The pub group has been a driver of change on equity, diversity and inclusion in recent years. MCA speaks to its chief experience officer Andrew Bush on the progress to date, challenges around targets and why these issues matter, in the first of a spotlight series on EDI, sponsored by Carlsberg Britvic
“Being chosen more often by more people” – whether employees or customers – in many ways epitomises Greene King’s drive to improve equity, diversity and inclusion (EDI) within its organisation.
Beginning its journey of change just over five years ago, the pub and brewing group started with what chief experience officer Andrew Bush describes as “a fairly standard inclusion and diversity programme”.
But things got a little more personal around the time the Black Lives Matter campaign gained global momentum in 2020, given its founder Benjamin Greene’s links to the slave trade, back in the 1800s. Understandably it also gave the business a particular focus on race – although it has since broadened out its EDI programme.
Based on further customer research and having built a greater understanding of attitudes to pubs from non-British, non-white people, who do not have pub culture in their heritage – all signs pointed to the fact that this demographic “see pubs as a pretty unwelcoming place”.
Coupled with the fact that the pub sector is challenged by declining volumes and changing attitudes to alcohol consumption, it “elevated the whole issue for us to be a strategic issue, not just a moral one,” Bush explains.
Greene King was conscious that the business, and the wider pub sector, needs to keep the pub relevant, accessible to all, at the heart of communities… and recognise that, in some cases, those communities have changed.
“Many of our partners are not representative of the customers they service – and that’s sensitive… it’s difficult,” he explains. “But it’s not about prioritising one group over another, it’s about everybody is welcome.”
The group has accelerated its rollout of EDI initiatives over the past few years, including the expansion of its employee-led inclusion groups, of which it has four: Unity – which represents ethnic minorities; Greene Sky – its female community group; Village Greene – which represents the LGBTQ+ community; and Ability – which represents people with disabilities. Greene King also launched its Reverse Mentoring Scheme in 2022 and its new Customer Promise last year.
It has also been working towards numeric representation targets, many of which it has made good progress on, but there are some areas that are harder to crack than others, Bush admits.
It is on-track to achieve 10% representation for Black and Asian employees by 2023. And is 9.99% of the way to its 10% LGBTQ+ representation target. With disabilities it has reached 14.2% of the workforce versus the 18% target and has made good progress on its ambition for 50% of senior management roles to be held by women – with the balance currently split in favour of males at 60/40. Bush says it is worlds apart from the situation when he joined the business, “we’re just finding that closing out that last bit is quite hard”.
But targets are by no means the only measure of success and Bush believes that while they have served the business well “and galvanised us”, they are still very much around employee representation, rather than incorporating customers. “As we go forward, we are going to need to think about a different set of targets.”
How it uses its employee engagement survey is also likely to change. There is currently a question included about whether staff feel they can be themselves at work, which Bush says is a very important measure for the business, but he feels there is the opportunity to use the survey more intelligently, to look at the engagement gap and how it can be closed.
“Part of it is around representation – but it’s also where in the structure you see that representation. It’s all very well having 10% of a certain type of person in the organisation, but if none of them are at a senior level then it’s not very helpful in providing role models or visibility,” he explains. “How do we truly think about representing customers and being a welcoming place for all? We haven’t quite cracked what our measure is with that, but that’s where we want to go next.”
But while he acknowledges there is still progress to be made, Bush says the business is proud of many of its achievements in the area so far, and he believes there are some in the current senior leadership team that have been prompted to take up roles in part because of its cultural position and where it stands on diversity and inclusion.
The group has also been looking to lend its voice and experience to the wider sector through its involvement with the British Pub & Bar Association’s Open To All charter, in its position as a “proactive ally”. Not just because it’s the right thing to do from a moral standpoint, but because “if we carry on playing to our traditional audiences, they will get smaller and smaller”.
In terms of further developments, Greene King has a big pillar of focus on accessibility – and not just physical accessibility but through digital platforms and communication channels. It is also keen to improve the sense of belonging at the business, ensuring that all employees feel heard and represented.
In terms of the long-term impact of the EDI initiatives it has put in place, its also about assessing whether they have led to increase customer visits – with more people coming from different backgrounds to its venues. We want people to seek us out because they know they are going to find the right environment to welcome them when they get here, Bush says.
A MESSAGE FROM THE SPONSOR
‘Diversity is more important than ever. Success with enablement and inclusion is the hallmark of the best UK hospitality teams.
Here at Carlsberg Britvic we are proud to support these editorial spotlights, by MCA, on fantastic diversity initiatives within our sector.
You can find out more about our own diversity commitment here’.
- Emma King hospitality director Carlsberg Britvic