Celebrating differences
Equity, Diversity and Inclusion (ED&I) is embedded throughout our organisation. It is an ongoing part of the work of our people at all levels, and tackling ED&I is a responsibility shared by all colleagues.
We are one of the Greater London Authority’s leading partners in its Affordable Homes Programme. Our ED&I action plan aligns with the Mayor of London’s vision of a more equal, diverse and inclusive London.
It shows how we are putting words into practice in promoting ED&I, having a sustainable and diverse supply chain, and working in partnership with local people.
“I’m committed to continue to build a workplace where everyone feels valued, can be themselves and know they can reach their full potential.”
Objectives aligned to the Greater London Authority's ED&I Theme 1: Organisational equality, diversity and fairness
What we are doing
We run a leadership development programme for managers from ethnic minorities, which includes sponsoring colleagues to study for qualifications from the Chartered Institute of Management. On International Women's Day 2024, we launched a Women in Leadership Level 3 course for aspiring managers, and we continue to support colleagues enrolled in leadership programmes. A mentoring scheme offers opportunities for mentees and mentors, and four colleagues were shortlisted as finalists in the G15 Ethnicity in Housing Awards, with one winning the “One to Watch – Future Leader” award. Over the last year, three colleagues graduated from the 2024/25 G15 Accelerate Programme for ethnically diverse colleagues, achieving a 100% success rate, and two colleagues from under-represented demographic groups gained a CMI Level 6 Certificate in Professional Management & Leadership Practice, including Leading Equality, Diversity and Inclusion. A further 126 colleagues completed apprenticeships, including women, ethnically diverse colleagues and those declaring a disability, demonstrating our continued focus on inclusive development.
Measurement of our progress
The number and proportion of colleagues from under-represented groups completing leadership programmes, gaining accredited qualifications and apprenticeships, and achieving external recognition such as G15 Ethnicity in Housing Awards.
What we are doing
More than one in five of our staff are from ethnic minorities, and women make up 55% of our workforce. We are a diverse employer and monitor our progress against targets to stay that way. We have refreshed our recruitment practices by renewing our job board contracts to include platforms with a robust ED&I focus, such as the Guardian, LGBT Jobs, LinkedIn and Women in Housing, helping to broaden our talent pool and increase diversity in our Group Executive team and among our directors. We require recruitment partners to provide diverse candidates for all roles and advertise vacancies on diverse job boards to maximise reach to marginalised groups.
Unconscious bias training has been refreshed and is now mandatory for all hiring managers. The training is engaging, aligned to current legislation and linked to our policies, and the halo effect is now included in mandatory training for all staff. We have embedded interviewing via Teams to support diverse recruiting panels, and the Talent Acquisition team monitors shortlisting to ensure appointments are reflective and inclusive across the Group. We interview at least one minority candidate for all vacancies at director level or above and plan to extend this to all management roles. As part of our ongoing partnership with the Business Disability Forum, we have improved how we deliver the Disability Confident interview commitment so that it is transparent, consistent and reflects feedback from applicants and recruiting managers; Clarion is now cited by BDF as best practice and has shared learning through external events. Our careers site has also been updated with clearer guidance on preparing CVs, what to expect at interview and downloadable information on the Disability Confident scheme, and all applicants are asked whether they need adjustments so that the recruitment process is accessible to all.
Measurement of our progress
Trends in ED&I recruitment metrics, including the diversity of applicants, shortlists and hires, the use of diverse job boards and Disability Confident adjustments, and external validation such as Business Disability Forum best-practice recognition.
What we are doing
We have staff networks that represent: REACH (Race, Ethnicity and Cultural Heritage), colleagues with disabilities or long-term health conditions, LGBT+ colleagues and those facing gender-related issues. Each network is in direct contact with our executive team, giving colleagues a voice with senior management. We promote these networks and run a calendar of events and activities to celebrate ED&I throughout the year, including participation in the London Pride parade and other local events, launching peer support groups such as Islam at Clarion and Neurodiversity, and creating training programmes like “Neurodiversity in the Workplace”. We have also introduced a Menopause Group and a Fertility Support Group, hosting in-person and virtual events with guest speakers. Over the last year we have strengthened this framework, working closely with the Ability, REACH, Gender and LGBTQIA+ Networks and their peer support groups, all sponsored by members of the Group Executive Team, to ensure colleagues can feed views directly into strategic decision-making.
Our Race, Religion and Culture training provides a safe space for colleagues to recognise their privilege, learn from shared experiences and explore ways to challenge unacceptable behaviour. New mandatory ED&I training has been launched, including courses on LGBTQIA+ awareness and allyship, and Unconscious Bias training covering topics such as understanding bias, tackling prejudice and discrimination and the benefits of diversity. Specific unconscious bias training for recruiting managers, delivered by Inclusive Employers, must now be completed before a recruitment campaign. Clarion undertakes an annual colleague survey and quarterly pulse surveys, which include diversity data and provide opportunities for colleagues to share their views on working at Clarion; feedback is used positively to identify improvements across people, environment and policy. We have also achieved LGBTQ+ Housing Pledge Pioneer status with HouseProud, underlining our commitment to tackling discrimination and bias.
Measurement of our progress
Engagement with colleague networks and peer support groups, completion of ED&I and unconscious bias training, staff survey and pulse feedback on inclusion and psychological safety, and external recognition such as LGBTQ+ Housing Pledge Pioneer status.
What we are doing
We transparently publish our Gender and Ethnicity Pay Gap reports, which are available on our website, and maintain an ED&I dashboard using voluntarily shared diversity data from colleagues on ethnicity, gender, age, religion, disability and sexual orientation. Regular communication campaigns encourage colleagues to keep their personal diversity data up to date. A customer-focused campaign is underway to enhance the diversity data we collect from our customers, helping us achieve a workforce reflective of the communities we serve. Our progress is reported to our executive team and board every quarter and included in our annual report. We are refining our ED&I dashboard to encompass a greater number of characteristics, ensuring comprehensive transparency in our reporting.
Compliant publication of our Gender Pay Gap and voluntary Ethnicity Pay Gap reports continues, and these are now accessible via our careers pages alongside the residents’ annual report. The #WhoAreYou communications campaign has successfully increased the demographic data shared by colleagues, improving the quality of our insights. ED&I performance is reported internally on a quarterly cycle (March, June, September and December) to the Group Executive Team and RemCo, including a diversity dashboard and workforce demographic statistics that are published internally for all staff. ED&I is also included in our annual Making a Difference ESG performance and impact report, ensuring consistent internal and external reporting.
Measurement of our progress
The breadth and completeness of workforce and resident ED&I data, the timely publication and accessibility of pay gap and ESG reports, the impact of campaigns like #WhoAreYou on data quality, and regular internal reporting to leadership.
What we are doing
All our people are trained in ED&I, completing a refresher course at least once a year. We have overhauled our mandatory training processes, introducing interactive e-learning modules that use real-life experiences from colleagues and residents to make the training engaging and relatable. Courses cover topics such as LGBTQIA+ awareness and allyship, unconscious bias and understanding the impacts of bias. Monitoring of mandatory training has been increased, with monthly reporting to the Group Executive Team, leading to improved completion rates. We have also launched a Lived Experience Library, working with colleague networks and external professionals to enrich our training offer so that managers are well equipped to address unconscious bias and promote inclusion.
In the last year, mandatory ED&I training for all new starters has been refreshed to include lived experiences from colleagues and customers, with annual refreshers in place and monthly reporting on completion rates and non-compliance. We have launched the Learning Lounge, providing easy access to all ED&I-related training, resources, policies and guidance in one place. Neurodiversity training has been delivered to frontline staff, including practical guidance on making reasonable adjustments for household members during service provision. Additional awareness events have covered topics such as neurodiversity in the workplace, dyslexia, living and working with migraines, Hijab awareness, Lunar New Year, the 60th anniversary of the Race Relations Act, celebrating Carnival culture, National Inclusion Week and Mental Health Awareness. Clarion has adopted the Migraine Trust Workplace Charter and is recognised as a menopause-friendly workplace, further embedding ED&I into our learning and wellbeing offer.
Measurement of our progress
Completion rates for mandatory ED&I training, uptake of Learning Lounge resources and specialist sessions, attendance at awareness events, and staff feedback on confidence and capability to apply ED&I learning in their roles.
Objectives aligned to the Greater London Authority's ED&I Theme 2: Sustainable and diverse supply chains
What we are doing
We publish our tenders on gov.uk to ensure accessibility and reduce barriers for new suppliers. Small suppliers do not have to go through the time and expense of completing full tender forms for every opportunity. We have invested in digital tools such as the Atamis procurement system and the Achilles supplier assurance platform to support supplier onboarding, procurement-to-pay processes and contract management, and to help us understand the demographics of our partners. We continue to chair ProcureCo, which connects public and social housing buyers with suppliers, and we work with them on procurement projects designed to onboard SMEs, micro-businesses and social enterprises.
Over the last year the ProcureCo platform has been formally launched to buyers and suppliers nationally and is engaging with procurement collaboratives to broaden access to opportunities. ProcureCo is now actively onboarding SMEs, micro-businesses and social enterprises, and we continue to co-chair its advisory board. Our implementation of Atamis has increased the use of technology across procurement activity, from supplier onboarding through to contract and supplier relationship management, with integration into our ERP finance system improving real-time reporting and compliance.
Measurement of our progress
The number and proportion of SMEs, micro-businesses and social enterprises in our supply chain, supplier engagement via ProcureCo and Atamis, and improvements in supplier diversity and accessibility of procurement routes.
What we are doing
Environmental impacts are among the criteria we use to choose suppliers. We have finalised and published our Sustainable Procurement Policy and implemented due-diligence procedures so that environmental considerations are built into procurement decisions. We have estimated the carbon footprint of our supply base and are working with our supply chain to reduce waste and carbon emissions, use less energy and water, and increase recycling and the use of sustainable materials. Our sustainable procurement approaches monitor supply chain emissions and waste impacts to deliver reductions, aligning with our commitment to sustainability.
Building on this, we have set clear objectives for the coming years, including undertaking detailed supply-chain audits for high-spend or high-risk contracts, rolling out the Achilles screening and governance system with measurable KPIs, and increasing the proportion of employees trained in ethical procurement. By 2030 we aim to have implemented remedial actions arising from audits, trained the vast majority of relevant colleagues in ethical procurement and mandated best-practice sustainability standards for key materials. These steps, alongside zero cases of whistleblowing for supply-chain risk breaches and robust checks on modern-slavery compliance, will help us reduce the environmental impacts of our procurement.
Measurement of our progress
The number of high-risk contracts subject to environmental screening and audits, the proportion of suppliers meeting sustainable procurement and ethical standards, levels of staff trained in ethical procurement, and measured reductions in supply-chain emissions and waste over time.
What we are doing
Social value is one of our selection criteria when choosing partners. We have embedded social value throughout our procurement processes and written it into our contracts. In 2023–24 we worked with our supply chain to generate £20.53 million in social value, surpassing our target and improving the economic, social and environmental wellbeing of residents and communities. We use the Achilles supplier assurance platform, which holds information on more than 21,000 suppliers, to help identify contractors that align with our ED&I and social value goals. Our Social Value Steering Group reviews the project pipeline and delivery to ensure continuous improvement.
We now operate both a Clarion-wide Social Value Steering Group and regular directorate-level meetings to review upcoming projects, track delivery and refine our approach. A full outline of our future procurement pipeline has been developed across all business areas over approximately 15 years, with clear expectations for the minimum contracted social-value commitments. In 2024–25, £7.35 million of social value was delivered through procurement projects on planned investment, master-planning and supplies, with a target of £5.73 million set for 2025–26. Our use of Achilles supports sourcing and assessment of suppliers on a range of measures, including ED&I, helping to ensure that contracted organisations contribute positively to our communities.
Measurement of our progress
The value of social outcomes delivered through procurement against annual targets, the extent to which social value is embedded and scored in contracts, and the number and profile of suppliers assessed through the Achilles platform on ED&I and social value criteria.
What we are doing
Our charitable foundation, Clarion Futures, leads on the GLA’s Love London Working programme, which has helped over 7,000 people into employment to date. The project provides intensive support to unemployed and economically inactive individuals, including older people, those from ethnically diverse backgrounds, people with disabilities and those without basic skills. From January to June 2024, our core service supported 32 customers into employment, focusing on residents furthest from the labour market. We also run a free national employment and training programme, working with more than 300 employers to help people into work, training and apprenticeships. Vocational training is provided for priority job sectors such as construction and health and social care, with specialised support for those who have been out of work for a long time or have never had a job, ensuring we maximise benefits for local communities.
In the 12 months from July 2024 to June 2025, Clarion delivered employment support to over 1,000 customers in London. During this period, we supported 179 Londoners into employment, 65% of whom were from Black, Asian and Minority Ethnic communities, 46% were female and 30% were young people aged 16–24. We also supported 467 customers to achieve 602 training outcomes, with high levels of participation from BAME communities, women and young people. This demonstrates the continued impact of our programmes in supporting inclusive employment and skills opportunities.
Measurement of our progress
The number of customers supported into employment and training, the diversity profile of participants (including ethnicity, gender and age), and sustained outcomes achieved through Love London Working and related employment programmes.
What we are doing
We are committed to creating healthy, safe and secure places to live and to supporting sustained economic growth in the communities where we work. Our approach includes building inclusive communities, increasing biodiversity, minimising environmental impact and improving the energy efficiency of our homes. We aim to build net zero carbon homes, with 95% of new homes rated EPC A or B and many connected to renewable energy sources. We have already achieved a Gold award in the Next Generation Benchmark for sustainability in new-build housing, recognising us as the most sustainable not-for-profit housebuilder. We have completed our first Future Homes Standard homes and are monitoring their performance alongside wider targets in our Sustainable Development Roadmap, which sets out a pathway to reduce carbon emissions from our homes by 75% by 2025 and reach zero carbon by 2030.
Employers’ Requirements now set out clear expectations on local labour, apprenticeships and training, underpinned by a specific social impact strategy focused on apprenticeships, work placements and training. Recent sustainability performance includes 64% of homes with fossil-fuel-free heating and hot water, 47% connected to solar PV, an average biodiversity net gain of 43% on projects gaining planning permission, high levels of water efficiency and 98.8% of construction waste diverted from landfill. We have delivered our first Future Homes Standard units, are on site with our first LETI-standard zero-carbon-in-operation development and have delivered our first “Zero Bills” homes for affordable rent. Our sustainable procurement policy and supplier code of conduct are supported by data collection and monitoring via platforms such as Achilles, and a Sustainability Committee meets quarterly to review performance against our updated 2030 roadmap and associated trackers. We have also begun rolling out Carbon Literacy training to colleagues, with over 100 staff certified to date, helping to embed sustainability across our development activity.
Measurement of our progress
Performance against Sustainable Development Roadmap targets, including EPC ratings, fossil-fuel-free heating, renewable energy connections, biodiversity net gain, water efficiency and waste diversion, alongside delivery of local labour, apprenticeships, training commitments and staff carbon literacy.
What we are doing
We promote ethical employment in our supply chain, offering apprenticeship and training opportunities for local communities. We have introduced protocols to collect diversity data from contractors so that we can better understand whether the workforce reflects the local community, and contractors are encouraged to hire locally. These data will inform our future diversity strategies. We have launched initiatives to increase participation in the built environment from under-represented groups, partnering with organisations such as Empowered Youth UK and others to engage young people, particularly those from ethnically diverse backgrounds and women. Projects like Rise Up, Ealing and work at sites such as Twyford Abbey and the London Chest Hospital focus on empowering local youth and improving diversity in construction.
Over the last year we have begun to capture more detailed workforce data from main contractors, reviewing existing contracts and embedding data-capture requirements into future procurement so that diversity information is available and actionable. Updated Employers’ Requirements mean that contractors and subcontractors are now expected to promote opportunities to under-represented groups, and equalities data from Employment and Skills Plans is being used to guide targeted interventions. Our work with Clarion Futures’ Jobs and Training Team and the Communities & Social Impact Team ensures that social-value employment opportunities are prioritised for residents from disadvantaged and under-represented backgrounds. Alongside this, we carry out community-needs analysis on new development schemes using tools such as HACT Local Data Insight and are exploring replacement platforms to maintain access to robust local data. Latimer has also deepened partnerships with organisations including Regeneration Brainery, Class of Your Own, Construction Youth Trust and Construkt, creating mentoring, curriculum and employability programmes that support young people from diverse backgrounds into training, apprenticeships and employment in construction and the built environment.
Measurement of our progress
The diversity profile of contractor and supply-chain workforces, the reach and outcomes of targeted employment and skills programmes, the proportion of participants from under-represented groups, and the impact of partnerships on routes into construction and the built environment.
Objectives aligned to the Greater London Authority's ED&I Theme 3: Working together with Londoners
What we are doing
We help residents take part in consultations and make informed choices, ensuring our regeneration projects respond to the needs of the community. This includes baseline research focusing on residents’ experiences and quality of life before and during regeneration, as well as monthly KPIs on digital engagement and resident involvement. Post-occupancy evaluations are undertaken, with results shared as lessons learned to improve future phases and address areas requiring improvement. We conduct workshops and focus groups, particularly involving young people and under-represented groups, so they can contribute to the design and management of local developments. Projects in areas such as Tower Hamlets and Merton engage local residents in the planning process, fostering a sense of ownership and ensuring developments meet community needs.
In the last year we have completed post-occupancy evaluations on regeneration schemes and are refining our approach, including the use of resident-sentiment surveys. Lessons-learned reviews have been undertaken across all regeneration schemes, leading to improvements such as a clear finishes standard for regeneration projects, enhanced handover processes, clearer roles and responsibilities between teams and greater emphasis on resident engagement. We carry out door-knocking exercises to check whether new homes are performing as expected, have updated home-user guides and are rolling out online “how to use” videos. Monthly KPIs track digital engagement, resident events, budgets and programme milestones; our regeneration websites receive thousands of views and provide live updates. Resident steering groups have been established across schemes and, on average, around five resident-engagement events take place each month.
Measurement of our progress
The number and quality of post-occupancy evaluations and lessons-learned reviews completed, resident satisfaction and sentiment measures, engagement metrics such as website views and event participation, and evidence of changes made in response to resident feedback.
What we are doing
We work with residents to shape and influence the services they receive, offering transparent and consistent engagement opportunities locally, regionally and nationally. Our involved residents reflect our communities, with diverse representation across ethnicity, disability, gender and sexual orientation, and we increase the participation of under-represented groups through local offers, consultations, door-knocking, drop-ins, community events and resident meetings. We promote ways to get involved on our website, which can be translated into a range of languages and accessed in different formats to support inclusion.
We provide residents with training and support so they can scrutinise our services effectively. Programmes such as the National Ambassadors (for residents aged 18–25) and Clarion 55 (for residents aged over 55) ensure voices from different age groups are heard and involved in shaping strategy and service design. Recent ED&I data for involved residents shows broad and growing diversity across ethnicity, age, gender, sexual orientation and disability, with around a quarter of involved residents reporting a disability and increasing representation from ethnic minority and LGBTQIA+ residents. We have introduced an ED&I Service Improvement Group, which supports our work towards the HouseProud Pledge and helps review processes, policies and service quality from a resident-centred perspective. Residents are also actively involved through scrutiny committees, service-improvement groups and national panels, contributing to consultations on policies, communications and major projects. Over the last year, residents have reviewed a wide range of national policies and materials, taken part in training sessions and played a key role in national initiatives such as the Four Million Homes programme, the Housing Ombudsman Panel and work to tackle stigma in social housing.
Measurement of our progress
The representativeness of involved residents compared to our wider resident base, levels and diversity of resident engagement across local, regional and national activities, the volume and nature of resident feedback, and the number and impact of recommendations and service improvements arising from resident involvement.