2020
Diversity is about recognising difference. It’s acknowledging the
benefit of having a range of perspectives in decision-making and
our workforce being representative of our customers and
audiences.
Inclusion is where people’s differences are valued and used to
enable everyone to thrive at work. In an inclusive workplace,
everyone feels that they can be themselves, their contribution
matters and they can perform to their full potential, no matter
their background, identity or circumstances. It enables us to
benefit from diversity of thought,
ideas and innovation.
A message from our Chief Executive
Goal and Pledges
Gender Pay Gap Data
Ethnicity Pay Gap Data
Data and Analysis
Independent Television News Limited 200 Gray’s Inn Road | London |
WC1X 8XZ Registered in England & Wales Registered Number:
548648 +44 (0)20 7833 3000 | www.itn.co.uk
C O N T E N T S
We have been formulating our Diversity & Inclusion strategy for
many months but, as our EMpower network so succinctly put it, we
need: ‘headlines, deadlines and actions’. And we need them
now.
This is a critical moment. The depth of feeling and sense of
outrage over the killing of George Floyd have forced the world to
wake up. His tragic death and a global pandemic have challenged
current systems like never before, and many companies, including
ours, are expressing their commitment to driving real change.
Creating a vibrant, inclusive, collaborative culture – a culture
where people feel confident to speak up - is central to my vision
for ITN. This is a special and unique company. Our services reach
millions of people across the UK every day. We drive transformation
by telling the truth about what is happening and by holding those
in power to account. But our values of truth and transparency also
demand we look inwards. What is clear is that we have not educated
ourselves enough, listened enough or done enough and while we have
made progress – parts of this report are extremely encouraging – we
are not where we need to be.
Getting this right is central to our creative and commercial
success and for me, it all starts with the data. This strategic
process – data collection, mapping, interrogation - is vital to
ensuring a pipeline of talent and progression at every level. We
will be among the first media companies to publish this 2020 data
and due to the challenges of COVID-19, some are unlikely to publish
at all. Additionally, ITN is not legislated to publish all the
representation and pay gap data you see here, but we pledged to do
so because we are determined to make sure everyone gets the
opportunities, the rewards and the recognition they deserve.
We should all be proud of the progress we have made on
representation, and achieving some of our targets two years early
means we are reviewing our next set of goals. We should also be
proud that we have reduced our gender pay gap by more than a third
in the space of a year and that presents some optimism when it
comes to hitting the target for our 2022 BAME pay gap, which has
improved only marginally this year. Clearly that remains a huge
disappointment. However, we will be working closely with our
leadership teams, our employee networks and all of you via a series
of workshops beginning in August and running throughout the autumn,
to drill down into the data and to accelerate our action plans.
We’re already seeing green shoots: in the past five months, 35% of
new hires at ITN are from ethnic minorities and 60% are women and
it’s only by working together that more progress will be
made.
I want to use my privileged position as ITN’s leader to do all I
can to create lasting, structural change. We can control many
things – who we hire, how we progress talented people, which voices
we have at senior levels, which information we share as a company,
the targets we set ourselves and of course, what we put on our news
bulletins and in our programmes. And I am taking personal
responsibility for our accelerated plan of action. This plan is not
something to delegate – and I have been instrumental in its
development. It was the number one priority at our recent Senior
Leadership away day and has the commitment of all my senior team.
Today I commit that I will never stop listening and progressing
this work.
The time for change is now.“
“ Anna Mallett
Chief Executive Officer
I N T R O D U C T I O N
3
1 2 3Speak Up Balance Represent
We have a zero tolerance approach to any form of
discrimination.
We are committed to driving equitable representation at all levels
to ensure our creative vibrancy as storytellers.
We will represent diverse voices in all our editorial decisions, in
the workplace and on screen.
To be recognised as a diverse and inclusive employer that
encourages, supports and celebrates the diverse voices of
our employees and reflects the audiences we serve.
One goal.
Three pledges.
Data and Analysis: Census overview
We asked questions about gender, ethnicity, socio-economic
background, location and age. Confidentiality was and is paramount,
and therefore we have produced summary results across ITN which
cannot identify any individual’s personal response.
To ensure the results were representative of the majority of ITN,
we wanted to communicate the detail once a completion rate of 80%
had been achieved. In fact, we have now surpassed that target as
85% of the workforce has now completed the survey. We will of
course continue to strive for a 100% completion rate.
To broaden the depth of our census, this year we included questions
around socio-economic background to understand issues around social
mobility. These questions were selected from the Social Mobility
Commission which consulted 200+ companies in 2017 about the
relevant factors reflecting socio- economic status. Hand in hand
with this were questions about where our employees come from to
identify our regional representation.
Census in numbers
respondents
In October 2019, we conducted a major census among our workforce.
The survey was sent to every employee, to help us better understand
the makeup of our company.
85%
600+
*Male: 49%
D A T A A N D A N A LY S I S
5
Data and Analysis: Representation year-on-year
We are on course to hit our 2022 diversity representation targets
early.
Female
Key
LGBTQ+
BAME
Disability
6% 8%
4%4%
Diversity of voice in our newsrooms and ensuring we as an
organisation are reflecting our viewers across the UK has been an
important driver of our diversity and inclusion strategy and, since
2018, ITN has made substantial changes to the look and feel of our
organisation.
We have moved steadily towards equal representation in gender, and
in terms of the number of colleagues from BAME backgrounds we have
already met our 2022 target of 20%. We have doubled the number of
people who identify as LGBTQ+ at ITN compared to 2018 figures,
which is also to be celebrated. Twice as many people with
disabilities are working for us in 2020 compared with two years
ago, and we are on track to meet our 2022 target of 5% in this
area. Nevertheless, we remain well below the national average and
are launching a new disability policy to help us address these
issues.
It’s important to remember that these figures are targets and not
caps and we will continue to analyse and update our goals to ensure
we have a culture of inclusivity and broad representation across
all the four areas we measure.
These figures are based on our census, which was completed by 85%
of our workforce.
D A T A A N D A N A LY S I S
6
Data and Analysis: Education
Around two-thirds of our census respondents went to state schools,
and approximately 21% attended private or independent
schools.
Journalism has traditionally had similar limited entry into its
ranks as professions such as law, accountancy and medicine. All of
these have working within them a higher proportion of people from
higher social classes than the entire population and a much lower
proportion from the lowest social backgrounds.*
In our 2019 census we included a section focusing on the background
of our employees to help us build up a picture of our workforce.
Questions about responders’ education as well as the professional
status of their parents and carers were framed with reference to
the government’s Social Mobility Commission. The results have
presented us with an accurate picture of our socio-economic mix
which shows that our business as a whole is staffed predominantly
by people who attended state-funded schools. The results show that
20.8% of our employees attended an independent or fee-paying school
with nearly 7% attending school outside the UK.
ITN is committed to recruiting candidates from diverse backgrounds
and regions and we work with our clients and partner organisations
to run a variety of initiatives to enable this. Each year, we work
closely with ITV on schemes such as the annual Breaking Into News
and Newsroom Open Day events, while we have also supported Creative
Access in delivering masterclasses to aspiring young journalists
from diverse backgrounds. ITN hosts around 120 work experience
placements every year, with 5 News offering approximately 45
placements to students from outside London and from
under-represented groups. In 2018, Channel 4 News launched the
Sarah Corp Fellowship, helping to train a new generation of
journalists in memory of the late Sarah Corp, a senior foreign
affairs producer. We also work with organisations like the John
Schofield Trust, the Rory Peck Trust and the Creative
Diversity Network.
Attended state school
Attended school outside the UK: 7%
Independent or fee-paying school: 21%
Prefer not to say: 5%
Don’t know: 0.4%
D A T A A N D A N A LY S I S
These figures are based on our census, which was completed by 85%
of our workforce.* Diversity in Journalism, Report for the National
Council for
the Training of Journalists by Mark Spilsbury, November 2017
7
The majority of our census respondents are from England, with
around half coming from London and the South East.
Just under 9% come from overseas. Wales and Northern Ireland,
the North East of England and Yorkshire & Humber are the
most under-represented regions.
8.9%
Leeds
In 2020, ITN opened a new production base complete with state-of-
the-art edit facilities in the city of Leeds.
“ “
Where our census respondents spent their formative years:
D A T A A N D A N A LY S I S
These figures are based on our census, which was completed by 85%
of our workforce.
8
What do we mean by pay gap?
A pay gap is the difference between the average earnings of one
group of people and the average earnings of a different group of
people, for example men and women, or BAME people and white
people.
At ITN, we measure and report two different pay gaps. The gap
between the average female and male earnings is the Gender Pay Gap
(see page 10), which we are required by legislation to report, and
the gap between the average earnings of Black, Asian and other
ethnic minority (BAME) colleagues and the average earnings of white
colleagues is the Ethnicity Pay Gap (see page 11), which ITN
publishes voluntarily.
How are the pay gaps calculated?
Both gender and ethnicity pay gaps have been calculated according
to the UK government’s published methodology. The pay data of 670
employees was analysed as at 5 April 2020. This number includes all
UK-based full time and part time ITN employees, but does not
include freelance contractors, international employees or those not
receiving full pay on 5 April 2020, i.e. those on maternity leave
or shared parental leave.
The ‘mean’ is the average and the ‘median’ is the middle. To
explain median, imagine that all employees were lined up in a
female line and a male line from lowest to highest in terms of rate
of pay. The female and the male in the middle of each line are
compared, this is what gives us the median gender pay gap.
Is a pay gap the same as equal pay?
No, they are two different things. The gender and ethnicity pay
gaps show the difference between the hourly rates of pay between
all men and all women - and all BAME employees and all white
employees - on a mean and median basis.
Unequal pay is when a man and a woman - or a white employee and a
BAME employee - are paid different amounts for doing the same work.
This has been unlawful under equality legislation since 1970.
National Average
The UK’s median gender pay gap in 2019. Source: ONS
“
D A T A A N D A N A LY S I S
9
Gender Pay and Bonus Gap Gender Pay Gap Gender Bonus
Gap
Gender split at ITN* People receiving a bonus
Mean Mean
Female employees
* The figures in the gender split charts are based on our census,
which was
completed by 85% of our workforce. Some colleagues chose not to
answer.
Male employees
Pay Quartiles
When we first reported our gender pay gap at ITN, we set ourselves
an ambitious target, namely to halve our mean gender pay gap by
2022. In achieving a 35% reduction year-on-year from 2019 to 2020,
we are pleased that we have exceeded this target ahead of schedule.
However, we cannot be complacent: we recognise that we still have
more to achieve, and we recognise that one key driver of our gender
pay gap is lower female representation in senior roles, something
that we will continue to focus on in the
forthcoming years.
22.1% of male and 26.3% of female employees received a bonus in
2019/2020. While these numbers are lower than in 2019, bonus
payments in several ITN divisions were delayed until May 2020 due
to the COVID-19 crisis and therefore will be reflected in our 2021
pay gap reporting.
Pay quartiles
Pay quartiles are calculated by listing each employee’s hourly pay
from highest to lowest, before dividing into four equally sized
groups. This chart shows the proportion of male and female
employees within each pay quartile at ITN. We have increased male
representation in our lower quartile and increased female
representation in our upper quartile since 2019.
We’ve seen significant improvement in our gender pay gap figures,
with a 35% reduction in the mean figure year-on-year, and a 19%
reduction in the median figure.
54% 33%52% 43%46% 67%48% 57%
D A T A A N D A N A LY S I S
10
Ethnicity split at ITN* People receiving a bonus
BAME employees
BAME employees
White employees
White employees
20% 24%80% 24%
Our ethnicity pay gap has very slightly reduced for both the mean
and median calculations. While representation of Black, Asian and
other minority ethnicity employees has increased across all
quartiles for the second consecutive year, it’s disappointing that
our ethnicity pay gap has not moved significantly and continues to
be largely driven by lower BAME representation in more senior
roles. This is why we are acclerating our progression action plans
in order to improve diversity in senior positions (see page
14).
24.4% of Black, Asian and minority ethnic and 24.0% of white
employees received a bonus in 2019/2020. While these numbers are
lower than in 2019, bonus payments in several ITN divisions were
delayed until May 2020 due to the COVID-19 crisis and therefore
will be reflected in our 2021 pay gap reporting.
Pay quartiles
Pay quartiles are calculated by listing each employee’s hourly pay
from highest to lowest, before dividing into four equally sized
groups. This chart shows the proportion of Black Asian and Minority
Ethnic employees and white employees within each pay quartile. For
the second year running, representation of BAME employees has
increased across all quartiles, however, a major priority will be
to increase the number of BAME employees in the upper
quartiles.
While we have seen an increase in the number of Black, Asian and
other ethnic minority colleagues working at ITN overall, we know
that this alone is not enough and there remains significant work to
do to ensure that BAME colleagues are represented at every level of
seniority throughout ITN.
Q1 Lowest paid
Pay Quartiles
Mean Mean
2019: 22.9% 2019: 33.0%
19.4% 63.7%20.8% -4.7%
D A T A A N D A N A LY S I S
* The figures in the ethnicity split charts are based on our
census, which was completed by 85% of our workforce. 11
1 2 3 4Recruitment Progression Culture Accountability
Focus on diverse recruitment, particularly at senior
levels.
Break down barriers to progression within ITN.
Increase share of voice in editorial & management.
Improve culture of transparency and accountability.
One goal. Three pledges. Four strategic priorities.
12
2019 Progress
We have already implemented new and improved ways of recruiting
staff to ITN that draw on different talent pools and paths into the
recruitment market. We now have a policy of open recruitment for
all roles. Once the shortlist has been made, all interviews now
have mixed gender panels and a minimum of one female and one BAME
candidate for every external role. Unconscious bias training is
already in place for all decision-makers.
2020/21 Priorities
Alongside the progress we have made in our recruitment practices,
we are also focussing on building the external profile of ITN in
order to attract and identify diverse talent, especially for senior
roles. Tools for mitigating bias are also part of our enhanced
strategy to ensure we have a recruitment process with inclusivity
at its heart. This includes unconscious bias reminders for all
hiring managers, trialling anonymous CVs, and BAME representation
on every interview panel. Building relationships with younger
people is also on our agenda to create a pipeline of diverse talent
into ITN. #ITNBacktoSchool is a programme that enables staff to
visit schools to talk about ITN and our work, and ITN Pathways is
an early careers programme that also feeds into this
priority.
01. Recruitment
Broaden diversity of applicants to ITN using e.g. ‘ITN Pathways’,
#ITNBacktoSchool, social media campaigns
01
Trial anonymised CVs for all roles launch in August-November,
review November
02
03
04
Focus areas
Use innovative approaches to identify and
proactively encourage diverse applicants
Build strong external profile and networks to
attract a healthy pipeline of senior, diverse
talent
Utilise diverse freelancers as a talent pipeline
Mitigate unconscious bias in selection processes
Above: Channel 4 News colleagues take part in a Creative Access
Masterclass on broadcast news for an audience of
aspiring journalists.
Actions
R E C R U I T M E N T
13
2019 Progress
Having effective succession planning tools in place is pivotal to
maintaining a diverse workplace at all levels of the organisation.
Succession planning is now in place across all departments.
Understanding the reasons employees leave is key to formulating
policy, so analysis of our exit interviews now feeds into our
retention and progression plans. We have also now established an
annual mentoring scheme; flexible working options available across
ITN, and the option to take a ‘flexi- month’ at any time of the
year, as well as the ability to purchase an additional 10 days’
annual leave. A proactive review of women’s pay as they return from
maternity leave has also been introduced.
2020/21 Priorities
Creating a diverse and inclusive workforce particularly at senior
levels is our key priority. We intend to identify high-potential
diverse talent from inside the organisation for regular SLT
discussion, supported by the succession plans already in place.
Developing the experience of talented individuals by introducing
specific schemes will enable progression up and across ITN. These
schemes include managed moves across departments and a work-shadow
programme as well as taking steps to enhance the existing mentoring
programmes. Inclusion training for all employees will be mandatory
going forward and the work we’re already doing analysing and
reviewing exit interviews will feed into our progression and
retention strategy.
02. Progression
S T R A T E G Y : R E C R U I T M E N TS T R A T E G Y : R E C R U
I T M E N T
Actions
Fund five SLT sponsored pan- ITN attachments for top talent in next
12 months from agreed ITN training pot
06
07
Launch mandatory inclusive leadership training for SLT and all
employees
08
Re-launch reverse mentoring for the SLT and middle managers
from September, and introduce mentoring for women returning from
maternity leave
09
Review all exit interviews quarterly by department . CEO to offer
exit interviews with senior diverse leavers
10
Use the revolution of remote, flexible working to improve
recruitment and progression of diverse talent
11
Grow our internal talent by creating new opportunities for
development
Support and encourage flexible working options to retain
talent
Inclusion training roll-out to all employees
Identify and promote high-performing talent
Focus areas
P R O G R E S S I O N
14
2019 Progress
Last year, we created the role of Head of Diversity and Inclusion,
which has supported ITN in articulating and driving our strategy.
ITN’s newly-formed Inclusion Action Group and employee network
groups such as ITN PRIDE, EMpower and the Working Parents’ Network
have been established and have a strong, positive presence in the
organisation. To encourage an open, supportive work environment, we
have an ‘open door’ policy from CEO down, giving access to senior
colleagues if any issues need to be raised. We have applied the
same openness to our news agenda too, as all newsrooms now have
editorial meetings to enable and encourage discussion and analysis
of diverse story ideas.
2020/21 Priorities
According to our census results, BAME representation is above the
national average at 20%, but we are committed to ensuring that this
diversity is reflected vertically across our organisation and in
particular in our senior leadership team. To address this, we will
invite a range of speakers on Diversity and Inclusion to join the
SLT and also address ITN as a whole. We will also enhance our
processes to engage and support continued diversity through
awareness-raising programmes such as reverse mentoring. We want to
maintain and improve the level of on-screen diverse talent -
presenters and contributors - and will continue to monitor the
balance after every programme. We will also explore ways of
measuring on-screen diversity for other output across ITN.
03. Culture
S T R A T E G Y : R E C R U I T M E N TS T R A T E G Y : R E C R U
I T M E N T
Commit to enhanced ethnic diversity on SLT and
senior, off- screen, editorial roles
12
Drive diversity in editorial decision-making with bespoke
initiatives in each area
13
Promote process for discussing concerns over career progression and
editorial decision-making
14
Maintain and grow on-screen diverse talent; continue to monitor and
record after each news programme
15
Launch disability policy, hold focus groups and create
employee network
16
Ensure diverse voices are present at decision- making levels within
ITN (including SLT)
Promote diversity of on-screen talent to reflect and represent
diverse voices
Create an environment where everyone feels they can speak out
Embed different channels for colleagues to be involved in
addressing inclusion
Focus areas
For more information about our networks see page 16.
Top: Colleagues gather for the launch of EMpower, ITN’s BAME
employee network.
Middle: Mary Nightingale interviews SAS: Who Dares Wins star Jason
Fox in an internal event for Mental Health Awareness week.
Left: 2020 saw ITN celebrate a virtual Pride Week during the
national lockdown, with a range of digital activity and an intranet
takeover.
Actions
15
EMpower BAME Network EMpower was set up in 2019 and is a place for
ITN’s Black, Asian and ethnic minorities to discuss the
organisation’s diversity strategy and come together as a group to
influence measures to increase representation at every level. At
the time of writing it counts over 75 members.
.
ITN Inclusion Action Group The Inclusion Action Group’s
purpose is to ensure ITN is an inclusive place for all who work
here while promoting our ‘One ITN’ purpose, vision and values,
supporting the inclusion strategy and initiatives and driving
action. It works in partnership with HR, business units and the
Employee Network Groups and provides feedback to the SLT.
ITN Voice Employee Forum ITN Voice is a network of people from
across ITN, elected by their peers to give a voice to every part of
the company. ITN Voice works to create positive change, influencing
decisions that affect everyone and coming up with ideas for how we
can continually improve life at ITN.
ITN Pride LGBTQ+ Network Co-chair Minnie Stephenson says: “ITN
Pride is the first ever LGBTQ+ network at Gray’s Inn Road. Our
mission is to ensure that LGBTQ+ employees are represented across
ITN and at every level. We know in 2020 that many people are still
uncomfortable to be out in the workplace, we hope Pride plays a
part in changing that.”
Thrive Women’s Network Our newest network will be fully launched in
the autumn. Thrive welcomes all female-identifying staff at ITN and
will focus on giving women the chance not only to share
experiences, but also the opportunity to organise events and raise
issues of particular concern to our female colleagues.
03. Culture Representation
EMpower BAME Network
Parents & Carers’ Network
Inclusion Action Group
Chairs: Minnie Stephenson Reporter, Channel 4 News Marcus
Taylor-Nylund Head of PMO, Technology
Nick Hafezi News Assistant, Studios
SLT Sponsor: James Scorer General Counsel
Chair: Hilary Platt Operations and Finance Director, ITV News SLT
Sponsor: TBC
Chairs: Ronke Phillips Senior Correspondent, ITV News Liliane
Landor Head of Foreign News, Channel 4 News SLT Sponsor: Lisa
Campbell Director of Corporate Communications
Chairs: TBC SLT Sponsor: Richard Lawson Director of Commercial
Production
Chairs: Kiran Bance Head of Diversity and Inclusion Rachel Corp
Acting Editor, ITV News
Chair: Cait FitzSimons Editor, 5 News
C U L T U R E
16
2019 Progress
We made a commitment to sharing gender and BAME pay gaps each year
which we are fulfilling in this report along with our strategies to
address issues raised. We have reviewed part-time working to ensure
ITN adopts a consistent and market-leading approach. If a member of
staff feels they may not be receiving equitable pay when measured
against a comparator, they can make use of a salary check process.
Last year, we also linked the bonuses of the senior leadership team
to their diversity and inclusion targets.
2020/21 Priorities
The first step is developing a transparent reward and recognition
programme. We will drive better decision-making by feeding the
analysis from the census, pay gap reports and exit interviews into
future action planning. We are creating enhanced diversity
dashboards for the business and setting milestones for achievement
on recruitment, progression and retention. Making ITN an attractive
employer to those with disabilities is a priority. We will carry
out disability focus groups to understand areas to prioritise and
launch a new policy. We also commit to reviewing all of our our
targets.
04. Accountability
S T R A T E G Y : R E C R U I T M E N TS T R A T E G Y : R E C R U
I T M E N TA C C O U N T A B I L I T Y
Develop a transparent reward and recognition programme and finalise
all pay benchmarking across ITN
17
Divisional pay gap dashboards to be reviewed by SLT on a quarterly
basis. Mean and Median data published annually.
18
Quarterly review of divisional dashboards by CEO, including the
introduction of specific LGBTQ+ data
19
Review all 2022 Diversity and Inclusion targets and amend
where necessary. Share SLT bonus targets on D&I measures
20
Re-launch independent procedure for reporting all forms of
discrimination at ITN, with additional trained hearing managers to
be identified for any grievances
surrounding discrimination
21
Reaffirm commitment to narrowing pay gaps
Ensure senior leaders are accountable for driving change by linking
success to their incentives
Increase transparency of reward
and recognition processes
Focus areas Actions
17
A C C O U N T A B I L I T Y
Our Senior Leadership Team
Ian Rumsey Director of TV Production
Ben de Pear Editor
Chris Shaw Editorial Director
Geoff Hill Editor
David Conway Chief Financial and Operations Officer
Richard Lawson Director of Commercial
Production
Resources
Lisa Campbell Director of Corporate
Communications
Stategy and Development
18
For sixty-five years, ITN has been at the heart of the media
landscape, internationally recognised for our quality, integrity
and creativity. Combining our experience honed as one of the UK’s
foremost media companies with cutting-edge technology and
expertise, we are the home of compelling content and technical
innovation.
We make the award-winning daily news programmes for ITV, Channel 4
and Channel 5, providing comprehensive and impartial news to
the British public and reaching millions of viewers.
ITN Productions, our independent production division, produces high
quality content across seven distinct areas: television production;
sports; advertising; industry-specific programming; education
content; entertainment and news footage syndication; and
post-production.
About ITN