SHAMINDER UPPAL - LEADING THE CHARGE FOR EQUALITY, DIVERSITY AND INCLUSION AT ARL

ARL welcomed Shaminder Uppal as our equality, diversity, and inclusion (ED&I) manager, a newly created role which will reinforce our commitment to fostering a diverse and inclusive workplace culture. With a wealth of experience spanning social work, academia and local government, Shaminder brings a dynamic blend of expertise and passion to her role.

Shaminder's journey into the realm of ED&I was shaped by her early encounters with racism: “In terms of my personal journey, equality, diversity and inclusion, particularly race equality, have played a huge part in my life. I was brought up in the Northeast, in a predominantly white primary school, where I experienced racism between the ages of five and six. Growing up I did, however, have the pleasure of attending a more diverse secondary school.”

Her career path has included roles as a qualified social worker, visiting lecturer and ED&I lead, reflecting her unwavering commitment to positive change.

Since joining ARL, Shaminder has completely immersed herself in her new role. Encouraged by the warm reception from colleagues, she embarked on a mission to instill a sense of collective responsibility for ED&I throughout the organisation. Embracing a partnership approach, she emphasises the importance of inclusive dialogue and meaningful action at all company levels.

Shaminder has begun to engage in conversations to gain an understanding of the current climate at ARL: “I’ve begun by having conversations with senior leadership and other colleagues that will play a key role in our journey. I have also been introducing myself to colleagues across different areas of the business to better understand the roles we all play not only as managers, but also as allies. I am using these conversations to build a plan that will position ED&I at the centre of what we do here at ARL."

Addressing potential barriers to engagement, Shaminder advocates for a culture of inclusivity that welcomes diverse perspectives and experiences.

“I often look at it as a journey, and everybody's at a different point on that journey. What's important is calling people in rather than calling people out.

“Sometimes there is a real fear of saying the wrong thing or using language that isn't acceptable or appropriate. There are people who will avoid difficult conversations, but genuinely have an invested interest in equality, diversity and inclusion or race equality. There are also those that maybe don’t recognise some of the challenges due to their own lived experience, and often that is considered privilege. When we talk about privilege, we really need to break that down and explain what that means.

“It's about creating different forums and opportunities to have conversations where those conversations can be translated into actions. But first, we must break down where we are as an organisation by identifying what is working well and where we need to improve.

Shaminder’s strategic vision for ARL's ED&I initiatives revolves around three key priorities: culture change, promoting dialogue and translating words into action. Through targeted interventions and collaborative efforts, she seeks to embed ED&I principles into the organisation's fabric, ensuring they permeate every aspect of its operations.

“I think one of the biggest most challenging things to change is culture, and so culture change is a huge priority for me. I want everyone to feel that they can authentically bring their whole self to work without having to dim the light on any part.

“As an organisation, we would benefit from the input of colleagues to identify true champions and allies that will be instrumental in creating an environment of change, particularly in the areas outlined by the culture review – race and gender.

Addressing the vital role ED&I should play in the future of ARL, Shaminder states: "ED&I has to be the golden thread that's woven into any organisation, regardless of the industry, for it to be a success. It can be seen as an add on or something that happens in a particular area of the business, but to get the best possible outcomes, we need to actively weave it into our everyday practice.

“The most successful organisations are those where equality, diversity and inclusion is seen as something that is ‘business as usual’ and is captured within their core objectives."

As we close our chat with Shaminder, she concludes: “We need to begin by recognising that equality, diversity and inclusion is everybody's business. If everyone owns that, I believe we can make a solid step forward in the right direction. By beginning with those that have the power and influence to make a difference to reinforce those changes from the top down, embedding these values into the culture of the organisation.”