1. 1
Annual EDI Report
2013-2014
equality, diversity & inclusion

2. 2 3
contents
foreword 4
Cititec values 5
achievements: 2013-2014 7
benefits of working proactively with diversity 8
the business case – client trends 11
diversity monitoring and metrics in support of evidence based decision-making 15
nurturing Cititec employees 18
our equality, diversity and inclusion objectives for 2014 20
candidates 21
how to get involved in 2014-2015 22
conclusion 23

3. 4 5
Cititec values
Our values are what our clients, candidates and people believe are important and define the
service we offer.
personal, proficient, premium
personal
Cititec was founded by two brothers and strong relationships remain right at the heart of our
organisation. We thrive on collaborative, trusting and mutually beneficial relationships.
Our culture is friendly, positive and supportive – just ask our team. It’s about really looking after
our clients, candidates and colleagues and helping them all to excel. We just think that better
relationships mean better business. Clients tell us this sets Cititec apart.
proficient
Knowledge, insight and technical expertise form an intrinsic part of Cititec. Our years of
experience have helped us develop and deepen our understanding of the sectors in which we
work the relevant technical challenges and above all, our clients.
Our specialist consultants receive training in the technical disciplines for which they recruit.
They are experts recruiting experts. And as we see it, the learning process never stops. Week
in, week out, we continue to accumulate knowledge, build our expertise and strive to be even
more effective.
premium
Our people, our approach and our ethics. We care about what we do. The way we work and
communicate. Our clients, candidates and colleagues. The culture. The detail. These things all
matter because they’re part of a business that we’re proud of.
foreword
Sustainability at Cititec is an integral part of our long-term business objective. We divide
sustainability into four key areas: community, environment, equality, diversity and inclusion (EDI)
and quality. This report is our review of equality, diversity and inclusion during 2013-2014.
This is the second annual report that Cititec has produced and have listened to the feedback and
developed it so that it is even more useful.
This report highlights key data and evidence and sets out our approach. The report also acts as
an overview of the work we have undertaken and communicates what we need to do in order
to continually develop our sustainability work.
At Cititec, we’ve done things in our own way. We’ve worked hard to succeed in our market and
to make a real difference to it. Above all, we’ve never forgotten the fundamental importance
of people and relationships. They’re always an important factor in business but in our business,
they’re crucial.
‘Human recruitment for a technical world’ sums up what makes Cititec special. It’s our relationship–
driven approach to a world that demands technical skills. Whatever happens in the future, ‘human
recruitment’ will be the way we do business. It’s what we want to be recognised for.
Setting high standards in our approach to equality, diversity and inclusion is fundamental to our
success as a business. We want to lead the industry in our work and the value we add to clients
through living the values and guiding principles.
We are very proud of our people and those who have contributed to the success of this very
important work.
This report covers the financial year 2013-2014
Stephen Grant
Managing Director

4. 6 7
achievements: 2013-2014
Cititec has been working closely with a specialist Equality, Diversity and Inclusion (EDI)
consultancy, Sateo, since 2009 and have been undertaking a systematic equality programme
called EQuality Assured (EQA). The EQA programme consultants review our equality and
inclusion action plans every year.
To date the EDI consultants have reviewed seven key areas twice and we have met and/or
exceeded requirements in each area. The areas included in the reviews are:
1. leadership & corporate commitment
2. policy & procedures
3. learning & development
4. recruitment & selection
5. communications: internal & external
6. customer focus & external stakeholders
7. monitoring, analyses & evaluation
Our values underpin the EDI actions and the competency framework objectives help keep us
on track. We manage ongoing actions through regular reviews with stakeholders. At Cititec,
leadership means setting standards, introducing fresh thinking and new ways of working. Real
leadership means challenging and boldly representing our industry. That’s what we mean by the
value Premium. Therefore, our action plan is owned by Stephen Grant, the MD, who chairs the
twice-yearly equality, diversity and inclusion reviews.
Representatives from around the business act as champions to ensure inclusive practice is
considered in our day-to-day work. We evaluate how inclusive practice impacts on each other,
on working with our candidates and with our clients. We have an appointed manager who has
specific responsibility for delivering the programme and as project lead is appraised annually on
the programme.
We are making real progress towards more equal representation of employees from
underrepresented groups. This is quite evident in our office and is set out in the diversity
monitoring results below. In the last financial year we have also:
• employed an external consultant with strong skills and experience in diversity and inclusion
to work on our HR
• reviewed our action plan and incorporated further equality objectives
• delivered training on the Equality Act to all staff, including on positive action
• embedded, reviewed and reported against our diversity monitoring
• improved quality on monitoring capability both internally and externally on behalf of our
clients
• diversity monitored our satisfaction survey
• launched an internal network to help support consultants understand their responsibilities
and to help drive further objectives through the business
what do our staff think about working at Cititec?
We asked our equality, diversity & inclusion consultant to come and listen to what
people say about working at Cititec. The quotes in this report come from these
meetings with new and longer in service staff, and with people from all kinds of diverse
backgrounds and roles. This year 15% of staff were interviewed. They were asked
questions about clients, candidates and about what they like about working at Cititec as
well as what makes it different.
Consultant “My manager is such a great guy. You really feel that you have his trust.
I’ve never worked anywhere I felt I could take time off when I was sick but here it’s
accepted it happens and no-one thinks the worse for it”.
Graduate scheme entrant ”I came in on the grad scheme but I left uni quite a while
ago and worked in events for a few years. The induction and scheme is really well
structured. You know what your objectives are but how you organise yourself is up to
you. They trust you to take responsibility... The teams are really balanced male/ female
too, every team here has at least 4:6 ratios and there is lots of diversity”.
Recently hired senior consultant “In my last job I had been the second highest biller
and billed four times more than some of the guys and yet the only one apart from my
friend, the only other woman, was made redundant. She was really stressed there. She
had kids and was thinking of leaving anyway. I jumped straight away even though I
don’t have kids; I felt this was very unfair...
When I came to Cititec a few months ago, I was really surprised when I saw how it is
here.
Here loads of people do [work flexibly], women and guys, including my manager who
has kids and shares the childcare with his wife. Here it’s about what you do and they
know the other stuff really doesn’t matter”.

5. 8 9
the parenthood penalty
Almost half of women professionals (44%) who take up part-time employment move into low-
skill jobs where the average employee does not have A-levels. One third of female corporate
managers moved down the career ladder after having a child: two thirds of those took clerical
positions and the remainder moved into other low-skill jobs. Across England, the average
nursery place for a child under the age of two is now £167 a week. This represents a 5% rise on
the figure for 2008III
.
42% of fathers think they spend too little time with their childrenII
. Two in five fathers thought
that requesting flexible working would negatively affect their chances of promotion. Although
flexible working is available to almost half of fathers (pre-2014 flexible working legislation), only
30% of these are actually using itIV
. Few jobs are advertised flexibly even in organisations with
good flexible working policies.
coming of age
Although 88% of employers believe that older workers can bring skills and benefits to the
business, people aged over 50 are least likely to be recruited once out of workV
.
Years of declining fertility, coupled with advances in health and life expectancy, have led to
ageing populations and subsequent declines in the workforce. The impact will be felt most
acutely in the European Union, which will lose 66 million workers between 2005 and 2050VI
.
Ageing populations across Western Europe and North America are creating demand for labour-
intensive services; social security systems which need young labour to pay in to them; and the
shift away from manufacturing in many rich countries. This has elevated the importance of
innovation and created a global race for talent. This means international labour mobility at all
skill levels is likely to increase in the near future. Competition will expand for what will be a very
limited talent pool.
In some sectors there are proportionately large numbers of people who will retire soon. We are
seeing a panic to replace talent using ‘short-term fixes’ that focus on competing for the same
small pool. This has created raised salary expectations and is simply not sustainable. This is
evidenced well by the “great crew change” within oil and gas.
With the most desirable people in increasingly short supply, we need to start thinking outside
the box when it comes to traditional sources of talent. Taking the same approach to recruiting,
appealing to the same demographics at the same universities, is going to increasingly leave any
organisation struggling.
the plugged-in millennial/generation y
Millennials entering the workforce want to be more agile in the way they are allowed to
operate. Whether they are on the job or not, they want to be constantly plugged into work
via technology – yet be allowed to manage their work in their own way. In addition, many of
them are uninterested in a long career with the same employer. They, like women and people
with disabilities and those from minority backgrounds, look to be part of an organisation with a
meaning and purpose that goes beyond salary.
benefits of working proactively with
diversity
Cititec has been proactively working on the inclusion agenda since 2008. Since then we have
seen demand for help with equality and inclusion objectives rise steadily. In 2008 few clients
asked us to produce equality monitoring data but now in most sectors clients ask us for our
equality information. Nearly all banking and insurance sector clients ask us for detailed diversity
data. Global shortages in some sectors are quickly highlighting the issues that will be faced in
many sectors and not just engineering and IT for example. These issues, in brief, are:
a global race for talent – the business case for equality,
diversity and inclusion
In the global context the issues are simple. There is a direct need for increased access to
and employment of diverse talent to reduce exposure to the increased risk because of the
reduction in traditional talent pools. This is due to a number of factors but mostly due to
internationalisation, the changed demography in cities and urban conurbations combined with
technological transformation and relative wealth across the globe. For businesses, this includes
ongoing access to people who have high levels of education.
women’s representation on boards
Catalyst research found that companies with high-level female representation on boards
significantly outperformed those with sustained low representation by 84% on return on sales,
60% on return on invested capital, and 46% on return on equityI
. Despite this, women still draw
the short straw when it comes to pay, childcare, and maternity.
the pay gap
The pay gap is still significant, with women in full time work currently earning 14% less than
men. This varies across sectors and regions, rising to up to 33% in the City of London and 55%
in the finance sectorII
.

6. 10 11
technology and other factors
The impact of technology and in particular social media has already completely changed
recruitment. For Cititec and our clients this is both a threat and a massive opportunity. People
have access to data undreamed of even 5 years ago and the opportunity for innovation is
unlimited. People use their online networks to recruit in new and radical ways.
the value of ‘minority’ consumers
Consumer markets for minority groups are growing exponentially. Our clients who service these
growing markets understand this demographic change. And as consumers, women control the
majority (80%+) of spendingIX
.
• disabled £80bn and growing fastX
• asian £300bnXI
• gay £70bnXII
This means that our clients need to be aware of their consumer patterns. Once they are
appreciated, this needs to be reflected in their employee base.
the business case – client trends
At Cititec we focus on issues we see most often and the areas where we can add most value to
candidates and clients. Gender is a key area of focus for Cititec and we are finding professional
service clients are increasingly seeing this as a business critical issue. At Cititec our consultants
are noticing:
• increasing expectations by both women and men for flexibility at work.
• clients are more aware of the changes in talent pools and that they need to ensure their
reputation is excellent. This is especially true in meeting expectations of women who make
the majority of consumer decisions (84%) and have a different style of inquiry influencing
buying criteria.
• women in procurement are more demanding and want to drill down more. They are more
‘discovery’ orientated than men who are more ‘task/mission’ orientated. Research backs our
anecdotal findings.
As a result, Cititec and our client businesses need to employ more women and retain them as
well as develop women more consistently into leadership and management positions.
Consultant “A (major bank name) candidate told us she was leaving because the team she
worked with ganged up on her. They were working on some kind of implementation project I
think. The sort of thing where people work on into the night... anyway, she left at seven after a
full day. The team were really horrible to her after that. They were all guys apart from her. She
went to the boss and he told them to lay off but it carried on. She managed to get into another
team but she doesn’t want to stay and is looking for another project. This is just mad since this
bank is really keen to hire women and it’s really hard to find Java and C+ skills.”
disability smarter
Disabled people represent 20% of the UK population. Add on the numbers of families and
friends who share aspirations or are carers (1 in 8) themselves and there is a strong likelihood
that discriminating against such a large population will damage business reputations. 83%
of disabled people have walked away from an inaccessible service provider to take business
elsewhereVII
.
Most people are not born with a disability and we all age and therefore we are increasingly
likely to become affected by disability, our own or that of a close relative, as we get older.
Globally, for example, there are an estimated 285 million people with a visual impairment of
some kind and around 10-15% of the world’s population has dyslexia. In the UK alone, Autism
is one common example of a condition more common than appreciated. There are around
700,000 people in the UK with autism – that’s more than 1 in 1002. If you include their families,
autism touches the lives of 2.7 million people every day. There are 3.5 million disabled people
in work in the UK. The evidence shows disabled workers are less likely to take sick leave, have
longer tenure and be more loyal than non-disabled workers on a like for like basisVII
.
women and minority ethnic talent in UK business
The Department for Business, Innovation and Skills report women now account for 20.7% of
board positions in the FTSE 100 – up from 12.5% in 2011 and 17.3% in April 2013. This is an
improvement but progress also needs to happen further down the pipeline and businesses will
need to continue to tackle the shortages more proactively at middle management levels or
sustainable progress is unlikely.
In the FTSE 100, just five chief executives and only two finance directors are black or asian.
Businesses do not reflect the talent pools in the UK or in global markets. China will soon be, if
not already, the largest consumer market in the world. The largest consumer populations are in
Africa and for future talent in the largest organisations we look outside of the UKVIII
. At most
management levels people are not making decisions based on this reality at least in relation to
hiring decisions. The numbers speak for themselves but not enough people are listening.
London, Leicester and Birmingham are majority-minority cities. With no leaders reflecting the
future talent or consumer markets, business will be in serious trouble and the shortages we are
seeing now are just the tip of the iceberg.

7. 12 13
key lesson:
We are already finding where businesses and especially hiring managers fail to consider
the big picture and trends they will find their ‘future proofed’ competitors will get first
pick of the best talent and keep it.
appreciating differences in hiring women
Talented women want different things from employers than men. Women think differently
and ask more detailed questions about their future employers. Many have also had negative
experiences or have heard about others’ experiences. All these factors are affecting choices of
which employer a talented senior woman will choose.
We find that women’s ‘buying criteria’ is different. They are more thorough and will often ask
for more details than men. They are also sceptical of what they might see as ‘spin’ and far less
likely to accept statements that are not backed up by evidence through diversity monitoring. We
are finding women choose where they work based as much on the culture of the organisation
as the reward or benefits and they are asking for both hard data about the company and
anecdotes about the people and teams they will be working withXIII
.
Senior Consultant “It’s really hard in this industry [investment banking] for women. I had one
brilliant candidate who wanted to work for (top client) but turned them down because they
were not willing to accommodate her need to finish early on one day. They just refused to have
any flexibility at all. She went to a great job with (a competitor) but you wish hiring managers
could see how few people there are out there. The D&I and HR people say one thing but hiring
managers still don’t have the full picture... and it will get increasingly difficult to recruit and it’s
not just women either”
Some candidates have mentioned the numbers of women who were made redundant by some
employers and the evidence from research really backs this up. According to Maternity Action
30,000 pregnant women a year are forced out of a jobIII
. Frankly, the word gets out and this
makes it harder for recruiters who often sell the business to the candidate as much as the
candidate to the business.
Obviously, the more our clients share their evidence of fair practice and genuine parity the
better their chances of accessing talented women. Our consultants tell us the best talent is
going to places where employers have a genuinely equal approach.
key lesson:
We believe that more businesses should publish their diversity data, including the results
of equal pay audits. Businesses definitely need to communicate more about what they
are doing to attract and retain diverse talent.
clients need to train more managers in gender and diversity
issues
Not enough hiring managers are demonstrating an understanding of this impact on brand, on
demographic change or of the business case for diversity. Although decreasing in some sectors
we do still get old fashioned or even discriminatory requests from people. In some businesses
the attitudes are way behind where they should be. Leadership, HR and increasingly specialist
diversity teams need to make sure the ‘squeezed manager’ is able to ‘get with the programme’.
Consultant “I had one client who turned down an applicant because he wouldn’t be ‘a good
fit’ but it was only based on the candidate’s age. The applicant was brilliant in every way but
I don’t think they could see past the age thing. It’s frustrating but as recruiters the only thing
you can do is remind them of what the law says. My manager supported me when I refused to
change my view and I had no problem getting the candidate a great job in another company
anyway so it worked out for them; better probably.”
Cititec consultants want to share their insights with clients to support the huge opportunity that
genuine inclusiveness brings. Clients are encouraged to ask the Account Director how we can
support businesses using our knowledge and understanding of the issues. We can help you to
attract, recruit and retain the best diverse people and help you to recruit talented women and
minorities at all different levels ready to meet the future needs of the leadership pipeline.
We are seeing trends where not only far more women ask about flexibility but also men tell
us they expect more flexibility in how they work. Some have even turned down lucrative roles
because they know they can get work and some flexibility too. There are simply more choices.
The most forward-thinking businesses ask us directly to help them increase the numbers of
diverse applicants. In 2013, we worked closely with several clients to increase gender diversity
in senior appointments. We are also working much more closely with female candidates to
increase their awareness of best practice. Having more senior women within our consulting
teams has definitely helped us to get better at this. It really is a case of ‘like attracts like.’
Gender equality is no longer a female only issue; younger men expect to do their fair share of
caring for children. Given the ageing demography, this is likely to be the case also for parents
as they age too. Increasingly employers are expected to reflect this reality in their approach to
managing people.

8. 14 15
diversity monitoring and metrics in
support of evidence based decision-
making
Cititec realised some time ago that if we want to stand out from our competitors, actions
speak louder than words. All recruiters like to believe that they can recognise prejudice and
discrimination and all recruiters will point to a policy that says they don’t discriminate. The fact is
most of the time this is not true. Ask most people how they review their equality policy or know
how well it is working and they will struggle to explain.
We began to monitor the diversity of employees in 2011. The quality of this data has gradually
improved since then. We now monitor seven protected groups: sex, carer status, disability, age,
ethnicity, sexual orientation, carer status and religion & belief. We also monitor salary, four
stages of recruitment and have introduced exit interviews. This year we will take this one-step
further and monitor ‘post’ – exit so that we capture fuller data on the reasons for exit.
Since tracking diversity within the business, we have developed a much greater sensitivity
to some of the persistent issues. Issues that cause gender inequality for example. This is not
because monitoring is going to fix the issues but because monitoring supported by data and
information with specialist advice and guidance has given us the confidence to address the
issues more proactively.
our 2013 diversity monitoring results
transferable skills – looking at potential
As more hiring managers, and not just HR and recruitment leads, understand the facts and the
bigger picture and the implications, they will see there is need to look at potential and not just
past performance. As more managers recognise diversity as a critical business issue, ‘business as
usual’ will look and feel different.
Businesses need to make greater progress in hiring more diversity faster. This means a sea
change in how they manage people to take advantage of greater diversity. We know because
we face the same issue in our staffing business.
Recruitment systems, especially IT based programmes sift out people who have transferrable
skills and this hits talented disabled people disproportionately. People leaving the military
are sought after in many organisations and make excellent employees but their CV’s don’t
‘translate’. Overseas qualifications are ignored and gay people who left because of harassment
are unlikely to be able to explain their ‘odd’ career path. This is quite simply a waste of talented
people.
key lesson:
Consider several methods to attract and sift and don’t rely solely on job boards and
algorithms. Review the entire recruitment process with a diversity lens at least every
two years.
gender
31
32
33
34
35
36
37
38
39
40
53%
Male
47%
Female
Employeenumbers

9. 16 17
The gender pay gap we discovered in 2012/13 was a surprise and we are now very glad that we
undertook a gender pay review as a result of the EQuality Assured Review process. There were
various reasons for this discrepancy and we have addressed most of the root cause reasons now.
We estimate that by end of 2014 we will have resolved all of the issues. We will monitor the
situation carefully as part of our ongoing metrics.
Account Manager (female) “The bosses interviewed me and I can honestly say it’s the
nicest interview I ever had. It’s been open and transparent from day one. The last place was
so regimented you couldn’t even take a break to use the toilet. That job ruined so many of my
relationships, I made a lot of money for my age but it’s just not worth it. After a few months
here at my career direction meeting, I was asked if I wanted to step into a team management
role and to go on the management development programme. I’m thinking about it for the
future but it’s not want I want just yet and he (manager) was just fine with that”.
ethnicity in Cititec
In 2012/13 we employed 5% black or minority ethnic people. In 2013/14 this has risen to 14%.
We have found that small things that matter when it comes to being more inclusive. Most
businesses in our industry have social events that revolve around the pub and bonuses and
rewards are often focussed on the lifestyle of young, single people. In planning our social
calendar and rewards, we try hard to offer a good range of choices to suit all kinds of people.
Back Office Manager “The culture here is really good. When someone new starts everyone
goes and introduces themselves. They ask people to send around an email to say what they like
and dislike and they are taken out to lunch. I can work from home if I want to and when we had
the snow most people did. It didn’t affect the work at all...
I love the social stuff. It’s not just going out drinking with the lads – we have had ice skating,
parties at Christmas and summer BBQ’s, cricket and we had a trip to the Comedy Club the
other week. I’ve taken part in the charity events like Race for Life and Cititec support The Amos
Bursary to help talented afro-caribbean boys.“
Marketing Assistant “People respect my views here. They know that I am a practicing
Christian and I tend to avoid going out where there is alcohol around but I do go to all the other
events. I think you have to be flexible and meet people half way at least. Since I started, I also
volunteer with The Amos Bursary and this helps young talented black men get into all kinds of
careers. Acting as a mentor gives me a chance to give back too. I hadn’t really thought about a
career in recruitment before but I really like it here. It’s very professional but friendly.”
The ‘length of tenure’ stats we have collected over the past year evidence that there is an
increase in women’s tenure. Last year women’s tenure was much higher.
age and gender
Recruitment is a sector with a very young age profile and most people leave it as they get older
or in the case of women, as they have their second child. This is a tremendous brain drain of
talent and is simply no longer sustainable. Cititec are proactively working to both retain our
people and increase internal diversity by managing this more effectively.
In 2012 the female employee average was 36%, in 2013 it was 39% and as of February 2014
Cititec had 47% women. We also have significantly more women working in sales and senior
sales roles.
A key contributing factor was the implementation in spring 2013 of a Flexible Working Policy
and a Home Working Policy. All staff were asked to contribute to the development of the policy
and all objections were discussed prior to implementation. The policy does not limit who can
ask for flexible working and it is equally accessible by anyone for any reason in the business.
An unintended but very welcome consequence of this change has been that Cititec now spend
less on recruitment of both women and men because of recommendations on the basis that we
have an open attitude to flexible working.
age
18%
45%
27%
10%
25 years and younger
26 years - 30 years
31 years - 40 years
Over 40 years

10. 18 19
We began with a blank sheet and asked our people what would work best for the business and
for them. The result was a policy that excluded no one. At Cititec anyone can ask for flexibility
without fear or favour. This led to the successful attraction and retention of working parents
both male and especially many more senior women.
We have promoted job sharing and home working initiatives, very unusual in our industry, as
our new senior female hires are telling us. We currently have six flexible working contracts. We
have also attracted very talented women who are extremely successful. This cost the business
nothing because all the hires were from recommendation via people who had heard about our
genuine flexible working. The total combined revenue of the 2013/14 female hires has increased
by over 300%.
disability and well being
Staff wellbeing is central to Cititec. All staff members are offered private health insurance after
12 months service and we have access to a private GP for all employees, so staff can easily see a
doctor if they need to.
We have a social calendar of events that is designed to ensure a great and varied aspect to the
Cititec way of life (these don’t just include night time events or alcohol based events. Therefore
everyone is included, irrespective of caring duties at night time or religious beliefs). We also
have a representative committee and the BIT (Business Improvement Team), who represent staff
wellbeing issues, which get reported to the board.
Cititec launched the sustainability micro site in 2013. Across the whole of the marketing
collateral, accessibility to W3C standards is important in providing equality of opportunity
for people with disabilities and increasing readability for everybody. We use plain language
principles in most corporate materials, documents and web based media so that people using
mobiles, older people and people whose main language is not English should not struggle to
understand us. We constantly gather feedback and if you have any comments or suggestions,
our marketing team will be pleased to hear from you.
Cititec, like many organisations, struggle to get our people and candidates to ‘disclose’ their
information even for the purposes of ‘reasonable adjustments’. We have more work to do and in
2014 we have included an objective to improve the quality of our disability data.
nurturing Cititec employees
We work hard to attract and retain our people regardless of ‘packaging’. In earlier years, we
employed very few women in sales and few men in the support services. This has changed
a great deal and our workforce is now much more diverse. As a result of the changing
demography, internationalisation and reduced traditional talent pools the most modern,
progressive workplaces are going to be more diverse than ever. We are already well on the way
to achieving this diversity and our staff are high achievers who are committed to the values and
our approach.
Recruiters don’t have the best reputation for fairness or for diversity. We are different and
evidence is showing we are well on track to meet our vision in becoming an exemplar inclusive
employer. For a company of our size our sustainability work exceeds that of our competitors.
Our people should be adding value at every opportunity and Cititec nurture this talent for the
benefit of our clients. The ability to be a ‘trusted partner’ who takes a consultative approach,
understands the wider issues whilst taking the initiative pays huge dividends in both client and
candidate satisfaction.
The focus only on sales ability is reducing in primary significance. Trends and our own
experience both show that the best recruiters will be those who have a wider range of skills and
competences, including their knowledge in diversity and inclusion.
The Leadership competency framework is used to hold people to account and includes:
impactful engagement with colleagues, strong role modelling of positive behaviours and ability
to make difficult decisions with confidence based on facts, goals, constraints and risks.
flexibility
A problem-solving group has been set up to discuss gender issues within the business and wider
industry and to encourage dialogue about key issues with senior managers. In 2013 Cititec
introduced what has since become a highly effective flexible working and home working policy.

11. 20 21
candidates
Candidates have initiated more conversations with our consultants about diversity related issues
in the last year. We know that since recruiting more women into the sales team women talk to
us more candidly about some of the challenges they face and about their employment.
Consultant “Sometimes hiring managers talk about ‘fit’ when what they really mean is they
want someone like the others in the team. I know this doesn’t really work from experience
of my own team though. We are a really mixed bunch and I notice how having such different
people means we get much broader perspectives and ideas. I just wish they would see this,
when they don’t it puts you off them and you know not to send some of the best people
because they won’t fit that stereotype. I just wish they could see that.”
Cititec champions, HR and marketing people have been working closely with Sateo via the
EQuality Assured framework to develop strategies and set objectives for key stakeholders. In
particular, to embed our policy and associated actions, raise awareness of key issues amongst
key account staff and help increase pools of talent by developing the role of the internal
recruitment manager.
In 2014, to better understand and offer solutions to these issues and various barriers we are
planning to launch a wider fact finding project. In Q4 we will be asking both women and men
what they think needs to be changed or done differently to attract and retain senior talented
women on behalf of employers and understand better what agencies like Cititec can do to help.
our equality, diversity and inclusion
objectives for 2014
• review the individual development plans of all managers and staff
• continue to improve the quality of diversity monitoring data collection, especially in disability
• re-review the entire recruitment & selection process from attraction to appointment
• continue to attract and retain talented women on the sales floor and in sales senior
management
• continue to increase the representation of people from minority ethnic backgrounds in all
areas of the business
• increase the knowledge and awareness of key staff about disability and increase attraction
and retention in all areas of the business for disabled people
• develop and use the role profile for our diversity and inclusion champions and undertake a
development needs analysis for learning and development
equality, diversity & inclusion champions
Sustainability and diversity champions are responsible for cascading good practice and acting as
internal resources. Champions form the Cititec business development project team and attend
relevant events and forums including the Sateo peer learning forum and feedback to the team.
Primarily they act as ambassadors and are the ‘go to’ people within the business.
Role profile of a Cititec champion
• promotes fairness and a positive working environment for everybody
• places high value on diversity and fairness
• recognizes and supports cultural and other identity based differences
• treats others with dignity and respect objectively
• challenges inappropriate behaviour
• makes the effort to educate themselves and encourages others in diversity related areas
The group meets 4 times per year and includes senior managers:
• HR Consultant
• Head of Marketing
• Account Managers
• Sales Directors
• Worker representatives

12. 22 23
conclusion
2013 and early 2014 saw many changes in the business. From a diversity perspective we had a
successful year and we have succeeded in our sustainability objectives.
We exceeded requirements in our annual EQuality Assured review. The data we are now
starting to collect is extremely robust and valuable as intelligence for us and for our clients. As a
result of our diversity related efforts we have won a major new client who is keen to work with
us on diversity and inclusion.
Every new member of staff has had an induction that includes EDI. This is backed up by a new
intranet system that acts as an information portal. Over the next year, we will be updating the
portal. We will separate all the policies out of the current handbook and add relevant guidance
to each area. This streamlining will help by making information easier to access quickly and get
the most relevant information quicker.
The results of the staff survey were encouraging and the company recognises and values
the high levels of loyalty. Our overall internal objective for the year ahead is to implement
and embed the new sales strategy, build up the management competences through the
management development programme and work more closely with our own people to support
and further embed an inclusive, flexible working practice within Cititec.
For our clients and candidates, then our new mission statement captures our aspirations. We
want to “thrive as the recruitment partner of choice with global services that achieve unrivalled
customer satisfaction. We will continue to share our success with each other and the wider
community.”
Additionally for clients, we are fast becoming a trusted partner in supporting diversity and
inclusion and for the most forward-thinking businesses achieving a more diverse workforce.
how to get involved in 2014-2015
clients
• talk to us about your diversity and inclusion objectives so we can help you meet them
• keep us informed about relevant mentoring and support programmes for women
• tell us about your arrangements for disability and accessibility – what support mechanisms
do you have in place and how can we work best to help disabled candidates apply to your
organisation?
candidates
• talk to us about your experiences of our service, how can we make things better?
• speak to our HR consultant in confidence if you don’t feel you can speak to your recruiter
• if something has gone wrong with an employer let us know. Businesses don’t always know
what the barriers are including for women and minorities. If we can help educate based on
evidence and facts barriers may be reduced or even eliminated
cititec people
• be familiar with Cititec’s policy and the business case for EDI
• become more informed about the issues, researching key facts and trends
• ask about the methods and value of diversity monitoring in Cititec and that of clients
• follow developments through diversity websites, specialist organisations and social media
• ask clients about their programmes, about gender and disability initiatives. How can we
help?
• find out about clients’ mentoring programmes and ask for a point of contact for our top
candidates
• ask clients about career development and positive action for women and minority groups
• attend EDI events that clients sponsor
• participate in online forums and [women’s] networking events
• become familiar with good practice in disability recruitment and how to effectively support
reasonable adjustments
• provide advice to clients on how men and women’s approaches to an employer differ
• offer support to women and minority groups on applications, CV’s and interviewing
• talk to women/ minority candidates in confidence about their experiences including tenure
related issues
• discussing your findings in confidence with internal champions and sustainability leads and
identify clients who may need our help to eliminate any poor practice
• provide ongoing feedback about EDI to leads
• forward intelligence and ‘stories’ to communicate interesting EDI information via LinkedIn
and on our website

13. 24 25
clients face. As an experienced Account Manager, her goal is consistently to act as an extension
of the brand/company for whom she is recruiting. As a key recruitment advisor, Andrea has
been working closely with Sateo and a number of high profile individuals on her area of interest,
which is gender representation of females, with a key focus on working mothers and flexible
working arrangements.
Robert Woodford – Head of Marketing and CSR
Robert is a marketer with more than 12 years of experience in recruitment. After studying a
Master’s degree in economics, he began his career in commercial research and economics
before embarking on a career in general marketing. His early career included a period as
an equality lead (work which won him Young Professional of the Year – communications).
As a marketer at Randstad (the world’s second largest recruiter) Robert was responsible for
embedding and leading the diversity initiative. Robert subsequently became head of marketing
and EDI lead at Kellan Group PLC before joining Cititec in 2011. As well as managing the
marketing function, Robert also oversees and is responsible for all CSR initiatives. He is a
member of the Institute of Equality and Diversity Practitioners and is instrumental in ensuring
that EDI is embedded into core business strategies and supports Cititec’s sustained growth.
Joy Maitland MIC MIoD FCMI FInstLM FITOL – External Organisation Consultant
A Leadership Development & Organisational Effectiveness Consultant, with a wealth of senior-
level business experience and a track record for injecting teams and organisations with vision,
passion and energy, delivering excellence in performance. Joy founded Inemmo Consulting in
2005 and quickly gained a reputation for the delivery of high-quality process improvement and
staff development programmes which help companies leverage existing assets to maximise their
value. Joy is a Fellow of the Institute of Leadership & Management, Fellow of The Chartered
Management Institute and Fellow of The Institute of Training and Occupational Learning.
appendix 1 – key people
Julie Kaya – Managing Director
Julie is a strategic and analytic thinker who wrote and co-developed the EQuality Assured
Standard and the supporting Equality Assured programme. She has been working with Cititec
since 2009 and keeps us up to date with the latest practice. Since 2005 Julie has supported well
over 150 private businesses and public sector organisations. Julie has created, implemented and
embedded a wide range of strategic and operational equality and inclusion capabilities. She
has particular expertise in creating inclusion monitoring and metrics. Julie helps clients identify
and mitigate inclusion barriers created by a range of issues that often also stilt innovation and
creativity. Julie is an effective personal development role model and has recently completed the
highly respected NTL Organisation Development Programme.
(www.sateo.co.uk)
Stephen Grant – Managing Director
Stephen is a highly successful entrepreneur with more than 25 years of experience in business
management. In 1998 he co-founded Cititec. Today, Stephen is managing director of the
company, with overall responsibility for driving the strategic development of the organisation.
This includes our compliance standards, our people diversity initiatives and he is the driving
force behind the community engagement programmes Cititec run. He is a professional mentor
for the Amos Bursary (a charity committed to assisting academically able British afro-caribbean
young men into a better education and professional environment) and a key champion of the
Hoja project, where Stephen has actually visited Tanzania to volunteer and oversee Cititec’s
funding of local community projects, such as schools, water pumps and grinding mills. Stephen
is passionate about fairness for all – making him the ideal board lead for the EDI projects.
Chris Miles – Account Director
Chris is an Account Director with 10 years recruitment experience. A Prince2 qualified
practitioner, Chris began his career at one of the largest global recruitment companies. He
was the Account Manager for one of the top 3 Tier 1 Investment Banks where he consistently
managed to remain as the number 1 supplier for a period of years. His key strengths lie in
maintaining and developing key business relationships. Chris is an advocate of the EDI agenda
and has been instrumental in embedding it within the sales force. Chris continues to be active
with clients in this area with key interests being around transgender and gender representation.
Andrea Garvey – Principal Account Manager
Andrea has over 8 years Account Management experience of delivering to the most demanding
clients across Pharmaceutical, FMCG, Finance and Banking, Energy, Legal, Retail, Logistics,
Publishing and Public Sector. Andrea has a thorough understanding of the challenges which our

14. 26 27
I. The Female FTSE Board Report 2013, Cranfield University International Centre for Women Leaders
http://www.womenonboards.co.uk/resource-centre/boardroom-diversity-index/2012/ftse100.htm
II. Fawcett Society
http://www.fawcettsociety.org.uk/gap-in-pay-between-women-and-men-widens-after-years-of-slow-steady-
progress/#sthash.BbLFRQcF.dpbs
III. Overdue, A plan of action to address pregnancy discrimination now, Maternity Action
http://www.maternityaction.org.uk/wp/2013/12/overdue-a-plan-of-action-to-tackle-pregnancy-discrimination-
now/
IV. Working and fathers: Combining family life and work Lancaster University Management School and Working
Families
V. The Global Talent Competitiveness Index 2013 – INSEAD Business school
VI. World Bank report 2005
VII. Disability Smarter
http://businessdisabilityforum.org.uk/
VIII. Ending stigma of part-time working ‘would benefit all’
http://www.ft.com/cms/s/0/3cc0e3c2-8ffb-11e3-aee9-00144feab7de.html#ixzz2uvVJyRwu
IX. Women - Boston Consulting Group in HBR
http://hbr.org/2009/09/the-female-economy/ar/1
X. Growing your customer base to include disabled people A guide for businesses
http://webarchive.nationalarchives.gov.uk/20130812104657/http:/odi.dwp.gov.uk/docs/idp/Growing-your-
customer-base-to-include-disabled-people.pdf
XI. The Multicultural Britain 2012 report published by IPA Ethnic Diversity Group
http://www.ipa.co.uk/groups/ethnic-diversity-forum
XII. “GAY PEOPLE, YOUR BUSINESS What small employers need to know” Stonewall Guide
http://issuu.com/stonewallcymru/docs/small_business_guide
XIII. Women of tomorrow
http://www.nielsen.com/content/dam/corporate/us/en/reports-downloads/2011-Reports/Women-of-Tomorrow.
pdf
appendix 2 – references

15. 28
50 Featherstone Street
London
EC1Y 8RT
United Kingdom
T + 44 (0) 207 608 5858
info@cititec.com
www.cititec.com/sustainability