Our People

The success of our company is driven by the expertise, passion and commitment of  our workforce. Our colleagues are a key asset of the business and our employment  practices and policies are directed at creating a workplace that attracts,
motivates, develops and retains highcalibre employees. Effective engagement  with employees is an essential aspect of

achieving this.

Bloomsbury has in place a wide range of mechanisms to engage with employees.  A key element of our engagement strategy is our Employee Voice Meeting  (“EVM”) programme. This programme allows employees to have their voices  heard directly by senior management and by the Board. EVMs are held  routinely throughout the year, with a

selection of employees from different levels across the Group being invited to  attend scheduled meetings by rotation. These meetings provide every employee  of Bloomsbury with the opportunity to share their views on Bloomsbury’s  strategy, communications, training, compensation and benefits, and other  matters of concern or interest to them with Bloomsbury’s senior management  and the Board. Meetings are chaired by members of the Executive Committee  on rotation, and Non-Executive Directors are also invited to attend these meetings.  Employees are encouraged to share their honest views on the understanding  that the matters discussed will not be attributed to particular individuals in the  reports, which are provided to the other members of the Executive Committee  and the Board on the outcomes of the meetings. The Executive Committee and  the Board are provided at each of their respective meetings with the minutes of  EVMs on an anonymous basis together with a list of the key themes arising  out of EVMs. During 2020/2021, EVMs continued to take place virtually.

This form of engagement with employees across the Group enables senior management and the Directors  of Bloomsbury to keep a finger on the pulse of the organisation and to gain  unfiltered feedback from employees on Bloomsbury’s strategy, communications,  employee compensation and benefits, and approach to employee  development,  as well as employees’ views on the senior leadership team overall. The Board and  the Executive Committee discuss and approve new policies based on the  outcome of these meetings.

EVMs also provide an effective means for the Board and senior management to  monitor the Company’s culture in order to ensure that it aligns with the Company’s  values and purpose, and continues to support the delivery of the Company’s 

strategy.

Other mechanisms, in addition to EVMs, through which Bloomsbury engages with employees including:

  • Town Halls;
  • Employee networks and focus groups;
  • A weekly newsletter to all employees worldwide;
  • The Company’s bi-annual Highlights meeting; and
  • Monthly divisional meetings.

Bloomsbury’s formal appraisal programme also provides the opportunity for colleagues to give and receive feedback on performance and discuss opportunities for career development. During the year,  all appraisal meetings were conducted online.

Employment KPIs

The senior management team monitors staff-related KPIs (e.g. joiners and leavers) on an ongoing basis in order to assess the
effectiveness of the Group’s policies and practices in attracting and retaining talent.

Diversity & Inclusion at Bloomsbury

Bloomsbury is committed to diversity, equity and inclusion. The Board receives regular updates on strategic HR  initiatives across the Group with a view to ensuring that the strategies in place and in development are supportive of a culture that upholds Bloomsbury’s principles of inclusion, diversity and equity. 

We have a diverse workforce and management team led by a gender diverse Board. The majority of senior managers and employees worldwide in the Group are women. As at 28 February 2021 the number of employees by each gender is:

 

In line with UK regulations, Bloomsbury has provided information on its gender pay gap in the UK (see www.bloomsburyirco.uk). We have benchmarked our Gender Pay Gap against the publishing industry and will continue to identify best practices that can reduce the pay gap. Diversity is not simply a matter of regulatory compliance, or even  social justice. It is also a business-performance imperative. Attracting talented people from all backgrounds enriches our

business and the lives of our employees. It drives productivity, creativity and innovation. As such, it is integral to the delivery of our strategy, as is creating an environment in which all Bloomsbury employees feel a sense of belonging and are able to do their best work. We believe that diversity and inclusion go hand in hand.

In 2019 we established a Diversity and Inclusion Working Group (“D&I Working Group”) with the aim of fostering a working environment that is welcoming and supportive of differences and individual wellbeing, while at the same time promoting an inclusive culture in which our workforce feels connected by a common purpose and shared values. This Working Group is being expanded to a number of Diversity and Inclusion Working Groups (“D&I Action Groups”) focusing on particular diversity and inclusion projects which will advance our aims in the core areas of recruitment, retention, education and publishing.

Our D&I Working Groups are supported by our Employee Resource Groups. These are employee-led network groups  which promote an inclusive and supportive culture within Bloomsbury. These networks complement the activities of the D&I Working Groups by providing valuable feedback and helping to set priorities for future action. To date, nine Employee Resource Groups have been established across our offices, focused around BAME (UK), BIPOC (US), LGBTQ+, Parents, Guardians and Caregivers, Mental Health, Abilities, Social Mobility and Women in the Workforce. These Employee Resource Groups in collaboration with our events management team also organise and host events for the wider Bloomsbury workforce which are intended to promote education and engagement, focusing on topics which represent the particular interests of the individual Employee Resource Groups.

Other actions we have taken to promote diversity within Bloomsbury (as well as to support increased diversity within
the wider publishing ecosystem) are as follows:

  • Employees are provided with ongoing training in unconscious bias, equality and diversity to reinforce Bloomsbury’s culture of equal treatment of all employees and to raise awareness of how unconscious bias may effect recruitment and talent management;
  • Working with the Publishers’ Association and LDN Apprenticeships, Bloomsbury helped to establish the country’s first Publishing Assistant Apprenticeship programme. This scheme places young candidates from lower socioeconomic backgrounds into publishing houses for a year of continuous learning through work experience and individual study modules, and leads to the award of a Level 3 Publishing Assistant Apprenticeship Standard accredited by AIM Awards. It launched in October 2019, when Bloomsbury welcomed two apprentices to the Academic Production department. Our partnership with LDN Apprenticeships is ongoing, and in 2021/2022 we will welcome a further 11 apprentices across a range of different departments within Bloomsbury. Bloomsbury sits on the programme’s Advisory Board;
  • On an ongoing basis, Bloomsbury partners with Creative Access – an organisation dedicated to recruiting under-represented talent into the creative industries – not only to attract and hire promising candidates into entry-level and early-career roles, but to build their careers through training and awareness programmes for the employee and employer; and
  • During the year, Bloomsbury employees were offered a day off work to participate at their choice in a form of action directed at furthering the elimination of racism or another area of inequity.
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Financial Calendar

27 Aug 2021

2021 Final Dividend

21 Jul 2021

Annual General Meeting

21 Jul 2021

Trading Update

02 Jun 2021

Preliminary announcement for the year ended 28 February 2021