In 2022, an internal inclusion and diversity audit of RIBA was commissioned, with the aim of providing an independent assessment of our current position and identifying areas for improvement.
The review was conducted by the specialist consultancy, EW Group, and covered key policies and processes, diversity data, employee survey findings, training materials, the latest Inclusion Transparency Report and RIBA’s website. Colleagues were invited to contribute to qualitative research through focus groups and interviews.
EW Group have now delivered their report in full. The entire audit report is available in a downloadable PDF at the bottom of this page.
RIBA Chief Executive Dr Valerie Vaughan-Dick MBE reflects
When I was considering whether to take on the role of Chief Executive last year, I did my research to see if RIBA and I would be a good fit. Looking at the organisation’s values, its strategy and its future priorities, it was clear to me that RIBA was taking issues of diversity and inclusion very seriously. I felt the organisation understood its responsibility – to its employees, but also, to set an inspiring example for the profession it represents. I saw an organisation that had made good progress and had a clear view that it still had much more to do.
Having joined RIBA, I was pleased to hear of work that was already underway in this area, including an independent audit that had been commissioned in late 2022 to review internal policies and processes around diversity and inclusion. A specialist consultancy, with decades of experience in this area, had spoken to a representative cross-section of colleagues to understand what it’s like to work at RIBA.
Today we have published the full independent report based on that audit.
Overall, its findings are very encouraging. It identifies several areas of good practice and a culture which is generally felt to be welcoming, friendly and open. It shows that there has indeed been concerted effort, and real progress, towards creating a more diverse and inclusive working environment at RIBA. And it confirms that there is a strong drive across the organisation to continue this important work.
But it also highlights that some colleagues have had negative experiences and, in some cases, have felt unable to speak up. It underlines that there is no room for complacency and that the organisation must continue to make changes.
What did the audit find?
Progress - Our employees felt that RIBA had taken significant strides to progress our inclusion work. There was a strong desire to continue to become more inclusive and diverse as an organisation - for our colleagues, our members, and the wider profession.
Communities - The role of our internal Diversity and Inclusion (EDI) Community Groups to provide a safe and welcoming space for colleagues from underrepresented or marginalised groups was a recurring positive theme. Where colleagues felt connected to and engaged with community groups, they were having a positive experience of RIBA’s culture and felt supported.
Culture - Most people described RIBA as "welcoming, friendly and open" and said that colleagues were passionate about what they do. The report also highlights ongoing conversations and awareness raising around diversity and inclusion across the organisation, encouraged by events and workshops marking key dates such as Pride, Black History Month, International Women’s Day, and various religious observances.
However, some colleagues did not feel comfortable speaking up about issues they experienced or felt that they might not be heard if they were to speak up. Inappropriate language and banter, bullying and microaggressions were raised in relation to the experience of women, Black, Asian and minority ethnic colleagues, and those who are LGBTQ+. Some felt that there were instances where issues hadn’t been dealt with properly.
Support - Colleagues acknowledged the flexibility many managers provided for those with caring responsibilities and health conditions and their openness to discussing personal problems and emergencies. The report notes that RIBA has robust HR policies and procedures in place – including around parental leave, bullying and harassment, and flexible working – and that the shift to hybrid working has been managed with a focus on diversity and inclusion.
What are we doing in response?
I’ll be really clear: there is no place in this organisation for anything but a positive working culture. We have a responsibility to continue to build a fair and equitable RIBA - for our colleagues, our members, and everyone we interact with. Our President, the Chair of the Board, and I are committed to making that happen.
Key themes of this audit are listening and action. There is no space for warm words – it’s action that counts. To my colleagues at RIBA who have ever been made to feel undervalued or marginalised – I promise you that I will not accept a culture where anyone feels like they are not heard or lacks confidence that action will be taken – not on my watch. I know too well the trauma and triggers associated with racism and sexism, the need to create safe spaces where colleagues can voice their experiences, and the need for meaningful action.
So, what are we doing:
I believe that we have already done good work in fostering a fairer and more inclusive culture at RIBA and this report will inform our ongoing priorities and actions over the coming months and years.
Firstly, a full review of all our employee policies and practices is underway. This process will ensure we hear the voices of colleagues and adopt evidence-informed best practice to build equity into our core.
We will complete a regular review of our recruitment processes to ensure we’re following inclusion best practice and attracting the best possible talent.
We are commissioning a new suite of learning and development. This will address themes from the audit, including eradicating microaggressions, developing allyship, and inclusive leadership. It will be rolled out this year, building on previous training successfully delivered in previous years.
Colleagues across the organisation have recently been involved in a review of our values, which showed a clear drive to put diversity and inclusion at the heart of everything we do. These will help to embed a culture where every colleague feels recognised for the unique value they bring to our organisation.
To improve our ability to track the impact of our work, we will be expanding our demographic data collection. This will help us hold ourselves accountable for our progress.
And, as a safeguard, we have invested in an anonymous 'Speak Up’ channel – an independent reporting and support line that can be accessed privately, should any of our colleagues experience poor behaviour whilst at work.
I recognise we still have work to do to deliver our vision of an accountable and truly equitable and inclusive organisation, but I am confident we are on the right track.
