This case study attempts to use terminology that is acceptable to under-represented groups, but we appreciate that some of what is written may be problematic. For this we apologise. As with many others, we are on a learning journey and hope that you will bear with us as we move forward together.
Tell us about your organisation
Sytner Group represents the world’s most prestigious car manufacturers. The business’ success has been built by every colleague working together and contributing to our ‘one team’ ethos. Sytner Group strives to deliver an exceptional customer experience time and time again; our colleagues are highly trained, enthusiastic, knowledgeable and driven to deliver our fundamental commitment to customers by always getting it right first time and making each interaction special. Our Group aim is centred on delighting colleagues and customers, and we always strive to be the best company to work for in the industry and the best company to do business with.
How many employees does the business have?
Est. 8300
What’s your role and how long have you been with the company?
Head of Diversity and Inclusion since August 2021
What’s your involvement with D&I within your organisation?
Responsible for all diversity and inclusion at Sytner Group, I work closely with the HR team and report to the Group Director of Human Resources. Leading on the diversity and inclusion strategy and working with the wider business to ensure this is implemented and is in line with business objectives. I am also responsible for recognising, building and implementing detailed plans to promote diversity and inclusion within Sytner Group. A significant part of the role is promoting and developing training programmes in conjunction with the learning and development team to enhance colleague understanding on diversity and inclusion issues. I act as a centre of excellence around diversity and inclusion knowledge to support the business.
Working closely with the Group marketing team to ensure that diversity is thought about and promoted at every opportunity, particularly on internal and external online platforms and social media, representing the brand, our colleagues and customers to the wider community. Also working with the Sytner Group recruitment team I help to create a brand that appeals to diverse applicants and removes bias from all aspects of the application process. We are also working to ensure that talent coming into the business is representative of the communities in which we operate. In addition to this, I am introducing robust wellbeing initiatives in the workplace to make sure that all colleagues feel like they have someone to talk to or somewhere to go should they need help.
Tell us why diversity and inclusion is important to you as an individual
For me specifically as an individual, diversity and inclusion is important because our society, environment and our world is better when everyone have fair and equitable access and is supported and celebrated. The benefits of diversity and inclusion are widely documented, I believe when we learn about diversity, difference and about other people’s lived experiences, different from our own, it can make us better people and better leaders.
Why is diversity and inclusion important to your organisation?
It’s important that businesses represent society, when groups are systemically excluded (intentionally or unintentionally) it means that businesses aren’t accessing the broad range of talent that they could be. Better representation and diversity means more innovation, more colleague engagement, more brand loyalty and more success. We want to ensure that our colleagues can be their best self in the work place, we want them to be able to really flourish in our environments. We want potential talent and candidates to be able to see themselves represented and see the business as an employer or service provider of choice. We want our colleagues and customers to know that we are inclusive, accessible and that we understand and focus on the diverse needs of our customers and colleagues.
How long has diversity and inclusion been discussed at a strategic level in your organisation?
In 2017 the diversity and inclusion forum was set up, led by Darren Edwards, Sytner Group CEO. Prior to this diversity and inclusion had been discussed at length with a number of board members. The business has always been founded on the belief that colleagues are the most important asset and they enable the business to achieve the strategy and deliver the goals set. To continue to succeed, Sytner Group understands that it needs to attract, select, develop and retain the talented and diverse colleagues. The business is committed to creating change and building a team that is representative of the communities in which we work. Initiatives, new and old, reflect this commitment and show a significant level of investment in this area.
In addition to the forum being set up, unconscious bias training was also rolled out in, this sits alongside e-learning courses including: all colleague diversity and inclusivity, anti-bullying and harassment for all colleagues and many more, which colleagues are required to complete when accepting a role at Sytner Group.
Tell us about the challenges faced by your organisation, which led you to focus on diversity and inclusion
The main issues faced by Sytner Group included a lack of diversity and inclusion within the business and a potential skills shortage which was affecting the automotive sector.. When the Head of Diversity and Inclusion joined the business, it was evident that there were opportunities for the business to achieve its goals around diversity and inclusion and there were steps that the business could immediately make to start in the right direction.
The business and its dealerships and stores were not reflective of the local areas in which they are based and therefore, the business needed to understand why this was and how this could be rectified in time. In addition to this, the Head of Diversity and Inclusion found that colleagues were willing and excited to get involved in more diversity and inclusion activity but needed an outlet for this. A solution that has recently been launched are the network groups within the business for colleagues to join, have a voice and be heard. These are on topics such as gender, ethnicity and disability as well as many more. Colleagues in network groups will appoint their own chair, discuss topics of interest and organise awareness events such as Leicester Pride.
What was the impact of these issues on your organisation?
We believe that representation matters and not all of our colleagues and potential candidates had or have the representation they need to encourage them to enter or progress through the industry.
Furthermore, this narrowed the business’ access to talent which meant that we needed to widen the talent pools. When the Head of Diversity and inclusion joined the business, the team started to benchmark within and outside of the sector to create an action plan detailing opportunities to widen the opportunities available.
Why did a D&I focus look like the answer?
Greater inclusion will allow the business and the sector as a whole to be more lucrative for people looking to take up a career. In addition to this, a focus on equity will allow for more diversity to flourish at all levels in the business for all roles, this will also enable us to build diversity within our workforce and the business itself.
Who was involved in identifying potential solutions?
All of the members of the diversity and inclusion forum (around 20 members), the Head of Diversity and Inclusion at Sytner Group and the DICE working group. Now, our colleague network groups will also play an invaluable part in identifying issues in diversity and inclusion in the business as well as solutions.
What was the involvement of senior leaders in these discussions?
The senior leaders at Sytner Group are very much involved in discussions of diversity and inclusion and will continue to be going forward. The senior leadership team make up the governance structure around diversity and inclusion – the diversity and inclusion forum and some of the networking and DICE group. Each division also has a diversity and inclusion focus with their senior teams, meaning that senior leadership is very much involved in decision making and discussions on diversity and inclusion at all levels.
Outline some of the D&I initiatives that your organisation has introduced
The Head of Diversity and Inclusion at Sytner Group is aware of best practice across the business and the industry as a whole in terms of diversity and inclusion. After spending a huge amount of working hours at dealerships, talking and engaging with colleagues, understanding what needs to happen so that, as a business, Sytner Group is better able to support them. Taking this into account, a five year action plan has been created, aiming to work with all areas of the business from digital and marketing to dealerships, sales and recruitment.
These include, webinars, training and learning spaces for colleagues to develop their knowledge and awareness around different DEI themes. We also launched a number of network groups. We have reviewed and improved our policies, including our industry leading maternity leave policy.
And much more.
Who was involved in those decisions?
Once put together by the Head of Diversity and Inclusion, the five year action plan was then approved and signed off by the CEO and HRD.
Were there any other organisations that you took inspiration from?
Sky, Touchstone, UK Power Networks, Yorkshire Water, Mott MacDonald, Royal Academy of Engineering, University Hospitals of Morecambe Bay NHS Foundation Trust, Kantar and much more.
Tell us about things that you’ve introduced
- We reviewed language in many of our job ads, making language more inclusive.
- Our recruitment team implemented a new system which allows us to report on the diversity of the application process.
- There have been a range of forums and questionnaires sent out to colleagues at Sytner Group, to gain data and information about the business. Using this information and feedback from colleagues, and best D&I practice we have formed a long term D&I action plan.
- We reviewed the Maternity Policy which has now been updated to offer more leave and financial support for those having children. The policy now allows for colleagues with at least one year’s service at the start of their leave to receive 90%. Changes have also been made with regards to the wording on the policy documentation removing most of the defining pronouns to make the document more inclusive. This is now one of the best policies within the industry.
- In terms of inclusivity for customers, Mercedes-Benz has also partnered with Signed Solutions to implement Interpreters Live. This allows any customer who uses British Sign Language to come into the store and have access to an interpreter live on any iPad or device at the selected dealership to allow for a smoother car buying journey, ensuring that all customers are comfortable at all times.
- Throughout the business, including all brands and dealerships, I have set up a range of network groups, forums and working groups. This include our DICE (Diversity and Inclusion Comms and Engagement) working group, and the formation of our network groups, covering gender, ethnicity, disability and sexuality and sexual orientation. We have also started ‘The Shared Shelf’ a group for colleagues to learn through content – with the current text being Shon Fayes - The Transgender Issue: An Argument for Justice.
- We have also created a vulnerable customers working group that has recently launched, which has board and business leaders involved, this is to discuss the customers specifically, members are able to learn and grow in terms of their customer service and any changes they need to make within dealerships to really care for the customer.
- Finally we have a diversity and inclusion forum, which is made up of senior members of the business, including the CEO, they take on board all of the suggestions and instructions from myself and the wider business in regards to diversity and inclusion.
- We also shared a diversity and inclusion calendar, from this, Audi has created their own internal calendar with a plan for all of the dealerships to take on board across the UK, which is a huge step in the right direction.
- e.g. LGBT+ History Month in February 2022. For this we have shared some external events and webinars to join, including the Inclusive Companies webinars such as: Exploring Intersectionality from a South Asian Perspective - Facilitated by Laks Mann which has been internally circulated.
- We have also organised our own internal webinars
- We were the main partners in Leicester Pride 2021, and are aiming to continue our support into 2022
- There is also a range of charity projects and initiatives that have been undertaken since my starting at Sytner Group including activities for World Mental Health Day. We celebrated World Mental Health day in 2021 in Head Office and in a range of dealerships. At Head Office, we arranged a ‘big breakfast’ in partnership with mental health automotive charity, Ben, to give colleagues a free breakfast and get them talking about how they’re really feeling. This was also encouraged across all of the brands and dealerships and Mercedes-Benz of Newcastle has continued to have mental health breakfasts throughout the year
- Signed up to the mental health charter, all colleagues now have access to a mental health app.
- In my time here I have also started working closely with the IMI (Institute of the Motor Industry) and I sit as a Subject Matter Expert in the Ethnicity Group and also sit on the Gender Group as part of the industry wide diversity taskforce. This allows me not only to share best practice with the industry, but also continue to learn what is best for the company. I have also taken part in a range of diversity panels during my time with Sytner Group including the DLA Piper European Iris Conference, with the LGBTQ network, IMI panels and will be taking part in a panel discussion around diversity in pensions.
As well as CEO backing in the diversity and inclusion forum, there is board level engagement and commitment to the diversity and inclusion strategy and the actions that are being implemented throughout the business. I have created an in-depth diversity and inclusion strategy that includes items such as internal engagement, celebrating events, learning and development and much more.
How did you approach his and then roll it out?
I started by creating a diversity and inclusion action plan, this was then shared with business divisions and the senior leadership team to be put under discussion. Once everything was under agreement, the plan was shared with the board to ensure that everyone was on board and in agreement.
How long did some of these initiatives take to implement?
We have achieved a huge amount in the last six months and the appetite from the business has been brilliant with everyone being keen to get involved.
Who has been involved in taking these initiatives forward?
The Head of Diversity and Inclusion has been leading these initiatives with support from the marketing team, HR team, IT team and digital teams as well as the wider business divisions.
How are you measuring the success and impact?
We will measure the impact of these initiatives through agreed KPIs
Do any of the initiatives or campaigns improve public perception?
- Leicester Pride [details in above question]
How have people reacted to the D&I initiatives introduced?
Colleagues have reacted really well to all initiatives that have been rolled out so far and are looking forward to even more going forward. Colleagues have voiced their appreciation of our support of Leicester Pride and others who didn’t attend are looking forward to attending the 2022 parade and making our sponsorship bigger and better to really reflect our support for the community. Colleagues have also been happy to join webinars including with the Mental Health Charter, and the response to the network groups have also been fantastic.
How have your competitors reacted?
We hope that by being the first automotive retail group to have a Head of Diversity and inclusion and by implementing the initiatives that we have for both customers and colleagues, that we have started to inspire others in the sector to do the same.
Tell us about the impact these initiatives have had
Through the network groups, we have started to give colleagues safe spaces where they can share their lived experiences and feel heard. It has been great for colleagues to share more about why diversity and inclusion is important to them, help each other and have a voice in the workplace that can have an impact on the wider business. Colleagues are able to network, which in turn, reduces loneliness, and allows them to be happier in the workplace.
Impact on staff retention
We have had some great colleague feedback, below is some specific feedback about our updated maternity leave policy.
Colleague in Bedford: “Initially I was planning on taking 9 months leave and reviewing after a couple of months so see how I was fairing as statutory pay wouldn’t cover the household bills. The upgrade in maternity pay allows me to spend quality time without the financial worry and stress, ultimately allowing me to take the full 12 months.”
Colleague in Northampton: “This is my first baby so didn’t really know how the pay situation would affect me. I was always going to take 12 months off but knowing my pay will not dramatically reduce gives me peace of mind to know I can provide everything I need for my son and enjoy my time spent with him.”
Through network groups including the diversity and inclusion network group, the pride network group and the book club, colleagues have felt a sense of belonging in the workforce. This has proven invaluable to individuals throughout the pandemic whilst working from home and potentially isolating.
What’s been the biggest business benefit of implementing these initiatives?
A huge benefit for the business is colleague engagement, getting to know the colleagues and what they want and in turn, creating a happier and healthier workplace. In addition, hearing about colleague experiences allows the business to create solutions to potential issues.
Everyone arrives at the diversity and inclusion conversation with a different level of understanding. For us to have productive conversations, it’s important that we all make a reasonable effort to educate ourselves on various matters and areas and that we also listen and value each person’s lived experiences.
What’s been the most rewarding aspect of introducing these D&I initiatives?
The feedback from colleagues, it has been absolutely amazing speaking to colleagues who have been overwhelmed at the activity that the business has been involved in to date. Speaking to colleagues who were proud that we were sponsoring Leicester Pride was fantastic and the fact that even more people want to get on board for 2022 just shows how much of an appetite there is for campaigns and activities like this. Also talking to colleagues who were just about to go on maternity leave and have now been given enhanced pay and the difference that will make to their day to day lives has been amazing and very rewarding for the business.
What’s been the most difficult aspect of introducing these D&I initiatives?
For me personally, there sometimes just aren’t enough hours in the day, I really love what I do, and want to do so much quickly.
Are there are any specific lessons learned that you would like to share?
Be transparent, have empathy and compassion, acknowledge your privilege and try to deconstruct systems of inequity where you have power. Take note of where diversity isn’t in the room or doesn’t have a voice and do something about it. Learn about and practice good ally ship.
What advice would you give to other organisations thinking about undertaking similar activities?
Just do it, ensure you have systems in place allowing you to measure and improve, assess and refine. Ensure the programmes are well planned out but just do it. Actively engage with the work because the change and impact that it can create is phenomenal.
What further D&I initiatives or work is next for your organisation?
We want to continue to focus on equity and implement schemes which provide equitable opportunities for our colleagues