Equality, Diversity and Inclusion Strategy

1. Forewords

Foreword from Gill Drakeford - EDI Lead Board Member

As a Board, we're proud to stand behind One Manchester’s renewed commitment to equality, diversity, and inclusion. This strategy is not just a statement of our values – it's a clear blueprint for action. It reflects the lived experiences of our customers and colleagues and responds to the evolving expectations of our sector, including the Regulator of Social Housing’s consumer standards. 

EDI is not a standalone initiative; it is integral to our governance, decision-making, and accountability. We're committed to embedding inclusive practice at every level of the organisation and to holding ourselves to account for the progress we make. 

This strategy sets a clear direction, but it also challenges us to listen, learn, and adapt. With strong leadership and collective ownership, I'm confident we will continue to build a culture where our customers and colleagues can truly thrive.

Foreword from Nicole Kershaw - Chief Executive Officer

At One Manchester, inclusion is the foundation of a thriving organisation and a fair society. This strategy marks an important step in our journey to becoming more equitable in how we work, how we serve our communities, and how we lead. 

 Our communities are diverse, and our strength lies in recognising and responding to that diversity. Shaped by the voices of our customers and colleagues, this strategy reflects our ambition to be more than a landlord. It sets out how we will challenge inequality, remove barriers, and create opportunities for all. 

 As Chief Executive, I'm personally committed to ensuring that EDI is not just a priority, but a lived reality across our organisation. This is a collective effort, and I'm proud to work alongside our Board, Leadership Team, and colleagues to turn this commitment into meaningful action and lasting impact.

2. Introduction and Purpose

One Manchester’s Equality, Diversity and Inclusion (EDI) Strategy sets out our commitment to creating a fair, inclusive, and equitable environment for our colleagues, customers, and communities. As a social housing provider, we recognise our responsibility to address inequality, remove barriers, and foster belonging. At One Manchester, EDI is central to our mission & purpose.  
This strategy introduces five strategic themes which were shaped by customers and colleagues and that are aligned with the Regulator of Social Housing’s new consumer standards introduced in April 2024. At its core is the principle that the customer voice must guide our actions. We aim to be “More Than Just a Landlord” and we want to embed inclusion into every aspect of our work. 

The strategy builds on our existing efforts and provides a framework for continued progress. It outlines our strategic ambitions and objectives, identifies key risks, and sets out how we will manage them. It also reflects the strong commitment of our Board and Leadership Team to champion EDI across all levels of the organisation. 

This strategy aligns with our Corporate Strategy, Customer Voice Strategy, Reasonable Adjustment Policy, Whistleblowing Policy, and Inclusive Access Strategy in ensuring One Manchester holds accurate information about our customers and subsequently uses that information to tailor the way we deliver services, increase satisfaction, and promote engagement with our diverse customers.  

We understand that EDI is a journey—one that requires continuous learning, reflection, and action. Through this strategy, we reaffirm our commitment to listening, learning, and leading with purpose, so that everyone who engages with One Manchester feels valued, respected, and supported.

3. Aims and Objectives

• Embed a culture where both customers and colleagues feel heard, valued, and empowered to share their voices across the organisation. 
• Our services and support are influenced by the data and insights available to us to build a deeper understanding of the diverse identities and needs of our customers and colleagues.  
• Demonstrate the impact of customer and colleague feedback on service improvements and strategic direction.  
• Establish a clear, transparent and inclusive framework for engagement and feedback that includes both customers and colleagues. 
• Strengthen collaboration between customers and colleagues to co-create inclusive, fair, and effective services. 
• Meet regulatory requirements being  transparent , ensuring inclusive practices. 
• Maintain a strong resident and colleague focus in line with the NHF Code of Governance. 

• Enhance opportunities for customer scrutiny and colleague input to increase Board assurance and organisational accountability.

   

• People – Empowering individuals through inclusive services and equitable support. 
• Place – Building safe, accessible, and welcoming neighbourhoods. 
• Prosperity – Creating pathways to opportunity, wellbeing, and economic resilience.

These pillars are underpinned by our HEART values:

• Honest – We act with integrity and transparency. 
• Enterprising – We innovate to meet diverse needs. 
• Accountable – We take ownership of our impact. 
• Respectful – We value every individual’s lived experience. 
• Trustworthy – We build relationships rooted in reliability and care.

OM's Strategic Outlook

4. Principles

Our EDI Strategy is based on our customer and colleague needs. Our conversations, surveys, visits and data has allowed us to build on our understanding of the demographics and intersectionality of our customers and colleagues. The five principles that have been co-created  reflect our HEART values and the voices of our customers and colleagues. These principles guide how we embed inclusion into our governance, service delivery, and organisational culture. 

We expect all our contractors, partners, and suppliers to share our commitment to EDI. By working collaboratively, we can ensure that services provided to our customers are fair, accessible, and inclusive. 

Principle 1- Lead With Purpose 

“Inclusive leadership and governance that keeps us aligned with our vision.”

• EDI will be embedded in leadership culture, championed and role-modelled consistently at Board and senior levels to inspire change across the organisation. 
• Every policy and procedure will reflect our commitment to equity.  
• We will continue to cultivate a zero-tolerance culture towards discrimination, underpinned by robust safeguards and clear, trusted pathways for reporting and resolution. 
• Inclusive governance will be shaped by insight and experience, drawing on data, lived realities, and co-designed solutions with customers and colleagues. 
• Our service delivery will embody the lessons of Awaab’s Law and Grenfell, placing safety, dignity, and accountability at the heart of every interaction. 
• We will be a catalyst for equality of opportunity, fulfilling our Public Sector Equality Duty with ambition and integrity. 
• Our influence will extend beyond our organisation, actively promoting inclusion across Greater Manchester, working with partner organisations to amply voices  
• Procurement will be a lever for social impact, supporting local employment, training, and skills development to build thriving, equitable communities.

Principle 2- Collaborative Learning & Partnerships  

“We build strong partnerships and learn from others — bringing in expert voices and shared experiences to guide our work.”

• We will co-create transformative learning experiences, partnering with subject matter experts to embed deep understanding and inclusive practice across the organisation. 
• Our colleagues will be empowered to recognise and respond to diverse needs, equipped with the insight and tools to foster equity in every interaction. 
  Inclusion will be celebrated as a core part of our culture, through vibrant awareness campaigns and meaningful cultural events that reflect the richness of our communities. 
• We will build purposeful partnerships, designed to close service gaps and improve outcomes for underrepresented groups through shared knowledge and innovation. 
• We will listen deeply to our workforce, using regular surveys, focus groups, and accreditation reviews to shape a truly inclusive workplace experience. 
• Transparency will guide our journey, as we share insights and act on feedback to evolve our policies, practices, and organisational culture. 
• We will stay ahead of legal and societal change, recognising and responding to developments—such as Supreme Court rulings and updates to workers’ rights—with empathy and accountability. 
   
  Principle 3 - Community Connection & Cohesion 

“We connect our neighbourhood work, customer experience, and data to strengthen community bonds and shape our future.”

• Neighbourhood planning will be shaped by insight, informed by data, feedback, and lived experience. 
• We will invest where it matters most, ensuring equal access to services and opportunities. 
• Inclusion will be built into every interaction, through our “Recognise, Respond, Record” approach to reasonable adjustments. 
• Services will flex to meet individual needs, whether declared or not, with dignity and care. 
• We continue to break down barriers to access, tackling digital exclusion, language, disability, and socio-economic disadvantage. 
• Systemic inequalities will be challenged head-on, through bold action and meaningful consultation. 

Principle 4 - Insight-Driven Inclusion 

“We will use data ethically and transparently to inform inclusive service design and workforce development”

• We will cultivate a living system of customer and colleague insight, where data is continuously refreshed to reflect the evolving needs, identities, and experiences of our communities. 
• We envision a future where every voice is heard and valued, using satisfaction, complaints, and service outcomes—disaggregated by demographic and vulnerability—to illuminate patterns and ensure inclusion.  
• Data will become our compass for equity, guiding us to uncover hidden gaps, co-design impactful interventions, and measure progress with clarity and purpose. 
• We champion transparency and trust, ensuring that our data practices—from collection to usage—are open, ethical, and aligned with our values. 
• Equity will be embedded at every decision point, through expanded Equality Impact Assessments that reflect the full spectrum of lived experience, including socio-economic status, care leavers, and prison leavers. 
• We foster a culture of responsive inclusion, where reasonable adjustments are not just offered but co-created through open dialogue, empathy, and flexibility. 
• Our workforce will mirror the diversity of the communities we serve, with data-driven insights shaping fair representation, closing pay gaps, and enabling progression for all. 

Principle 5. Investing in People and Culture 

“Investing in training that boosts confidence and deepens understanding of EDI” 

• We will lead by example, cultivating inclusive recruitment, progression, and leadership development as a visible standard across our organisation. 
• Learning will be transformative, with training that deepens understanding of disabilities, unconscious bias, allyship, and inclusive service delivery—empowering every colleague to be a catalyst for change.  
• We will continue to unlock the potential of diverse talent, investing in initiatives like BOOST and mentoring to build leadership pathways that elevate underrepresented voices. 
• Our culture will be rooted in psychological safety, where discrimination, disrespect, and violence have no place—and every individual feels safe, seen, and supported. 
• We will honour the whole person, supporting colleagues beyond labels by recognising neurodiversity, socio-economic background, and lived experience as strengths. 
• Support will be lifelong and adaptive, with tailored approaches for colleagues beyond retirement age and those with fluctuating or hidden needs—ensuring dignity and belonging at every stage. 
• Our internal networks will be engines of change, shaping policy, practice, and culture through lived experience and collective insight. 
• We will embed inclusion into our future, ensuring succession planning and governance structures reflect the values we stand for—diverse, equitable, and representative. 
   

These Principles are not standalone—they are interconnected and embedded across our corporate plan, strategies, and day-to-day operations. They reflect our ambition to be a sector leader in inclusive practice and ensure that EDI is not just a value, but a lived experience.

At One Manchester, we are committed to creating a culture where customers and colleagues feel respected, supported, and empowered to thrive. We recognise that inclusion is not static. It requires continuous reflection, curiosity, and action.  

We are committed to delivering equitable, accessible, and responsive services that reflect the diversity of our customers and communities. Inclusion is embedded in how we design, deliver, and improve our services. 

Our EDI Strategy is built around five strategic themes that reflect our HEART values and the voices of our customers and colleagues. These themes guide how we embed inclusion into our governance, service delivery, and organisational culture. 

These themes are not standalone—they are interconnected and embedded across our corporate plan, strategies, and day-to-day operations. They reflect our ambition to be a sector leader in inclusive practice and ensure that EDI is not just a value, but a lived experience for all.

5. Measuring Success

Evaluation and Assurance 
To ensure the effective delivery of our EDI Strategy, One Manchester will monitor progress through a robust set of operational and strategic metrics. These will provide assurance to our EDI Board Lead, Board and Customer & Communities Committee and enable continuous improvement. 
 
Key performance indicators include: 

• Delivery of the EDI Action Plan against agreed milestones. 
• Customer satisfaction and complaints data, analysed by demographic and vulnerability profiles. 
• Annual EDI audits assessing workforce and tenant diversity. 
• Regular colleague and tenant surveys to measure inclusion, engagement, and trust. 
• Transparent reporting on recruitment, progression, and service access. 
• Benchmarking against sector standards, including NHF data on board and staff diversity. 
• Specific personal inclusion objectives for members of Senior Leadership team. 
• Inclusive Employers Standard reaccreditation.

These metrics will be reviewed biannually by the Customer & Communities Committee and annually by the Board, ensuring accountability and alignment with our strategic ambitions.

6. Risks  

We recognise that delivering this strategy requires navigating a dynamic, divisive and complex operating environment. 

Strategic risks—such as legislative changes, leadership transitions, political influences, shifts in customer needs—can impact our ability to meet EDI objectives.

To mitigate these risks, this strategy has been developed through: 

• Customer and colleague consultation 
• Expert review 
• Leadership Team and Board endorsement 
• Data Analysis 

Examples of strategic risks that may affect delivery of this Strategy include:

• Changes in political priorities 
• Failure to engage with customers and colleagues in a meaningful 
• Failure to use the available data to tailor services and provide stakeholders with meaningful change 
• Regulatory or legislative changes 
• Leadership or organisational change 
• Financial constraints or funding shifts 
• Failure to adapt to evolving customer and colleague expectations

By embedding risk management into our EDI governance, we ensure that this strategy remains responsive, resilient, and relevant—driving sustainable inclusion across our organisation and communities.  Risks will be managed through One Manchester’s strategic risk framework.

7. Action Plan

A detailed action plan has been developed and appended to this strategy.