The world today is a very different place from when conversations around diversity, equity and inclusion gained renewed focus in 2020. With further changes to regulation on the horizon and in the current climate of increased political tension, it can be difficult for hospitality operators to ensure that people feel completely safe in their venues.
Therefore, it’s even more important that we do not lose momentum on the progress we have made on inclusion so far. Now, more than ever, inclusion is not just a moral obligation - it’s a strategic necessity if we are to remain as part of the fabric of our communities.
We know the pub needs to continuously evolve to ensure that it can keep up with the changing societal and demographic landscape, so that it remains and becomes relevant for all.
It’s the responsibility of businesses across the hospitality sector to ensure that our venues are safe spaces for our teams, our customers, and our communities, and at Greene King we are working to instil inclusive policies and improve representation across the board.
We’re not perfect, but we’re continuously reviewing our actions and implementing changes to make sure that we are supporting and driving equality now and for the future.
Leading from the front for our teams
For inclusion and diversity to truly be part of our DNA and culture at Greene King, our team members need to see it in action every day through our values and behaviours, starting with our leadership team.
Our latest engagement survey showed more than 92% of our team members feel they can be themselves without worrying about how they will be accepted.
This is not accidental; it’s the result of dedicated initiatives such as our Reverse Mentoring programme, which has provided the opportunity for our senior leaders to listen and learn first-hand from colleagues with different lived experiences, helping them to better understand challenges and drive change.
It’s the vital work of our Employee Led Inclusion Groups (ELIGS), raising awareness, promoting allyship, and helping shape policies that impact the groups they represent. And it’s training our managers on inclusive hiring, and more recently working with organisations like MOBO to reach talent from under-represented communities.
All these initiatives, and the actions and behaviours they inspire, are key to providing a continuous thread of inclusion that runs through the DNA of our business.
Our customer promise – more than words
The pub is a place where people can come together for social connection. We know, now more than ever, people are selective about where they spend their time and money, and when they choose us they deserve to feel safe, respected, and valued.
Sadly, not everyone feels equally welcome, and whilst progress has been made, insights show us that some members of our society still hesitate to visit the pub, with people from the LGBTQ+ community and ethnic minority backgrounds feeling this most acutely.
That’s why we introduced our Customer Promise; our commitment to our customers (and our team members) on our zero-tolerance approach to discrimination of any kind, underpinned by robust staff training and regular reviewing of incidents so that we can continue to improve. Our Customer Promise also fulfils a commercial role; when guests know we take their safety and inclusion seriously, they’re more likely to return - and to recommend us to others.
Representing our communities
Pubs sit at the heart of local communities, and as a result it’s crucial that our teams are truly representative of those we serve, and that we cultivate and champion a sense of belonging for customers from all backgrounds. For instance, our work last year with Tony Fairweather and the Windrush Front Room has helped reimagine what a pub can mean for members of the African-Caribbean community.
From celebrating under-represented groups, such as supporting Pride events in towns and cities across the UK, to collaborating with partners like Eden Project to bring community groups together through events like The Big Lunch, we’re continuously looking at ways we can work with our communities.
Social Mobility initiatives, such as our prison leaver programme, Releasing Potential (which has supported over 300 prison leavers into employment with Greene King), and our Supported Internship programme (in which 78% of candidates who completed the programme found employment with Greene King or another hospitality employer) also play an important role in inclusion.
These programmes provide under-represented talent with a second chance and the opportunity to grow and develop new skills, giving them a sense of not only personal value, but that feeling of belonging to something bigger and contributing to society. These initiatives aren’t just boxes to tick - they’re powerful opportunities to learn, grow, and build trust within our communities.
‘Now is the Time’ to recommit to inclusion
Inclusion and diversity, especially in hospitality, is more important today than it’s ever been. Yes, we’ve made progress which is great and should be celebrated. However, to coin the much-used phrase, “it’s a journey.”
We know we don’t always get it right. But what matters is that we learn from our mistakes, adapt, seek to understand, and strive to do better.
At Greene King, it’s actions, not just words, that define who we are, and for us the theme of National Inclusion Week is a call to action.
As a business we have a role to play in the wider industry efforts to drive inclusion, but as individuals we also have a responsibility. “Now is the Time” to recommit to inclusion, keeping it at the forefront of our agenda - not only because it’s right for our business, but because it’s right for our people, our customers, and our communities.
Let’s ensure everyone feels safe, welcome and that they belong in our venues, now and always.
