Case study RBS

In 2015, our Executive Committee committed to rolling out unconscious bias training across the bank as part of building the foundation for our Inclusion agenda; specifically, to improve our awareness of how our biases can influence us to make poor decisions.

Across RBS to date, over 40,000 employees have undertaken the training. As a result of the training,

• 96% of participants would recommend the training to a friend.
• 97% report that they will ‘do their job differently’ Some of the tangible ways they have been doing this are by:

- Revisiting talent and succession plans with a BAME (and gender) focus;
- Requiring more diversity on all shortlists (e.g. at least one woman or BAME candidate) and consider more non-traditional candidates for certain roles (e.g. part time, retirees, carers); and
- Looking more broadly at who they consider, for example, mentoring more diverse groups of people, specifically BAME and female talent.

To support our understanding of the impact of the training, we have put mechanisms in place to track and analyse the recruitment and retention of BAME employees.

• ACAS - Unconscious Bias.