An update on our anti-racism commitments
In this anti-racism update we firstly want to acknowledge that we haven’t done an update within six months like we had initially committed to.
The reason for this is that we have been rebuilding the team and reopening the Roundhouse to audiences for the first time in 18 months, and the picture we painted in August wouldn’t have been a true reflection of where we were a couple of months later, so we delayed this update to give a more honest picture of the Roundhouse once fully reopened. From now on, we will be producing an annual report that reflects on our diversity and inclusion work, particularly as this work progresses and evolves, but here’s an update of where we’re at with our original anti-racism commitments.
1. Publish our staff data and aim for a workforce that’s representative of London by 2023 – 40% should be from diverse backgrounds and that percentage should include at least 13% Black team members, again to reflect the London population.
Like with our previous updates, we want to start with the staff team, particularly now that it’s a more realistic representation of the size of team pre-pandemic. From these figures we can see that we’re starting to increase the diversity representation across the workforce. We have started with the permanent workforce, as we have reported on this data before, but we have also included our casual workforce for the first time. During the pandemic, we kept all of our casual staff members on furlough, but as they weren’t working during that period we knew there would be a lot of change in people’s personal circumstances during that time. Now that we’re back up and running, and some of the casual team have returned, we’re sharing this data to give a view of the whole team. Our Senior Management Team (SMT) and our Board data is also in this document.
2. Publish our Ethnicity Pay Gap
We have published our ethnicity pay gap for the first time, which you can see here.
3. Review recruitment strategy and progression routes
We have carried out a huge piece of work on our recruitment strategy, trialling new ways and places to advertise our jobs, as well as changing our approach to recruitment in some roles as it is a challenging market. One thing that has worked well has been for the hiring manager to share proactively with their own networks and sector networks, which has meant that we have extended our reach and have become visible to candidates that we would not have engaged with in the past. Additionally, we’ve increased our social media presence by advertising our roles on various platforms and this has helped us to promote our vacancies to previously untapped talent. As part of our commitment to ensuring that inclusivity is at the heart of our recruitment practices, our line managers have attended inclusive recruitment training.
A culmination of these activities has meant that we have seen a positive shift in the diversity of our staff team but most importantly we have brought on people who embody the Roundhouse’s Values as well as bringing a wealth of new skills and energy, strengthening the whole Roundhouse team.
4. Roll out a series of anti-racism training for all staff
Our senior leadership team and our board of trustees have undertaken a series of anti-racism training sessions.
5. Start a new network for Black colleagues
Following a number of discussions and in recognition of the fact that we have had a number of new starters and leavers, the group is reassessing what is needed from a network, and whether there are other forums that we want to set up.
6. Bring the diversity of our commercial music programme in line with our produced programme of work
Following a session with promoters of Black music, we heard about some of the barriers to accessing our venue. It was a chance to forge more positive relationships and in turn this has led to some interesting partnerships which have already had an impact on our programming, including the partnering with pioneering grassroots jazz organisation Jazz re:freshed for JAZZ RE:FEST.
7. Continue to amplify underrepresented voices through the work we produce and present
We were able to programme our first in-person Roundhouse Rising and Last Word Festival in two years – these are important platforms to profile diverse voices on our stage, bringing emerging artists to audiences in the Roundhouse.
8. Create diverse leadership profiles to share on with young people wanting to work in our sector
We haven’t yet done the work to create diverse leadership profiles to share with young people. We will look at how we can incorporate this into our creative careers work with schools in the future.
9. We will use our Driving Change event to make a change in the sector
We held our annual Driving Change event in March 2021, where 142 industry professionals joined us online for a series of workshops and discussion which centred on two themes, disability and race. Evaluation from the event showed people were looking for a space to learn, engaging with quality content and speakers, and taking their learnings back to their organisations. We’ll run our next Driving Change event next year.
10. Ensure suppliers and contractors adhere to our diversity and inclusion values
Although there is no statutory duty for us to adhere to regarding procurement of services, we have made internal commitments when contracting external companies for services. We’ve done this by asking potential contractors and suppliers taking part in a procurement process, questions around their D&I commitments which are taken into consideration during the selection process. We have used these answers to decide whether to award contracts or not. We’re in the process of also sending these to current contractors, so that we can work with anyone who might not be meeting the expected level of commitment to D&I, to help them improve this work.