Our new Open Forum and Future Forum events do this on a large scale by bringing together thousands of people from the community to discuss the economy, the financial system and the Bank’s role in promoting the good of the people of the United Kingdom. We listen to the views and concerns of local business leaders, technology developers, representatives from the voluntary and education sectors, unions and the wider public and explore how the Bank can maintain stability and reduce uncertainty. Inclusive communications also requires more tailored content. Our visual summaries of our Inflation and the Financial Stability Reports, explain how developments in the global economy and financial system affect the outlook for inflation and financial stability without the need for dense text. Deploying social media, including Facebook and YouTube, can make our messages available directly to a broader audience. New digital products, such as KnowledgeBank, use accessible language and engaging visuals to help us tell a story about what the Bank does. Our strategy is working, with major progress over the past five years. For example, female representation in senior roles at the Bank has increased from 17% in 2013 to 31% today, and is on track for our target of 35% by the end of 2020.1 BAME representation below senior management is 19%, up from 13% in 2013. In 2018 we were one of the first organisations to conduct a special Cognitive Diversity Survey. Our results indicate colleagues are generally positive about inclusiveness at the Bank on every metric measured.
Research on central bank committee design shows that diverse decision‐making bodies benefit from:   Having a clearly defined policy objective;    Having relatively small policy committees, with external members;    Publishing policy decisions, and;    Allowing for external scrutiny. How the Bank of England is becoming more diverse Five years ago we made Diverse and Talented one of four pillars of our strategic plan. Our aim was not just to increase diversity; but also to choose inclusion. Inclusion unlocks the true value of an organisation’s diversity. Only through inclusion can people realise their full potential. That’s why the Bank is focussing on building a culture that values diverse ideas, encourages open debate, and empowers people at all levels to take initiative. Our strategy has three elements:   Inclusive recruitment,    Inclusive culture, and    Inclusive communications. First, inclusive recruitment We are fishing from a larger pond. In recent years our graduates have come from 40 different universities, a six-fold increase in the past decade. Of our 2019 intake, due to join us in September, 46% of graduates are female and 39% are declared BAME students. This compares to a BAME share of 20% five years ago. To support diverse recruitment at all levels our managers are now required to undertake unconscious bias training. We use anonymous CVs for internal and external recruitment and strive for balanced shortlists and interview panels.