Latest news with #EDI
The Guardian
9 hours ago
- Politics
- The Guardian
Diversity policies improve the civil service
As a retired civil servant, I read your article with interest (Civil service is 'too remote' from people's lives across UK, says minister, 14 June). I am in favour of moving roles out of London, but simply moving locations is not enough without culture change. Civil servants come from a range of communities. Most are passionate about public service. But the hierarchy means that only those who are able and willing to play by unwritten rules (created by white, middle-class, non-disabled men for their own benefit) can climb the ladder; civil servants are encouraged to focus more on what will please senior leaders than on what will benefit communities; and the civil service often values grade and seniority over knowledge, experience and expertise. To provide the best public services the civil service needs to reflect, at all levels, the communities it serves. At present it doesn't, and diversity diminishes with seniority. The 'back-office function' of experienced equality, diversity and inclusion (EDI) specialists is essential: to identify barriers to under-represented groups; to ensure a working environment where everyone can thrive; and to rewrite the hidden rules so that they work for everyone. Senior leaders (including ministers) need to value the experience and expertise of specialists at more junior grades. In 2008 I joined the Crown Prosecution Service as an equality, diversity and community engagement manager. As well as EDI issues, my role involved engaging with local communities to understand their needs and build confidence in the criminal justice system. Engaging with communities improves the service provided and encourages those from under-represented groups to consider joining the civil service. In this country, we have always referred to EDI. Those who advocate doing away with 'DEI' betray their slavish Trump AirsNewcastle upon Tyne Have an opinion on anything you've read in the Guardian today? Please email us your letter and it will be considered for publication in our letters section.
Yahoo
14-06-2025
- Politics
- Yahoo
Cambridge University ‘discriminates' against white job seekers
The University of Cambridge has been accused of discriminating against white job seekers. Guidance issued at the world-leading university advises departments to 'try to ensure' that at least one candidate from 'underrepresented groups' is invited for every interview. The 'diverse recruitment framework' further encourages recruiters to readvertise positions if the longlist of candidates 'is not diverse', is all white or male. The guidance, currently in use at the university, also says interview panels should be 'diverse both in gender and race' and composed of individuals who have taken training courses in equality, diversity, inclusion (EDI) and unconscious bias. Edward Skidelsky, the lecturer in philosophy at the University of Exeter and director of the Committee for Academic Freedom, said the policies were 'tantamount to discrimination against white applicants'. 'This is one of the worst cases we have come across of EDI interference in what should be a purely academic process,' he said. 'Favouritism towards women and non-whites demeans them, and encourages the very prejudices it is intended to overcome.' Documents seen by The Telegraph show the guidance, first issued in 2019, is copied word for word in 'hiring instructions' sent to academics involved in recruitment processes at the university. The framework advises academics that recruitment panels should not be made up entirely of 'white males' or 'people with a particular career track record'. It reads: 'Conduct the shortlisting with more than one person on the panel, ideally forming the panel that is diverse both in gender and race if possible. 'Research shows that when the final applicant pool has only one minority candidate, they are unlikely to be offered the position: try to ensure that more than one candidate from under-represented groups is invited to [the] interview stage. 'If the longlist is not diverse, you do not have to appoint someone immediately, consider readvertising the position to encourage a more diverse shortlist.' Elsewhere, it says all members of recruitment panels 'must have completed the online University modules on E&D [equality and diversity] and Understanding Unconscious Bias'. Those involved in hiring decisions are also told to 'reflect' on the university's EDI commitments, 'their own biases' and the potential for 'implicit bias' before interviews and after selecting a favoured candidate. A source familiar with the workings of Cambridge's EDI committee said members were told 'don't worry about it' when they raised questions about the policies' legality. The source said: 'I joined the committee, wanting to see what was actually going on and maybe prevent things from going off the rails. 'When I got there, I discovered it was already off the rails.' The source added: 'If you criticise it, you're just seen as a bad person.' They went on to claim they had witnessed colleagues from non-underrepresented backgrounds – such as white people and men – being actively discouraged from applying to positions because of their race or sex. A spokesman for Cambridge denied that applicants were told this, saying it was 'not a view held by the university, relevant committees or senior management and is directly prohibited in law and our own policies'. Prof David Abulafia, the professor emeritus of Mediterranean history at the University of Cambridge, said the guidance was 'arrant nonsense'. He said: 'The sheer fanaticism of the bureaucracy at Cambridge and the craven submission of academics to their arrant nonsense spells the end of a once great university.' Prof John Marenbon, the philosopher and fellow of Trinity College, Cambridge, added: 'Academic appointments should be made solely on the basis of academic merit. Academics who do otherwise betray their calling.' The university's EDI 'plan for action' includes a target to increase ethnic minority applications to 'academic and research posts to 8 per cent or higher' and 'for professional services roles to 30 per cent'. A spokesman for the University of Cambridge said: 'Every candidate is recruited based on merit. We have no quotas for staff recruitment and strongly refute claims of discriminating against white and male job applicants 'Our 'diverse recruitment framework' is a guidance document aimed at ensuring that all suitably qualified candidates are encouraged to apply for roles at Cambridge – not to dictate the outcome of recruitment. 'Use of this guidance, including training recommendations, is not mandated in our recruitment policy.' Recruitment at Cambridge is devolved to its departments and governed by a university-wide recruitment policy. Broaden your horizons with award-winning British journalism. Try The Telegraph free for 1 month with unlimited access to our award-winning website, exclusive app, money-saving offers and more.
Time Business News
10-06-2025
- Business
- Time Business News
Why Most Retail Launches Fail: And What Successful Suppliers Do Differently
Breaking into retail is exciting. It feels like validation, momentum, and scale all at once. But that moment of 'we got in' is where most companies start to unravel. Because landing shelf space is not the same thing as staying on the shelf. And if your backend isn't ready, it doesn't matter how good your product is. Retailers will drop you the moment you miss a shipment, botch a barcode, or get flagged in their compliance system. In this article, we're unpacking why most retail launches fail—not because of bad products, but because of poor preparation. And more importantly, what the successful ones do differently. Let's start with the biggest mistake of all. Getting a meeting with a major retailer is hard. Getting a yes is even harder. But here's what trips most suppliers up: they treat the pitch as the goal, not the starting point. The moment you're accepted by a big-box retailer, everything changes. You're no longer just a product brand. You're a logistics company, a compliance company, and an operations company—whether you like it or not. That means: You need a warehouse (or 3PL) that can ship at scale, on schedule, and label everything correctly. You need EDI integration up and running—not 'in progress.' You need to know your modular set windows, your OTIF (on time in full) targets, and what happens if you miss them. Most brands don't figure this out until the first test order comes in. And by then, they're already behind. If you're aiming specifically for Walmart, this transition is even more extreme. Their backend systems are complex, and the compliance bar is unforgiving. There's a step-by-step guide on how to get your product into Walmart that breaks down what actually happens after the pitch—it's worth reading before your first PO. Compliance sounds like a boring formality—until it starts draining your margins or getting your products delisted. Here's what that actually looks like in practice: Incorrect barcodes that don't scan at checkout. that don't scan at checkout. Label placement that's off by half an inch, triggering chargebacks. that's off by half an inch, triggering chargebacks. Case dimensions that throw off pallet configurations. that throw off pallet configurations. Missing ASNs (Advance Ship Notices) that make your shipment invisible to the system. None of these are dramatic failures. They're minor oversights. But in retail, minor oversights are what get you flagged. Retailers track everything. And they score you on it. If you consistently miss small requirements, your performance score drops—and you're replaced by the next supplier in line. Retail compliance isn't optional. It's the invisible gatekeeper that decides whether you get a second order. It's not uncommon to see beautiful packaging, slick DTC campaigns, and strong social traction—but behind the scenes, the operation is duct-taped together with spreadsheets and late-night panic. The problem? Retail doesn't care about your branding once the PO hits. It cares whether you can deliver on time, in full, and without friction. Here's what that disconnect looks like: A company spends $15,000 on a brand video, but hasn't tested barcode placement. The founder knows their CAC inside out, but can't answer how many units they can ship in 14 days. The team builds an influencer campaign, but ignores EDI setup until two days before the first shipment is due. Retail performance isn't about potential. It's about execution. The companies that succeed aren't always the most inspiring—they're just the ones who are prepared when the clock starts ticking. Systems beat stories when the shipment is due. The first order you get from a retailer isn't an invitation. It's an evaluation. Trial orders—regional rollouts, limited store placements, or seasonal tests—are how buyers verify that you're not just a good pitch, but a reliable supplier. Most companies celebrate that first PO like a victory, but that's premature. The buyer is watching. What they're looking for isn't complicated: Was the shipment routed correctly? Did everything arrive exactly on time? Were labels, pallets, and cartons 100 percent compliant? Did the store staff report any receiving issues? Are your replenishment cycles working? And on the backend, retail systems are scoring you: OTIF metrics Fill rates Barcode scan success Chargeback rate Inventory availability You're on probation. You don't get a second order just because the first one arrived. You get it because it arrived the right way, and the data backed it up. Retailers don't chase you with reminders. They expect you to be watching the numbers. Once your product is in stores, your job isn't over. It's just changed. You're no longer pitching or prepping—you're monitoring performance. And if you don't, someone else will, and they'll be ready to take your spot. Here's what gets missed: Inventory stalls in 120 stores , but no one flags it in time. , but no one flags it in time. A DC runs low , but the supplier doesn't replenish. , but the supplier doesn't replenish. OTIF scores dip , and no one investigates why until the next PO is quietly pulled. , and no one investigates why until the next PO is quietly pulled. Chargebacks are deducted, but go unnoticed for months because there's no system to reconcile them. Most retailers offer portals like Retail Link (in Walmart's case), which show near real-time data. But these tools aren't easy to use, and most new vendors either underuse them or ignore them altogether. The companies that last are the ones that don't wait for problems to show up in an email. They build dashboards, set alerts, and treat the backend like a control room. Data becomes not just an asset, but an early warning system. Here's how the story often goes: a product enters retail, it gets some early traction, but then things slow down. Sales flatten, chargebacks rise, the buyer goes silent—and the supplier assumes the product just didn't click with customers. But more often than not, the problem wasn't demand. It was operations. Bad replenishment timing. Inventory blackouts. Compliance flags. Delays in response when something went wrong. These aren't things that show up on the shelf. They show up in buyer meetings—and in the absence of a second PO. What separates the winners in retail isn't just a good product or a good pitch. It's operational maturity. The ability to handle complexity, ship without drama, and act on data before the buyer even sees a dip. If you're gearing up for a major retail launch—or just got your first trial order—it's worth understanding what that really entails. Especially with Walmart, where the expectations are both higher and less forgiving than most new suppliers realize. The opportunity to launch into retail is real—but so are the risks. Buyers want new, high-performing products. But what they need are suppliers who won't become a liability the moment orders get complex. That means having more than a good pitch. It means having infrastructure, discipline, and visibility before the first shipment leaves the dock. The mistake isn't moving too fast. It's moving without a system. If you're approaching your first major retail launch, step back and assess the full picture: not just what you're selling, but how you're operating. Because retail doesn't make room for learning curves—it makes room for execution. TIME BUSINESS NEWS
The Herald Scotland
08-06-2025
- Politics
- The Herald Scotland
Aberdeen University students in trans row publish open letter
An open letter published several weeks ago details a range of issues; including the posting of 'transphobic hate material' on a break room noticeboard and the vandalism of trans-inclusive and anti-racist posters with 'penis stickers'. Trans righs have come to the fore at many universities. (Image: Unsplashed) The letter also calls for a 'concrete action plan' from university management, asking for 'the implementation of disciplinary processes for people who break school policies on discrimination and harassment', an 'externally-led diversity and inclusion audit', and 'mandatory trans-inclusive EDI training for all staff'. The Herald understands that issues between gender-critical and trans-inclusive academics and students in the department have festered for years, and have intensified over the last eighteen months. A public controversy ensued in February 2024 when SBS management invited prominent gender critical broadcaster Simon Fanshawe to lead a session on diversity training. The event with the academic and writer, who also serves as the Rector of Edinburgh University, was cancelled a week later after backlash by students and staff within the school. Fanshawe, who co-founded Stonewall in 1989, has rubbished the LGBT rights charity in recent years, labelling it as a "propaganda machine" which 'preaches extreme and divisive gender ideology under the guise of 'factual' information'. Academic and broadcaster Simon Fanshawe In an open letter originally published in May 2024, students involved with the 'Decolonising SBS' group wrote: 'We insist you offer an apology to students and staff in SBS for the organisation of the event, as well as an explanation as to why this event was cancelled, and take concrete steps to ensure future decisions on EDI issues are handled appropriately and transparently.' Now, a year later, students say their requests have been ignored. A statement reads: 'As of the 23 of April, 2025, we have yet to receive any response. We believe the continued silence of School management requires us to publish the below letter and invite students and academics who support our demands to add their names in solidarity. 'We hope that doing so will highlight to our department the urgent-course correction needed to rebuild trust and ensure the safety and well-being of the School's transgender students and staff in line with university policy and UK equality law.' The updated letter has been signed by more than 250 students and academics from across the UK. Read more from Josh Pizzuto-Pomaco: My trek up the Royal Mile — what do tourists say about Scotland's capital? Calls to bring back this 'unique' detail in Princes Square shopping centre How much has new trains procurement cost taxpayers? Scot Gov refuses to say Meanwhile, students have spoken out about their experiences on social media. PhD candidate Rowan Kuminski wrote on Bluesky: 'Aberdeen Uni has the nerve to knowingly let its staff bully, harass, and attack trans people and refuses to abide by its own Transgender Equality Policy, then raises a Pride flag as if that erases the trauma and harm they continue to cause.' Fellow student Jack Barber posted to X: 'It's Pride month, meaning my uni has the rainbow merch out in force; unfortunately they care more about looking inclusive than protecting queer staff and students.' Christina Schmid, president of the university's student association, told The Herald: 'The Students' Union stands with students who have raised concerns through this open letter. We recognise the seriousness of the issues highlighted and share their call for a more inclusive and respectful learning environment for all especially for trans and non-binary students. We have been liaising with the University to ensure these concerns are taken seriously and addressed meaningfully. As a signatory to the letter, we fully support the call for action and accountability. We will continue to advocate for transparency, appropriate support, and a culture where all students feel safe and respected.' There have been a range of protests in the wake of the Supreme Court's decision (Image: NQ) Responding to The Herald's request for comment, a University of Aberdeen spokesperson said the institution had commissioned an independent review of the complaints. The spokesperson noted: 'The University takes its strategic commitment to equality, diversity and inclusion extremely seriously, including promoting and championing the rights of trans staff and students as well as respecting the rights of individuals in respect of their protected beliefs. 'This commitment resulted in the commissioning of an independent investigation in relation to issues raised by some staff and students within the School. The results are currently being reviewed to determine the appropriate next steps and members of the management team have engaged with all those involved throughout the process.' The public row comes in the wake of the Supreme Court's ruling on the definition of a woman in late April. Bosses at Scotland's largest universities are considering the fallout of the decision on their policies on transgender inclusion and single-sex spaces. A spokesperson for Edinburgh University said that their guidelines, which currently permit individuals to use toilets which correspond with their gender identity, would be reviewed with 'compassion' and 'legal rigour'. A Glasgow University spokesperson said the institution was 'actively considering' the ramifications of the ruling.
Hamilton Spectator
04-06-2025
- Health
- Hamilton Spectator
B United to wrap up program with youth-focused events
One final event is planned for the month of June as part of the 'B United: Advancing Inclusion and Empowerment in Brantford' project. Last year, the City of Brantford teamed up with WAKING THE unCONSCIOUS (WtC) to connect with community organizations that engage with youth anywhere from the ages of zero to 14. WtC is a Toronto-based equity and social impact consulting firm that collaborates with its clients to customize solutions that respond to unique organizational needs and helps to tackle critical issues. By using data-driven insights and extensive community engagement, the firm works to create effective and inclusive solutions to address various challenges and to drive meaningful social impact. The B United initiative was designed to train and support Brantford's child and youth serving organizations in addressing systemic racism more effectively. 'This contract was focused around Equity, Diversity and Inclusion [EDI ]and the challenges around diversity and the growth of the city, the influx of new immigrants coming to the city, the historical history of those such as the African Canadians that have lived in the city, and the lack of unification of all those groups working together as our world changes,' said Nicole McKinney, Founder of WtC. 'We are in a global reckoning of change and so the ways of the old world are not the same as our world today.' With the support of the City's Health Kids, All Kids program, WtC worked with the Corporation of the City of Brantford to do two things; one being to offer free, introductory EDI training to those child serving organizations, and two, to create seven non-traditional activity-based events for children. Activities started back in October of 2024, kicking off with a free robotics event at the Brantford Public Library, followed by a Brantford Newcomers event; a Healthy Kids, Happy Families event; a B United Learn About Yourselves Kahoot event; and a B United Ball Hockey event. 'We've really tried to focus on a range of things that kids and people can get involved with within the city and be exposed to,' said McKinney. She said that in order to put all of this together, she was proud to have teamed up with equity-deserving communities within the city to create an advisory committee and gain input on what they wanted to see.' 'That advisory group was selected to make sure that we heard the voices of leaders from these equity-deserving communities in the city, and to help understand the concerns they had, the kinds of activities they felt were most important for children to engage in; activities that were psychologically safe, and that were representative of who they were and also representative of how they want to see their kids engage with other kids,' she said. 'There's been some amazing people within the city that have been so supportive, and those advisory group members need all the credit because they have really stepped up so much.' As far as what community members can expect from the B United initiative during the month of June, there will be free inclusion and empowerment training sessions, intended for child-serving organizations throughout the city, taking place throughout the month. 'If anybody's interested or has questions, they can reach out to us and sign up for training by emailing nicole@ ' The initiative's last event, the B United Sports Clinic, will take place on Friday, June 6, at Waterworks Park from 9:00 a.m. to 12:00 p.m. While there, children ages six to 14 will have a chance to learn soccer, cricket and lacrosse with accredited coaches. Pre-registration is required, and the link can be found here: 'The idea is to give the kids who are participating some exposure to those activities and to learn from people that maybe don't look like them or that they haven't been exposed to; of course, soccer is more of a universal sport but with lacrosse being a historically Indigenous sport, and cricket being a Southeast Asian sport, it gives them the chance to explore some activities and get to know other kids that they may not have been exposed to before,' said McKinney. 'If the children have a nice time, if they learn something new, and if they sign up to cricket or lacrosse after that, then that is the benefit of doing something like this.' Overall McKinney said that B United has been a good initiative and an overall good starting place, but that naturally, there is still a lot of work to be done. 'I think it's going to take a lot of time to get everybody on board, but I think that we definitely made a start in getting people engaged with the people that make up their community,' she said. Kimberly De Jong's reporting is funded by the Canadian government through its Local Journalism Initiative. The funding allows her to report rural and agricultural stories from Blandford-Blenheim and Brant County. Reach her at . Error! Sorry, there was an error processing your request. There was a problem with the recaptcha. Please try again. You may unsubscribe at any time. By signing up, you agree to our terms of use and privacy policy . 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