Behaviour and culture change

To achieve our commitments on creating an inclusive culture, we will focus on actions that will drive sustainable culture change in the longer term. How Land Registry is viewed as both an employer and a public sector organisation is just as important as the diversity of our workforce. We aim to create a culture where our staff are able to achieve their full potential.

Ensuring that no one experiences discrimination, bullying or harassment is at the heart of behaviour and culture change. This will create an inclusive culture where we promote equality and diversity, ensuring that all our staff always challenge harassment, bullying, discrimination, stereotyping of particular groups and unacceptable behaviour whenever these happen. We also need to tackle other less obvious behaviours and attitudes that prevent people from realising their potential or making an effective contribution.

As we implement this strategy and our public equality duties via our Single Equality Scheme, we want equality and diversity to be at the forefront of the way we manage our organisation - from business planning, procurement, policy development and service delivery to talent management and succession planning.

We will achieve this through:

Continuing our programme of equality impact assessment screening. This will include ensuring all new projects and policy development, as well as existing policies, undergo equality impact assessment screening and ownership for undertaking equality impact assessments remains with the policy owners.

Continuing to report on and publish our progress against the Diversity Delivery Plan via quarterly reports to the Diversity Steering Group.

Working with our diversity focus groups to deepen our understanding of issues and barriers faced by people in different groups and taking actions to address these.

Maintaining properly trained Harassment Advisers in post at all our offices.

Ensuring that we obtain a variety of data from our workforce including:

staff surveys
availability and take up of flexible working opportunities
provision of reasonable adjustments
sickness absence levels
provision and take up of diversity training
outcomes of performance management systems
outcomes of external benchmarking schemes and data on grievances.

This will also include feedback from and consultation with our stakeholders including the Departmental Trade Union Side (DTUS).

Utilising specialist knowledge both within Land Registry but also externally via diversity networks.
Benchmarking our success externally via audit tools.