Kevin Cleary – Group COO

What role do you see leaders and managers playing in fostering a culture of inclusion within the team and the wider company?

Leaders and managers have a huge part to play in setting the culture of a business.  Ultimately, they have a responsibility to understand the overall culture, and implement that through their own behaviour, performance, and relationships within the business. Leaders and managers should ensure, through communication and observation, that all staff understand what the business expects of them but also that they have support networks all around them.  A modern business is not simply a place of work, it's a place where people should feel protected and empowered and there should be transparency where everyone feels that they can speak up and ask questions of those that manage or lead the business.

Paula Medcalf – HR Director

What role and initiatives have you taken to inspire inclusion at Optio?

We are taking a number of steps to ensure that inclusion is at the heart of Optio.

For instance, I am currently working with members of the executive team on a job banding project, so we can pinpoint any inequities at each level of the business and work on improving our gender pay gap at each level. At the ESG Steering Group meeting we review the Board and Committee structure on a quarterly basis to look at diversity and inclusion in our board governance.

We have also recently recruited an independent non-executive board member for the Optio board. Not only will she support the independence of board decisions, but she will also be our first female Board member at that level.

Looking ahead, we are putting together leadership training programmes for those who are new to management or about to move into such roles - this cohort will be predominantly female.

We are also constantly reviewing policies, making sure we are family-friendly, with policies and an environment that encourages female members of staff to return following maternity leave.

David Robinson – CEO

What role do you see leaders and managers playing in fostering a culture of inclusion within the team and the wider company?

As a manager, I believe it is important to implement policies that value the unique circumstances of colleagues. An example of this can be seen in maternity policies and the return of female colleagues back to work. In the past, I have introduced a phased return approach and remained receptive to accommodating their needs, understanding the significance of supporting their transition back into the work environment. Maintaining an open-minded approach in these situations is paramount, as it allows for the understanding and fulfilment of individual needs, ultimately contributing to a more inclusive and supportive work environment.

Zemfira Knott - Director at Northcourt

Can you give an example of something you have worked on that inspires inclusion.

At Optio, I have collaborated with other female leaders including Paula Medcalf, HR Director, and Nina Evans, Compliance Officer, to support the Women in Nuclear Non-Executive Director Programme. This volunteer organisation is dedicated to increasing female representation in the sector from the current 20% to 40% by 2030.

As part of our involvement, we facilitated a series of training sessions for the women at Optio. These sessions were designed to provide valuable insights and skills to both current and aspiring leaders within our company.

Through our participation in this programme, we aimed to not only contribute to the broader goal of gender diversity in the nuclear industry but also inspire and empower women within Optio to take on leadership roles and excel in their careers.

If you're interested in learning more about the programme, you can check out their website: Women in Nuclear Non-Executive Director Programme

This project exemplifies our commitment to fostering inclusion and diversity within Optio and the broader community. It's initiatives like these that truly make a difference in creating a more equitable and inclusive workplace.

Nick Woodward - Claims Director 

What steps do you take to ensure that all team members feel valued for their own unique perspectives and backgrounds?

It starts with recruitment but must continue with how we treat people; as trusted colleagues rather than merely ‘staff’. It’s also about supporting individuals through life’s challenges, which can range from health and family issues to respecting the preference to WFH during Ramadan.

What role do you see leaders and managers playing in fostering a culture of inclusion within the team and the wider company?

Don’t just pay lip service to ‘inclusion’. Inclusion should be front and centre throughout the day. Positive actions rather than sentiments are what’s important here and a good start would be to treat others as you’d like to be treated.