishes it from other groups and a cultural tradition of its
own. Sikhs and Gypsies are examples. However, it has come to have a
broader meaning and the expression ‘ethnic monitoring’ is used in reference
to groups defined by colour, race or national origin as well.
Gender: The word 'gender' is often used in place of the word 'sex' in
equality issues. 'Gender' does not appear in legislation (except for 'gender
re-assignment' - see below) but 'sex discrimination' and 'gender
discrimination' are generally interchangeable.
Gender Reassignment: Gender re-assignment is a process undertaken

under medical supervision for the purpose of reassigning a person's sex by
changing physiological or other characteristics of sex. The Sex Discrimination
Act was extended in 1999 to make it unlawful to discriminate in employment
on the grounds of an employee intending to, undergoing or having
undergone, gender reassignment.
Genuine Occupational Requirements: The Sex Discrimination Act and the

Race Relations Act and the Religion or Belief Regulations and the Sexual
Orientation Regulations allow for circumstances where a person's sex,
racial group, religion or sexual orientation is a genuine requirement for a
particular job.

Harassment: Behaviour which is unwelcome or unacceptable and which

results in the creation of a stressful or intimidating environment for the victim
amounts to harassment. It can consist of verbal abuse, racist jokes,
insensitive comments, leering, physical contact, unwanted sexual advances,
ridicule or isolation.
Liability: Employers have legal liability for any act of discrimination (including
harassment) carried out by their employees unless the employer can show
that they have taken all reasonably practicable steps to prevent it.
Quotas: It is unlawful to select a person for a job on the basis of their

gender or race in order to achieve a fixed quota of employees of that gender
or race.
Sexual orientation: Whether a person is attracted to people of their own

sex, the opposite sex or both sexes. Assumptions and perceptions of a
person's sexual orientation are also covered by law.
Targets: These can be percentages of underrepresented groups that

employers aim to achieve in the make up of their workforce as part of their
equality action plan. It is unlawful to use a target as a reason for selecting
someone, but it is not unlawful to take steps to get more qualified applicants
from particular groups (see 'Positive Action' in Employment Practices
section).
Transsexual: A person with gender dysphoria who feels a consistent and

overwhelming desire to live their life in the gender that is opposite to that
assigned to them at birth.
Victimisation: If a person has made or is making an accusation of

discrimination in good faith, it is unlawful to discriminate against them for
10
having done so, or because they intend to do so or it is suspected that they
intend to do so.
APPENDIX 6 33
Appendix 7: Useful Contacts and

websites
Acas National Other useful websites
22nd Floor www.businesslink.gov.uk
Euston Tower www.direct.gov.uk
London NW1 3JJ
Website: www.acas.org.uk BERR
Helpline: 08457 47 47 47 Website covers in detail the points of
employment law including equality
Equality and Human Rights legislation and a good section on
Commission maternity rights. BERR is also
The Equality and Human Rights responsible for small business issues.
Commission champions equality and Website: www.berr.gov.uk
human rights for all, working to
eliminate discrimination, reduce Multi-faith net
inequality, protect human rights and This is a website detailing the cultural
to build good relations, ensuring that differences and customs of different
everyone has a fair chance to religions. Can help employers
participate in society. understand the different
Website: requirements of various religions.
www.equalityhumanrights.com Website: www.multifaithnet.org
Acas Equality Direct Helpline Stonewall

Tel: 08456 00 34 44 Works to achieve legal equality and
Website: social justice for lesbians, gay men
www.acas.org.uk/index.aspx? and bisexual people.
articleid=454 Website: www.stonewall.org.uk
Age Positive
A government supported employer
focused initiative to promote good
practice on age issues at work.
Website: www.agepositive.gov.uk

Office for National Statistics Trades Union Congress

The official UK statistics site Congress House
Website: www.statistics.gov.uk Great Russell Street
London WC1B 3LS
Redundancy Payments Service Website: www.tuc.org.uk
Advice line that will help employers Tel: 020 7636 0632
calculate the levels of redundancy
payments due to employees. The Confederation of British
Tel: 0500 848 489 Industry
Centre Point
Human rights and Public Law 103 New Oxford Street
Telephone Advice Line London WC1A 1DU
To help employers with the Human Website: www.cbi.org.uk
Rights Act.
Tel: 020 7395 8247
Tel: 0808 808 4546
Chartered Institute of Personnel
Information Commissioner's Office and Development
For information on the Data IPD House
Protection Act. 35 Camp Road
Wycliffe House Wimbledon
Water Lane London SW19 4UX
Cheshire SK9 5AF Website: www.cipd.co.uk
Website: www.ico.gov.uk
Tel: 01625 545700
Federation of Small Businesses

Head Office
Whittle Way
Blackpool Business Park
Blackpool
Lancashire FY4 2FE
Website: www.fsb.org.uk 11
Tel: 01253 336000
APPENDIX 7 35
Notes

Information in this booklet has been revised up to the date of the last
reprint – see date below.
Legal information is provided for guidance only and should not be

regarded as an authoritative statement of the law, which can only be
made by reference to the particular circumstances which apply.
It may, therefore, be wise to seek legal advice.
Acas aims to improve organisations and working life through better

employment relations. We provide up-to-date information, independent
advice, high quality training and we work with employers and
employees to solve problems and improve performance.
We are an independent, publicly-funded organisation and

many of our services are free.
March 2009
Acas main offices
Acas National Scotland

22nd Floor, Euston Tower, 151 West George Street, Glasgow G2 2JJ
286 Euston Road, London NW1 3JJ
South East
East Midlands Cygnus House, Ground Floor
Lancaster House, 10 Sherwood Rise, Waterfront Business Park, Fleet,
Nottingham NG7 6JE Hampshire GU51 3QT
East of England Suites 3-5, Business Centre,

Acas House, Kempson Way, Suffolk 1-7 Commercial Road, Paddock Wood,
Business Park, Bury St Edmunds, Kent TN12 6EN
Suffolk IP32 7AR
South West
London The Waterfront, Welsh Back,
23rd Floor, Euston Tower, Bristol BS1 4SB
286 Euston Road, London NW1 3JJ
Wales
North East 3 Purbeck House, Lambourne Crescent,
Cross House, Westgate Road, Llanishen, Cardiff CF14 5GJ
Newcastle upon Tyne NE1 4XX
West Midlands
North West Apex House, 3 Embassy Drive,
Commercial Union House, Edgbaston, Birmingham B15 1TR
2-10 Albert Square, Manchester M60 8AD
Yorkshire & Humber
Pavilion 1, The Matchworks, Speke Road, The Cube, 123 Albion Street,
Speke, Liverpool L19 2PH Leeds LS2 8ER
www.acas.org.uk
Helpline
Ref: B16
08457 47 47 47
08456 06 16 00 08457 38 37 36
helpline for Minicom users Acas customer services team for details
of training and services in your area
08456 00 34 44
for questions on managing 08702 42 90 90
equality in the workplace for ordering Acas publications

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Delivering equality and diversity

We advise and guide

We work with you

Jonathan Rees, Director General of the Government Equalities Office says:

This guide gives managers practical help in establishing equality in the

1 About this guide 4 9

2 Review your equality policy and action plan 6

3 Monitor how the policy is working in practice 12

2 DELIVERING EQUALITY AND DIVERSITY

About this guide

• protecting employees from discrimination on the grounds of sex, race,

• promoting the diversity of the workforce

Your equality policy reflects your commitment to equal opportunities. It is

1. Review your existing equality policy and action plan – or write a

2. Monitor how the policy is working in practice – this is the critical

3. Take action, where it is needed, to address inequality or promote

4 DELIVERING EQUALITY AND DIVERSITY

Monitoring is the key to delivering diversity

Keep reviewing your policies Why is this so?

 Advertise widely to attract a

 Work with the community and

 Review the targets in your

ABOUT THIS GUIDE 5

Review your equality policy

• your commitment to providing • race (including ethnic origin,

6 DELIVERING EQUALITY AND DIVERSITY

• all people are able to give of their – interviewing more disabled

• there is no harassment and – changing the way you

• set dates on when you will do the

• expand on how these will be done

• say how you will tackle

REVIEW YOUR EQUALITY POLICY AND ACTION PLAN 7

Equality training Key equality issues

For the training to be fully effective it

8 DELIVERING EQUALITY AND DIVERSITY

Key equality issues

REVIEW YOUR EQUALITY POLICY AND ACTION PLAN 9

Key equality issues

Bullying and • Your organisation should have a clear management

See the Acas

10 DELIVERING EQUALITY AND DIVERSITY

Key equality issues

Flexible • Consider different forms of flexible working – such as

REVIEW YOUR EQUALITY POLICY AND ACTION PLAN 11

2. comparing and analysing this

12 DELIVERING EQUALITY AND DIVERSITY

Legal position Good practice pointers

Gender Legal requirement for • Are there more of one sex in

Gender Not a legal requirement • Do not monitor if a trans person

Disability Legal requirement for • Don’t make assumptions about

Legal position Good practice pointers

Religion Not a legal requirement • Consider some awareness

Age Not a legal requirement • Monitor agreed age bands and

How do I involve my Some employees may feel

14 DELIVERING EQUALITY AND DIVERSITY

What questions should I ask? Preparation is the key to effective

How do I ask these will only be used for equality

To get an accurate picture of your

Understanding the data –

Advertise widely to attract a

Work with the community and

Review the targets in your

• review your procedures and Consider ‘Positive Action’ –