In a sector often challenged by skills shortages and under-representation, Kier Transportation stands out for its exemplary approach to ED&I. In this interview with Donna Howard, head of social impact & inclusion, we explore the systems, partnerships and experiences that have shaped the team’s journey.
It offers practical insights for organisations seeking to raise their standards and drive meaningful change.
What governance and leadership structures have enabled Kier Transportation to embed ED&I across the organisation?
We have embedded ED&I through a robust governance framework that includes board-level oversight, dedicated leadership roles, and cross-functional working groups. In my role, I work closely with our Transportation senior leadership team to integrate ED&I into strategic decision-making. Our governance model includes regular reporting, performance tracking, and accountability mechanisms that cascade through all levels of the organisation.
How does Kier identify and remove barriers to entry for under-represented groups?
We use a combination of data analysis, stakeholder engagement, and lived experience to identify barriers. This includes reviewing recruitment processes, job descriptions, and outreach strategies to ensure they are inclusive and accessible.
We also collaborate with community organisations and educational institutions to reach under-represented groups and provide targeted support such as mentoring, pre-employment training, and inclusive onboarding practices. This includes our partnership with Chapter One, where we offer reading support for children that need it, providing the next generation with vital skills that will support them later in life.
What role do data and lived experience play in shaping your recruitment and retention strategies for diverse talent?
Both data and lived experience are central to our approach. We analyse workforce demographics, recruitment outcomes, and retention trends to identify gaps and opportunities. Equally, we listen to our people through Kier’s different employee networks, feedback forums, and regular engagement surveys to understand the lived realities of diverse colleagues. This dual lens helps informs our decisions, ensuring they are not only evidence-based, and fair, but empathetic and inclusive.
Which strategic partnerships have been most instrumental in advancing your ED&I goals—and how do you ensure long-term impact?
Our partnerships with organisations such as Women in Transport, National Centre for Diversity, supply chain collaboration including supplier diversity forums, and charities including Ambitious about Autism along with other local community groups have been pivotal. These collaborations provide access to expertise, networks, and shared learning which will benefit the wider industry. To ensure long-term impact, we co-develop initiatives with our partners, embed ED&I into contractual requirements, and measure outcomes against clear KPIs.
How do you support your supply chain and contractors to align with your ED&I standards and values?
We provide upskilling sessions, including our regular supply chain social value & inclusion collaboration working group. We’ve recently delivered awareness sessions on PPN002, to help our supply chain understand and meet our ED&I expectations. These sessions cover inclusive recruitment, social value delivery, and cultural competency. We also include ED&I criteria in procurement processes and offer ongoing support through toolkits, workshops, and peer-learning opportunities.
How have employee-led initiatives or networks contributed to fostering an inclusive culture?
Employee-led networks are a cornerstone of our inclusive culture. They create safe, respectful spaces for dialogue, celebrate diversity, and influence policy. These groups have driven awareness campaigns, contributed to training and design, and supported peer mentoring. Ultimately, our people’s insights help shape our ED&I strategy from the ground up. So having these platforms in place, where employees can contribute without fear or judgement, is integral for our business to grow and thrive.
What advice would you offer to organisations just beginning their ED&I journey?
I would say start with listening to, and understanding your workforce, communities, and stakeholders. Build a clear strategy with measurable goals and embed ED&I into your core business processes. Don’t underestimate the power of partnerships and employee voice, as they are key in encouraging best practice and innovative thinking. And most importantly, be prepared to learn, adapt, and stay committed for the long haul. By remaining focused and continuously seeking opportunities to develop and collaborate, you have the power to make a real, positive impact within your business and even change people’s lives for the better.
Finally, what role has Social Value Quality Mark accreditation played in your journey?
The Social Value Quality Mark has been a catalyst for embedding ED&I into our broader social sustainability agenda. It has provided a structured framework for measuring impact, driving continuous improvement, and demonstrating our commitment to our people, partners and communities, The accreditation process has also helped us align internal practices with expectations, reinforcing our leadership in the sector.
