More inclusive

More Inclusive

Nurture an engaged workforce that represents the diversity of our customers and communities.

Why this is important to us

Diversity of thought, background and experience is essential to drive business performance. While the business case to create an engaged and diverse workforce is widely understood and accepted, there are many indicators that there’s a lot more work to do. The findings of the gender pay gap, the low representation of women in senior positions, the low uptake of women entering science, technology, engineering and maths (STEM) roles, and the disability employment gap are a few of the examples showing a lot more progress is required.

At Virgin Media, we know building an inclusive environment is essential to our growth. We’re working on building a fully inclusive culture, celebrating everybody’s individuality and differences. We also believe we have a pivotal role within our industry to drive improved gender balance and help those with disabilities to thrive at work.  

How we’re making it happen

This goal is overseen by the Transform arm of our Executive Committee which meets weekly and is attended by executive leads from key business areas. Directors from our People and Corporate Affairs teams meet quarterly to review progress against plan. Catherine Lynch, Chief People Officer, is the executive sponsor of this goal.

We have underpinning gender and disability action plans. Our gender plan includes the actions outlined in our Gender Pay Gap report.

To drive progress on our goal, we have three areas of focus:

1) Attract and nurture the widest possible talent pool

Making sure diverse talent channels are used for recruitment at all levels, and consistently implement our policy of shortlisting at least one female for every senor position vacancy to address bias in traditionally male-dominated areas of the business

2) Equip and empower our leaders to own and drive inclusion

Through making inclusion a leadership behaviour which is supported through development, measurement and reward it is our intent to make inclusion part of all our peoples’ everyday business

3) Make inclusion a normal part of what we do and who we are

Our inclusion strategy is being driven by our Executive members and business leaders. We are changing our ways of working and complimenting this by making sure our physical work environments are accessible to all. Inclusion is part of everyone’s remit

In 2018 we…

  • Revamped our priority fault service for disabled and vulnerable customers who depend on their landline and extended the service to broadband
  • Published our customer facing accessibility and vulnerability policy and delivered new disability and vulnerability training to over 8,000 of our frontline employees
  • Trained hiring managers to increase awareness of cultural difference and internal bias and our recruiters on writing inclusive job adverts, which are then screened for bias
  • Overhauled our workplace adjustments process to ensure simple access and consistency of delivery, and reduced the time for workplace adjustments delivery in volume recruitment from 12 weeks to one week
  • Launched outreach to women in STEM programmes including 'Women in the Field'
  • Relaunched our gender balance network and set up further women's networks including 'Women in Sales'
  • Launched our disability network, UltraViolet on #PurpleLightUp day, an international awareness event, calling on organisations across the globe to recognise the economic power of disabled people
  • Launched our Black, Asian and Minority Ethnic (BAME) network and relaunched our gender balance network
  • Worked with military resettlement organisations
    to attract more female service leavers

These are our performance highlights for 2018, the fourth year of our 2020 More inclusive goal. If you are looking for information on what we’re focusing on for the remaining four years of the goal, take a look at our Goals roadmap.

By 2020, we’ll have

  • Mapped out and created clear career routes to join Virgin Media and removed barriers for new talent pools
  • Provided the policies, tools and systems that underpin and enable inclusive practices
  • Created a more inclusive culture that looks, feels and is experienced by all of our people
  • Made progress towards achieving a 50:50
    gender balance by 2025