Diversity and Inclusion Annual ReportReporting year April 2020 to March 2021

Diversity and Inclusion Annual Report - Reporting year April 2020 to March 2021 (V1) 09/2021

2

Contents

Foreward 3

Introduction 4

Executive Summary 6

Our People and achievements 9

Awards and Recognition 9

Our People 10

Pandemic response 12

Visibility, Involvement and Engagement on diversity and inclusion 13

Leadership Visibility and Involvement 14

Colleague Engagement 13

Community Engagement 14

Building capability on diversity and inclusion 16

Our Demographics 18

Colleague demographics 18

Colleague Demographics by Location 20

Colleague Religion and Belief by Location 21

Payband Analysis – Equality Groups 22

Payband Analysis – Religion and Belief 23

Average Pay Analysis 24

Leavers Analysis 25

Recruitment Analysis - Equality Groups 26

- Religion and Belief 27

Employee Relations Case Analysis 28

Our Focus 29

Black, Asian and Minority Ethnic (BAME) 30

Disability & Neurodiversity 32

Lesbian, Gay, Bi, Trans and Other (LGBT+) 34

Women 36

Summary 38

3

Foreword

At the NHSBSA, our people really are at the heart of everything we do. We simply would not be able to deliver great services without the dedication and commitment of our brilliant colleagues. Never has this been tested before to the degree it has during the last year, which saw the unprecedented challenges presented by the Covid-19 pandemic. Not only did our people rise fantastically well to these, they rallied, collaborated, connected and supported each other like never before.

That strong sense of community and belonging is a fundamental part of what makes the NHSBSA such a great place to work, and our approach to diversity and inclusion is integral to that. Our aim is that the NHSBSA is a truly inclusive organisation, where all of our colleagues feel able to be themselves at work and have a voice, so they can be at their best and reach their full potential. Having a diverse and highly engaged workforce which is representative of the population we serve leads to better decision making and innovation, and is fundamental to the success of our organisation.

Of course, this was also an unprecedented year for diversity and inclusion. As well as the disproportionate impact of the pandemic on some equality groups, shocking events such as the tragic deaths of George Floyd and Sarah Everard, and subsequent calls for change, demonstrate how crucial it is for all organisations, including ours, to consider diversity and inclusion in everything they do.

We have achieved an incredible amount over the past year, despite all the challenges we faced, and whilst we’re very proud of this, we know that we have further to go, and that only by keeping the focus on these issues, creating and testing new interventions and taking bold action, will we become a truly diverse and inclusive organisation.

Michael BrodieChief Executive

Mark DibbleExecutive Director of People and Corporate Services

4

Introduction

This annual report summarises our progress and key achievements in 2020-21 and also reflects our legal requirements under the Equality Act (2010) and Public Sector Equality Duty (2011). It demonstrates how we’re working towards our two key aims that the NHSBSA:

• has a diverse and highly engaged workforce which is representativeat all levels of the population we serve, as we know this leads tobetter decision making and innovation, and is fundamental to thesuccess of our organisation

• is a truly inclusive organisation, where all of our colleagues feel ableto be themselves at work and have a voice, so they can be at theirbest and reach their full potential.

The past year brought about challenges no organisation was expecting to face and these required us to adopt wholesale changes in the way we progress the diversity and inclusion agenda within our organisation. We have continued to put our people at the very heart of everything we do, supporting them to thrive and reach their full potential, however this has had to be delivered in a much changed working environment.

Our already strong Diversity and Inclusion focus and infrastructure has allowed us to be dynamic in reacting to the Covid-19 pandemic to support the unprecedented change within our organisation and the impacts the pandemic has had on our people.

Embracing new technology has allowed us to keep connected at the touch of a button, despite the challenges of working remotely, for the first time for the majority of our colleagues. Our eight Wellbeing and Inclusion Networks have done an incredible job, ensuring all colleagues whether working from home or socially distanced in one of our office buildings, have been connected more than ever before. We have reached all parts of the NHSBSA in our diversity and inclusion awareness and support work by moving our events online and introducing a new comprehensive remote Wellbeing and Inclusion offer, tailored to the different needs of our diverse colleagues. This includes our innovative WeCARE cafes and various wellbeing and inclusion initiatives to support the continued physical and mental wellbeing of all colleagues. Our approach has been highlighted and shared by both the CIPD (Chartered Institute for Personnel and Development) and enei (Employers Network for Equality and Inclusion) as best practice.

We’ve been able to launch four new Lived Experience colleague networks and our Shadow Board initiative which have helped us to have a constant focus on the equality groups who have been most affected by the pandemic and are also most underrepresented in the NHSBSA workforce, especially within our leadership community; BAME, Disability and Neurodiversity, LGBTQ+ and Women.

5

As part of our commitment to inclusion and social value we have continued reaching out to the communities we serve and recruit from. We’ve offered support to those in our communities who are often marginalised and left behind in society. We have done this by fundraising, sponsorship and creating links with external networks and organisations.

To ensure our inclusion work is effective and continually improving, we have continued to have our performance externally assessed by participating in national benchmarking and accreditation schemes including; enei’s TIDE (Talent, Inclusion and Diversity Evaluation)

benchmark, the NHS Workforce Race Equality Standard (WRES) and the NHS Workforce Disability Equality Standard (WDES) to help us understand our current performance and how we can continue improving our internal and external inclusion work. We were delighted to be awarded the Gold Standard by enei in their TIDE benchmark, for the third year running, in recognition of our performance on diversity and inclusion, and were 2nd out of 93 other UK organisations participating.

6

Executive Summary

Despite the challenges of 2020-2021 we’ve continued to build on our previous diversity and inclusion successes in the NHSBSA but we also recognise that the pandemic has changed the way we work and the needs of colleagues. This has meant creating innovative ways of meeting these needs and going forwards requires us to focus on a future that will be very different from our past.

In the last year we:

• Ensured diversity and inclusion considerations were a fundamental partof our People response to the pandemic, and continually listened andresponded to the different needs of our diverse colleagues.

• Developed a new Wellbeing and Inclusion remote offer for colleagues,highlighted and publicised by both the CIPD and enei as best practice.

• Retained our ‘Gold Standard Employer’ status in enei’s TIDE benchmarkfor the 3rd year running

• Supported the 50 new NHS services the NHSBSA stood up as part ofthe pandemic response, by completing Wellbeing and Inclusion Analysisassessments to ensure these services would not discriminate or preventaccess to equality groups

• Developed a vulnerability risk assessment process to protect our mostvulnerable colleagues against Covid-19, and supported vulnerablecolleagues to be at home.

• Launched four new lived experience colleague networks based aroundthe most underrepresented groups within the leadership communityin the NHSBSA – BAME, Disability and Neurodiversity, LGBTQ+ andWomen, and already have 137 colleagues as active members

• Launched our Shadow Board initiative, a development opportunity forsenior managers who aspire to Director level positions, with reservedseats for colleagues identifying from the above group, who also Co-Chair these networks. Each Shadow Board member is also sponsored bya Leadership Team member.

• Developed our Race Inclusion Plan in partnership with our BAMENetwork, with specific focus on increasing diversity within recruitmentand building leadership capability on race, and improving ourperformance on metrics in the NHS Workforce Race Equality Standard

• Carried out a pilot to trial gender and race diversification of shortlistingpanels which will help inform our approach across the wholeorganisation going forwards

• Increased leadership confidence and awareness around race byfacilitating ‘Let’s Talk About Race’ conversations with our LeadershipTeam and wider Senior Leadership Community, invited guest speakerson race as part of our Catalyse programme and launched a newresource library for leaders

• Developed a new ‘Let’s Talk About Race’ programme of e-learning andfacilitated team conversations, and trialled this with a pilot to informour organisation wide approach

7

• Increased Wellbeing and Inclusion network visibility and colleagueengagement and connection with network activities, with all networksdelivering an amazing programme of awareness campaigns and eventswhich more colleagues than ever before engaged with, despite workingremotely

• Delivered 88 ‘WeCARE Cafes’ and 29 wellbeing awareness sessionsthroughout the year, providing safe spaces for colleagues to connect,learn and support each other during the pandemic

• Took part in the NHS Workforce Disability Equality Standard for the firsttime and developed an action plan in partnership with our Disabilityand Neurodiversity Network

• Developed leadership competence and confidence around disability andmental health through creation and delivery of our bespoke programmefor all managers

• Published our Gender Pay Gap report and continued to progresssupporting actions to help continue to reduce our gender pay gapand increase the representation of women in senior leadership roles,including piloting a bespoke development programme for femalecolleagues, in partnership with our Women’s Network

• Continued to support LGBTQ+ equality groups and communities byattending and supporting online Pride events and sponsorship of PrideRadio, and progress our Stonewall Workplace Equality Index actionplan, in partnership with our LGBTQ+ Network.

8

Our workforce data tells us that:

• Our headcount as of 31st March 2021 was 3411, an increase of 274 onthe previous year

• 7894 job applications were received, with 1665 candidates shortlistedand 567 new starters appointed between April 20 to 31st Mar 21

• Female colleagues account for 59.28% of our workforce, a decrease of0.24% from 2019-20

• Female colleagues are proportionally under represented in most paybands from Band 6 and above when compared to male colleagues, asare colleagues from BAME, disabled and LGBQ+ groups from Band 8bupwards.

• Black, Asian and Minority Ethnic (BAME) groups account for 9.09% ofour workforce, which continues to be short of the English and Welshpopulation of 14%* from BAME groups.

• Attraction rates for BAME candidates increased from 1 in 5 to almost1 in 3 this year, however there is still a significant drop of 18% in theproportion of BAME applications to appointments

• Our disabled population rose by 0.12% on the previous year and is now5.6% of our workforce

• 4.2% of our colleagues identify as LGBQ+, an increase of 0.53% on theprevious year

• Colleagues who identify with a religion or belief other than Christianityand Atheism was 14.42%, an increase of 0.36%

• Our largest age group is the 31-40 year old group which accounts for30.72% of our workforce, an increase of 0.56% on the previous year

• Most of our workplaces have a majority female population with theexception of Stella House, Don Valley House and the Warehouse

• Middlebrook continues to be our most racially diverse workplace with23.80% of colleagues being from BAME groups

• Greenfinch Way is our workplace with the highest proportion ofdisabled colleagues at 9.72%

• Eastbourne has the highest proportion of LGBQ+ colleagues at 7.69%

• The average salary in the NHSBSA is £25,421. The average salaries offemale, BAME, disabled and colleagues following other religions orbeliefs are significantly lower than that

• Of the 183 leavers during 2020-21, they were broadly representative ofour workforce population for each equality group, with the exceptionof LGB+ and Christian colleagues

• Female colleagues were involved in 83% of the 6 grievance cases,which is disproportionate to the female colleague population of59.28%.

9

Our People and achievements

Awards and Recognition

Stonewall Diversity Champions and maintaining our Top 100 51st Place

Last year we were thrilled to place again in the Top 100 Employers of the Stonewall Workplace Equality Index, climbing 37 places from 88th place in 2019 to 51st place, and we’ve been working on improving even further. Sadly, the 2021 Workplace Equality Index was postponed due to the pandemic and there was no Top 100 published for 2021. We are proud to have continued our membership of Stonewall’s Diversity Champions Programme throughout this time and look forward to participating again in 2021-22.

Employers Network for Equality and Inclusion (enei) TIDE – Gold Award

We again took part in enei’s ‘Talent, Inclusion and Diversity Evaluation’ (TIDE) and were delighted to achieve ‘Gold Standard Employer’ status for our Diversity and Inclusion work. The evaluation measures the performance of participating organisations and benchmarks those taking part against each other, with the highest performing organisations awarded the Gold Standard. We ranked 2nd out of 93 other UK organisations in this year’s TIDE evaluation.

Disability Confident Leader Status

We continue to be a Disability Confident Leader (Level 3) in the Department for Work and Pensions (DWP) Disability Confident Scheme, which is the highest level that can be achieved. To achieve this status we demonstrated our commitment to having fully inclusive recruitment and training practices, supporting the retention and development of disabled colleagues and working with disabled charities to offer work experience placements for disabled people.

10

Our People

Wellbeing and Inclusion Team

The Wellbeing and Inclusion team lead the NHSBSA’s approach to Diversity and Inclusion and have continued to closely align our inclusion, wellbeing and community work with a strong focus on putting our people at the heart of everything that the team does. This has included managing the eight Wellbeing and Inclusion Colleague Networks and co-ordinating their collaboration, which helps us to gain benefits from having an increasing focus on intersectionality.

In addition to leading the NHSBSA’s wellbeing and inclusion response during the pandemic, the team have delivered several key projects, which have been recognised in the accreditations and awards received. The team work in collaboration with our HR and Learning and Organisation Development Teams as part of a wider People Team, to ensure inclusion and wellbeing are fully embedded into all of our People practices and policies.

The team has also used networks and relationships with the wider NHS and beyond to share learning and best practice, which has included presenting to two national CIPD Conferences, as well as membership of the NHS arm’s length bodies (ALBs) Diversity and Inclusion Special Interest Group, NHS North East Diversity and Inclusion Leads Network, and the NHS Workforce Race Equality Standard (WRES) Colleague Forum.

Wellbeing and Inclusion Committee

Our Wellbeing and Inclusion Committee has continued to meet virtually throughout the pandemic, being the key strategic oversight and decision making body for Equality, Diversity and Inclusion in the NHSBSA. The Committee is chaired by the Chief Executive as Diversity and Inclusion Executive Board Champion and membership comprises senior leaders, the Wellbeing and Inclusion Team, Trade Union representatives and Co-Chairs of our Wellbeing and Inclusion Networks. Membership of the Network Co-chairs supports close working between the networks and senior leaders, and encourages the voice of the networks to be heard and acted upon by senior leaders.

11

NHSBSA Diversity and Inclusion Colleague Network

Our Diversity and Inclusion Colleague Network has continued to thrive and be a strong voice for colleagues who identify with equality groups within the NHSBSA. The work of the network has contributed to the awards, accreditation and recognition we have received in the past year. The pandemic has not stopped our networks from having a strong voice across our organisation. Despite working remotely this year, the network has used technology to keep connected to their colleagues and deliver their fantastic awareness work to the whole organisation.

NHSBSA Lived Experience Colleague Networks

In summer 2020 we set up four new lived experience colleague networks based on the four most under represented groups in our organisation. These networks are:

• Black, Asian and Minority Ethnic (BAME)• Disability and Neurodiversity• LGBTQ+• Women

Our lived experience networks have brought together colleagues of all levels from across the organisation who either have or have association with the relevant lived experience. The networks work alongside our Diversity and Inclusion Network to provide a specific focus on their lived experience and be a ‘critical friend’ to the NHSBSA, helping us to identify any barriers or issues related to their areas of focus, to create a truly inclusive organisation. This is alongside acting as role models and champions to colleagues with the same lived experiences and identities.

12

Pandemic Response

In April 2020 the full focus of the Wellbeing and Inclusion Team, Wellbeing and Inclusion Committee and our Wellbeing and Inclusion Networks was diverted to supporting colleagues and the wider NHS in response to the developing pandemic and first national lockdown.

This meant a period of rapid change for the NHSBSA with the majority of our colleagues being rapidly enabled to work and remain at home, and those continuing to attend our workplaces having to work in very different circumstances. Added to this, colleagues were asked to quickly get to grips with new technology which allowed them to work remotely yet remain connected.

The role of the Wellbeing and Inclusion Networks was to support colleagues in that initial transitional period by focusing on the physical and mental wellbeing of colleagues, raising awareness and signposting to all of the support available, and providing a very important means of connection and safe spaces for colleagues. For the remainder of the year our networks continued to celebrate key events in the inclusion calendar but maintained a focus on the groups most impacted by the pandemic. Our Wellbeing and Inclusion team have been heavily involved in the People offer provided to colleagues, including leading the wellbeing and inclusion response,

as well as supporting the NHSBSA’s external response for the wider NHS throughout the pandemic. This has included:

• Completing Wellbeing and Inclusion Analysis (WIA) assessments onover 50 new NHS wide services supported by the NHSBSA as part of thepandemic response

• Developing a Vulnerability Risk Assessment process to assess the risk ofCovid-19 for colleagues required to work in our offices and identify ourmost vulnerable colleagues, so that appropriate support could be given

• The creation and delivery of WeCARE Cafes to provide weekly virtualsafe spaces for colleagues identifying with equality groups and othercolleague groups most impacted by the pandemic

• Developing and launching our Lived Experience Networks and ShadowBoard initiative to support equality groups most affected by thepandemic

• Supporting the Leadership Team at live Q&A events for all colleagues byproviding advice and signposting to support the wellbeing and inclusionof all colleagues.

13

Visibility, Involvement and Engagement on diversity and inclusion

Colleague Engagement

Our Wellbeing and Inclusion Networks have worked incredibly hard to not only support colleagues through the pandemic, but also to engage them on our diversity and inclusion agenda. We’ve seen increased network visibility and colleague engagement and connection with network activities, with all networks delivering an amazing programme of awareness campaigns and events which more colleagues than ever before engaged with, despite working remotely. In addition to building awareness and understanding, they also provided critical opportunities for colleagues to connect with each other. The networks supported delivery of 88 WeCARE Cafes and 29 wellbeing awareness sessions throughout the year, providing safe spaces for colleagues to connect, learn and support each other during the pandemic. Below are some of the highlights that have taken place each month.

April 2020Pandemic response

May 2020WeCARE

cafes launch

June 2020Launch of our BAME and

Disability and Neurodiversity lived experience networks

July 2020Launch of our LGBTQ+ and Women’s lived experience

networks

August 2020Launch of the

NHSBSA Shadow Board initiative

September 2020Bi Visibility Day

2020

October 2020Black History

Month

November 2020Interfaith Week

December 2020World Aids

Day

January 2021Holocaust

Memorial Day

February 2021LGBT History

Month

March 2021International Women’s Day

14

Leadership Visibility and Involvement

The commitment to the diversity and inclusion agenda from our Chief Executive and Leadership Team has never been more clearly visible to colleagues than it has over the last year, with regular communications focussing on diversity and inclusion issues, from a personal and authentic, as well as corporate perspective. These have included a regular focus in the Chief Executive’s fortnightly blog, pandemic response weekly emails from the Executive Director of People and Corporate Services, and blogs, interviews and social media activity featuring our other Directors and Chief Officers, on topics including LGBTQ+ inclusion, mental health and race. The response to these has been fantastic, with very high levels of engagement from colleagues.

We also encourage engagement and involvement from our Leadership Team with our Wellbeing and Inclusion Networks. Our Wellbeing and Inclusion Committee and Shadow Board structures support this close interaction, and in addition leaders have joined various network sessions and introduced diversity and inclusion focussed events for colleagues.

15

Community Engagement

Pride and LGBTQ+ Celebration Events

Whilst all Pride and LGBTQ+ celebration events were moved online this year, that hasn’t prevented the NHSBSA from visibly demonstrating our support. Our colleague networks attended and contributed to the first ever NHS Virtual Pride in June 2020 and sent a celebratory video to be included in Newcastle Pride in July 2020.

Our LGBTQ+ Network Co-Chairs attended a ‘Proud to Provide’ event in November 2020 organised by Cheshire Fire and Rescue Service. It involved delegates from public service organisations across the UK meeting to discuss their services and the impacts of Covid-19 on the LGBTQ+ community.

Transgender Day of Remembrance

Several of our Wellbeing and Inclusion Network members joined online vigils for Transgender Day of Remembrance in November 2020. These were organised by Manchester Metropolitan University, Stonewall and Chrysalis, a charity that supports the transgender, non binary and questioning communities.

Pride Radio and Pride Media Centre, Gateshead

We continued our sponsorship of the Pride Media Centre in Gateshead which is a charity that supports young LGBTQ+ entrepreneurs to give them the workspace and skills to build their own businesses. Pride Media Centre is also the home of Pride Radio, an internet based radio station which broadcasts world wide. This year Pride Radio took on the mantle of supporting the online broadcast of Newcastle Pride. We sponsored some of the broadcast programmes during Pride which contributed to keeping the radio station open and broadcasting during the pandemic.

16

Building capability on diversity and inclusion

As well as increasing awareness and understanding amongst colleagues of diversity and inclusion issues, we have delivered a wide range of initiatives and programmes designed to increase capability and confidence on diversity and inclusion issues amongst our leadership community and Inclusion Network members, to help them effectively contribute to the diversity and inclusion agenda.

Leaders

Race Inclusion for Senior LeadersOur Leadership Team and Senior Leadership community took part in bespoke race inclusion sessions delivered by renowned race inclusion expert Cherron Inko-Tariah MBE. The sessions provided a safe space opportunity to explore concepts including white privilege and the important role leaders can play in helping move the NHSBSA from a ‘non-racist’ to an ‘anti-racist’ organisation.

Inclusion focussed Catalyse sessionsThe Catalyse programme of guest speakers talking to our senior leadership community about important issues has this year included a focus on inclusion issues, with guests such as Professor Kevin Fenton speaking about issues of race. This inspirational session was also opened up to our BAME Network members as part of their development.

Inclusion Resource LibraryWe created a library of thought-provoking books and resources for leaders, to encourage their curiosity and support further learning on diversity and

inclusion issues. Leaders are encouraged to share their learning with each other afterwards.

Shadow BoardOur new Shadow Board, with its four reserved seats for BAME, Disability and Neurodiversity, LGBTQ+ and Women, is designed to help increase representation of these groups within our leadership community, and also provides a fantastic development opportunity for leaders who aspire to a Directorship position. Each Shadow Board member is sponsored by a member of the Leadership Team to further support their development.

Managing Disabilities and Mental Health The Wellbeing and Inclusion Team developed and deliver this bespoke training programme for managers, designed to build their knowledge and understanding of how they can best support colleagues who have a disability or mental health condition. The delivery of this training commenced in August 2020, has been adapted to be delivered remotely, and will continue through until February 2022, to all managers in the NHSBSA.

Wellbeing and Inclusion Awareness sessions for ManagersSeveral of the WeCARE Cafes and wellbeing awareness sessions delivered throughout the year by the Wellbeing and Inclusion Team and Networks, have focussed on supporting managers, building knowledge of wellbeing and inclusion issues and providing a safe space for discussion.

17

Network Members and Co-Chairs

The Power of Staff NetworksOur lived experience and Diversity and Inclusion Network Co-Chairs attended a Power of Staff Networks session with Cherron Inko-Tariah MBE. This session focused on the people and organisational benefits of having strong colleague networks and our Co-Chairs were supported to complete a SWOT analysis of their networks, creating network development plans. Cherron also delivered a race-focussed session specifically for our BAME Network members to provide a safe space discussion and build confidence in challenging attitudes that can be encountered.

LGBT In the Workplace Level 2 Qualification Wellbeing and Inclusion Network members were given an opportunity to undertake this new distance learning qualification as part of a pilot of the course. This is a unique qualification in the UK and students learn about the history of the LGBT Rights movement, anti and pro LGBT legislation in the UK, understanding homophobia, biphobia and transphobia, and how to challenge and eliminate LGBT discrimination in the workplace. 12 colleagues successfully completed the course in the past year which has contributed to building knowledge amongst our networks of LGBT issues.

Co-Chair ModelIn addition to network participation providing a great opportunity for colleagues to develop new skills they may not ordinarily in their roles, such as presentation and facilitation skills, the Co-Chair model we use in our Wellbeing and Inclusion Networks is designed to provide additional development for Network members. In the Lived Experience Networks, the Shadow Board Member Co-Chair mentors the other Co-Chair(s) to help cascade the learning from that opportunity. All Co-Chairs also work closely with the Wellbeing and Inclusion Team for further development and support.

Wellbeing andInclusion Networks

18

Our Demographics

Colleague demographics

Our workforce headcount as of 31st March 2021 was 3411, an increase of 274 from the previous year.

Our colleagues demographics are as follows:

Gender

59.28%

Female colleagues account for 59.28% of our workforce, a slight decrease of 0.24% on the previous

year. This continues to be well above the English population of

51% women.

BAME

9.09%

Black, Asian and Minority Ethnic (BAME) groups account for 9.09% of our workforce, which continues

to be short of the English and Welsh population of 14%* from

BAME groups. The figures suggest a decrease of 2.64% from last year,

however this is due to a change in the way we report ethnicity statistics.

Age

30.72%

Our largest age group continues to be the 31 - 40 age group, which has slightly increased

to 30.72% in 2021 compared to 30.16% in 2020. The next

largest age group is the 41 - 50 group which constitutes 23.78%

of our workforce.

*Gov.uk UK Census 2011 https://www.ethnicity-facts-fgures.service.gov.uk/uk-population-by-ethnicity/national-and-regional-populations/population-of-england-and-wales/latest

**House of commons library 2020 https://commonslibrary.parliament.uk/research-briefngs/cbp-7540/

19

Disability

5.60%

5.60% of our workforce have declared that they have a disability. It is positive to note that this

is an increase of 0.12% from the previous year, however it is still not representative of population demographics, with 19%* of employed adults in

the UK declaring they have a disability.

Sexual orientation

4.20%

4.20% of our colleagues have declared that they are Lesbian, Gay, Bisexual or another description of their sexual orientation other than straight/heterosexual

(LGBQ+). It is positive to note that this is an increase of 0.53% since 2020 but remains lower then the 6.25% of

the UK population estimated to be LGBQ+.

Religion

14.42%

14.42% of our colleagues have stated they follow a religion other than Christianity, which

is an increase of 0.36% on 2020. These religions include Buddhism, Hinduism, Islam,

Judaism and Sikhism amongst others.

40.55%

40.55% of our workforce have stated they are Christian which is the largest religious group, followed by 22.31% of colleagues who have stated they are Atheist or of no

belief.

*House of commons library 2020 https://commonslibrary.parliament.uk/research-briefngs/cbp-7540/

20

Colleague Demographics by Location

This table reveals the demographics of our colleagues by workplace location and equality group. Please note that where there are less than 5 colleagues we are unable to provide the exact number for data protection purposes.

It can be seen that most of our workplaces have a majority female population with the exception of Stella House, Don Valley House and the Warehouse. Middlebrook continues to be our most racially diverse workplace with 23.80% of colleagues being from BAME groups. Greenfinch Way is our workplace with the highest proportion of disabled colleagues at 9.72% and Eastbourne has the highest proportion of LGBQ+ colleagues at 7.69%.

Headcount Female % Male % BAME % Disabled % LGBQ+ %

Bridge House 1028 626 60.89% 402 39.11% 71 6.91% 56 5.45% 53 5.16%

Don Valley House 23 8 34.78% 15 65.22% <5 <5 <5 <5 <5 <5

Eastbourne 104 60 57.69% 44 42.31% 9 8.65% 8 7.69% 8 7.69%

Gateway House 13 8 61.54% 5 38.46% <5 <5 <5 <5 <5 <5

Greenfinch Way 144 92 63.89% 52 36.11% 14 9.72% 14 9.72% 8 5.56%

Hesketh House 612 410 66.99% 202 33.01% 12 1.96% 39 6.37% 13 2.12%

Home Based 218 138 63.30% 80 36.70% 22 10.09% 10 4.59% <5 <5

Middlebrook 332 218 65.66% 114 34.34% 79 23.80% 10 3.01% 11 3.31%

Skipton House London

<5 <5 <5 <5 <5 <5 <5 <5 <5 <5 <5

Stella House 721 331 45.91% 390 54.09% 82 11.37% 43 5.96% 40 5.55%

Wakefield 181 117 64.64% 64 35.36% 15 8.29% 6 3.31% 5 2.76%

Warehouse 20 9 45.00% 11 55.00% <5 <5 <5 <5 <5 <5

Warwick 13 5 38.46% 8 61.54% <5 <5 <5 <5 <5 <5

21

Colleague Religion and Belief by Location

This table reveals the demographics of our colleagues by workplace location and religion or belief. Please note that where there are less than 5 colleagues we are unable to provide the exact number for data protection purposes. Middlebrook is the workplace with the highest proportion of colleagues following other religions and the Warehouse is the workplace with highest proportion of Christian colleagues.

Location Headcount Christianity % Atheism % Other % Not Disclosed %

Bridge House 1028 392 38.13% 273 26.56% 142 13.81% 221 21.50%

Don Valley House 23 9 39.13% 5 21.74% <5 <5 5 21.74%

Eastbourne 104 22 21.15% 24 23.08% 12 11.54% 46 44.23%

Gateway House 13 <5 <5 7 53.85% <5 <5 <5 <5

Greenfinch Way 144 57 39.58% 36 25.00% 22 15.28% 29 20.14%

Hesketh House 612 313 51.14% 98 16.01% 61 9.97% 140 22.88%

Home Based 218 0 36.70% 34 15.60% 34 15.60% 70 32.11%

Middlebrook 332 136 40.96% 47 14.16% 85 25.60% 64 19.28%

Skipton House London

<5 <5 <5 <5 <5 <5 <5 <5 <5

Stella House 721 279 38.70% 204 28.29% 105 14.56% 133 18.45%

Wakefield 181 72 39.78% 32 17.68% 22 12.15% 55 30.39%

Warehouse 20 13 65.00% <5 <5 <5 <5 <5 <5

Warwick 13 7 53.85% <5 <5 <5 <5 <5 <5

22

Payband Analysis – Equality Groups

The following table shows the percentage of all colleagues in each pay band against a comparison of the percentage of colleagues in each pay band for different equality groups.

Non Agenda for Change (AFC) pay bands have been grouped together, this includes civil service pay bands and colleagues who have transferred into the NHSBSA retaining their previous salary scale.

Payband All Colleagues Female Male Disabled BAME LGBQ+Pay Band 2 1256 36.82% 821 40.60% 435 31.32% 141 45.48% 77 40.31% 40 27.97%Pay Band 3 564 16.53% 373 18.45% 191 13.75% 43 13.87% 27 14.14% 24 16.78%Pay Band 4 335 9.82% 198 9.79% 137 9.86% 23 7.42% 19 9.95% 23 16.08%Pay Band 5 341 10.00% 197 9.74% 144 10.37% 27 8.71% 24 12.57% 15 10.49%Pay Band 6 214 6.27% 93 4.60% 121 8.71% 35 11.29% 13 6.81% 16 11.19%Pay Band 7 288 8.44% 144 7.12% 144 10.37% 17 5.48% 17 8.90% 14 9.79%Pay Band 8A 159 4.66% 70 3.46% 89 6.41% 15 4.84% 9 4.71% 7 4.90%Pay Band 8B 70 2.05% 34 1.68% 36 2.59% <5 <5 <5 <5 <5 <5Pay Band 8C 27 0.79% 9 0.45% 18 1.30% <5 <5 <5 <5 <5 <5Pay Band 8D 17 0.50% 8 0.40% 9 0.65% <5 <5 <5 <5 <5 <5Pay Band 9 <5 <5 <5 <5 <5 <5 <5 <5 <5 <5 <5 <5Other Non AfC 106 3.11% 66 3.26% 40 2.88% <5 <5 <5 <5 <5 <5VSM 32 0.94% 9 0.45% 23 1.66% <5 <5 <5 <5 <5 <5

Pay Band 2 is the most populated band in the NHSBSA, with over a third of all colleagues in Band 2 roles. The data shows that female, BAME and disabled colleagues are significantly over represented in Band 2 when compared to all colleagues. The data also shows that female colleagues are proportionally under represented in most pay bands from Band 6 and above when compared to male colleagues, as are colleagues from BAME, disabled and LGBQ+ groups from Band 8b upwards.

23

Pathways into Technology – created 22 opportunities for people to enter a career in Technology across Veterans, students, apprentices and internal staff

Customer Experience Strategy developed, putting customers, users and commissioners of our services at the centre of what we do

One Drug Database (ODD) – consolidating and creating one source of data to eliminate errors and long-standing organisational risk

Achieved Ones to Watch in Best Companiesindex for staff engagement

Almost 50 apprenticesacross the organisation

Achieved Employers Networkfor Equality and Inclusion (enei) Gold Standard

Due diligence capability and robust framework developed to ensure business and commercial risk is managed or mitigated prior to taking on new services

Stonewall ranking of 51stManaged reduction in greenhouse gas

emissions (65%), water consumption

(31%), waste (42%) and office

paper (41%)

Successful completion of the 18/19 accounts for the NHSBSA and the Pensions Scheme with no matters of emphasis noted by the National Audit Office

£

££

Payband Analysis – Religion and Belief

The following table shows the percentage of all colleagues in each pay band against a comparison of the percentage of colleagues in each pay band for, by religion and belief.

Pay Band Total % Christianity % Atheism % Other %Not

Disclosed%

Pay Band 2 1256 36.82% 516 37.31% 220 28.91% 215 43.70% 305 39.35%Pay Band 3 564 16.53% 227 16.41% 146 19.19% 87 17.68% 104 13.42%Pay Band 4 335 9.82% 116 8.39% 96 12.61% 43 8.74% 80 10.32%Pay Band 5 341 10.00% 147 10.63% 91 11.96% 40 8.13% 63 8.13%Pay Band 6 214 6.27% 56 4.05% 74 9.72% 39 7.93% 45 5.81%Pay Band 7 288 8.44% 133 9.62% 77 10.12% 21 4.27% 57 7.35%Pay Band 8A 159 4.66% 73 5.28% 36 4.73% 21 4.27% 29 3.74%Pay Band 8B 70 2.05% 31 2.24% 11 1.45% 9 1.83% 19 2.45%Pay Band 8C 27 0.79% 12 0.87% <5 <5 <5 <5 9 1.16%Pay Band 8D 17 0.50% 10 0.72% <5 <5 <5 <5 <5 <5Pay Band 9 <5 <5 <5 <5 <5 <5 <5 <5 <5 <5Other Non AfC 106 3.11% 53 3.83% <5 <5 9 1.83% 41 5.29%VSM 32 0.94% 8 0.58% <5 <5 <5 <5 21 2.71%

This shows that Christianity is proportionally represented across all pay bands in the NHSBSA. The same is broadly true of the second most common ‘belief’, Atheism.

Followers of other religions are significantly over represented in Band 2 and are under represented from Bands 4 to 9.

24

Average Pay Analysis

The average annual whole time equivalent (WTE) salary of all colleagues in the NHSBSA is £25,421, an increase of £96 from the previous year. The chart below compares the average WTE salary to that of different equality groups, religions and beliefs within the NHSBSA.

It can be seen that male colleague’s average salary is significantly above the average salary for the whole NHSBSA, by £3,329. The average salary for LGBQ+, Christian and Atheist colleagues are also above the NHSBSA average salary.

The average salaries of female, BAME, disabled and colleagues following religions or beliefs other than Christianity and Atheism are significantly lower than that of the NHSBSA average salary, with the lowest average being that of female colleagues at £2,281 less than the average salary.

25

Leavers Analysis

183 colleagues left employment with the NHSBSA between 01/04/2020 to 31/03/2021, a reduction of 38 on the previous year. The most common reason for leaving was voluntary resignation, accounting for 61.20% of all leavers and a decrease of 8.94% on the previous year. The next most frequent reasons were redundancy at 16.39% and retirement at 10.38%.

The tables below compare the overall NHSBSA population with leavers in terms of equality groups and different religions and beliefs.

Female Male BAME Disability LGBQ+

Whole NHSBSA 59.28% 40.72% 9.09% 5.60% 4.20%

Leavers 56.83% 43.17% 7.10% 5.46% 1.63%

Christian Atheist Other religion Not Disclosed

Whole NHSBSA 40.55% 22.31% 14.42% 22.72%

Leavers 31.69% 21.31% 11.48% 34.97%

This shows that the different equality groups of leavers were broadly representative of the whole NHSBSA population with the exception of BAME and LGBQ+ leavers which were significantly lower than the overall population.

In terms of religion and belief, the data shows that Christian leavers were significantly lower than the overall NHSBSA population and leavers who had not disclosed a religion or belief were significantly higher than the overall NHSBSA population.

26

Recruitment Analysis

Equality Groups

567 new starters joined the NHSBSA or were appointed to a new role internally between the period of 1st April 2020 to 31st March 2021. 7894 applications were received for these roles, with a total of 1665 people shortlisted.

The table below compares the percentage rates of applicants, those shortlisted and appointed, by different equality groups compared to the whole NHSBSA population.

Female Male BAME Disability LGBQ+

Whole NHSBSA 59.28% 40.72% 9.09% 5.60% 4.20%

Applied 50.13% 49.03% 32.07% 6.05% 6.21%

Shortlisted 49.10% 49.60% 22.49% 6.41% 6.00%

Appointed 53.79% 45.32% 13.93% 3.88% 8.64%

This shows that the percentages for total applications, shortlisted and appointed for the male and female groups were relatively proportional.

It is positive to see that attraction rates from the BAME, disabled and LGBQ+ communities are higher than the NHSBSA overall population. Attraction rates for BAME candidates are almost 1 in 3 applications which is an increase from 2020 when 1 in 5 applications were from BAME candidates. However, there is a significant drop of 18% in the proportion of BAME applications to BAME appointments.

There is also a significant drop in the proportion of disabled appointments from the percentage of applications, showing a drop of more than a third. LGBTQ+ appointments have improved by over a third when compared to the proportion of LGBQ+ applicants

27

Religion and Belief

The table below compares the percentage rates of applicants, those shortlisted and recruited, by religion and beliefs, and with the overall NHSBSA population.

Christian Atheist Other religion Not Disclosed

Whole NHSBSA 40.55% 22.31% 14.42% 22.72%

Applied 40.17% 22.74% 26.02% 11.07%

Shortlisted 41.58% 25.72% 20.70% 12.01%

Recruited 36.51% 32.63% 18.17% 12.70%

This information show that applications from Christian and Atheist candidates are in line with the overall NHSBSA population. It is good to see attraction rates from candidates who have declared a religion or belief other than Christianity or Atheism are higher than our current NHSBSA population.

The rate of appointments from Christian candidates shows a sight decrease compared to all applicants that are Christian.

The proportion of Atheist candidates rises significantly from applications through to appointments and decreases significantly for candidates who state they have a religion or belief other than Christianity or Atheism.

28

Employee Relations Cases

The following information analyses cases relating to formal disciplinary, grievance, bullying and harassment and performance management procedures which have been recorded on ESR, by equality groups.

Total Cases Female Male Disability BAME LGBQ+

Disciplinary 15 8 7 <5 <5 <5

Grievance 6 5 <5 <5 <5 <5

Bullying & Harassment <5 <5 <5 <5 <5 <5

Performance Management <5 <5 <5 <5 <5 <5

Total Cases Christian Atheist Other Religion Not Declared

Disciplinary 15 <5 <5 <5 5

Grievance 6 <5 <5 <5 <5

Bullying & Harassment <5 <5 <5 <5 <5

Performance Management <5 <5 <5 <5 <5

The total number of cases above amounts to 0.64% of the overall NHSBSA workforce being involved in these. In addition this data showed that the number of colleagues receiving disciplinary sanctions reduced from 23 last year to 15 this year. There has been an increase in the percentage of female colleagues receiving disciplinary sanctions as 53% of the disciplinary cases involved female colleagues, an increase from 35% last year. The number of grievances involving female colleagues is also high at 83% when compared to our overall female population of 59%, and these areas will be monitored going forwards to identify whether this is a trend.

In relation to bullying and harassment and performance management, there are too few formal cases to be able to include in the above statistics, however it can be confirmed that none of these cases related specifically to an equality group.

29

Our Focus

Our aim is that the NHSBSA is a truly inclusive organisation which values the diversity of our people and the communities we serve, where all of our colleagues feel able to be themselves at work and have a voice. We’re passionate about enabling the best possible working experience for all colleagues so they can be at their best and reach their full potential. Our Wellbeing and Inclusion Networks help increase colleague’s voices and engagement, which help to shape our people practices.

All equality groups are important to us, however the current focus of the diversity and inclusion work in the NHSBSA covers four key areas as they are currently underrepresented in the NHSBSA workforce, either in our leadership community and/or in comparison to general national or local populations.

These groups are:

• Black, Asian and Minority Ethnicities (BAME) • Disability and Neurodiversity • Lesbian, Gay, Bisexual, Transgender, queer, questioning plus (LGBTQ+)

which also includes gender identity • Women

This focus is important to us as having a diverse and highly engaged workforce which is representative at all levels of the population we serve will lead to better decision making and innovation, and so is fundamental to the success of our organisation.

Over the past year the Wellbeing and Inclusion Team, Committee and Networks have worked on key objectives in relation to these four groups, including designing and testing new interventions to change outcomes. This work has created engagement and connection amongst colleagues, raised awareness and understanding, provided development, promoted the NHSBSA externally as an employer of choice and as an inclusive service provider. Above all our work has provided an inclusive work environment where colleagues who identify with these groups can be themselves and thrive.

The following pages highlight the work that has been achieved over the past year in these areas and identify key objectives for the year ahead. It is only by keeping the focus on these issues, creating and testing new interventions and taking bold action, will we become a truly diverse and inclusive organisation.

30

Black, Asian and Minority Ethnic (BAME)

Our Objectives for 2020-21 were to:

• Improve the percentage of shortlisted and appointed BAME applicants so they are consistent with the percentage of BAME applications

• Increase BAME visibility and role models throughout the NHSBSA• Increase BAME representation in senior roles by supporting the

development of BAME colleagues

Our actions in 2020-21 included:

• Creating and launching our Race Inclusion Plan on a Page which maps out the levers we will use to help move the NHSBSA from a non-racist to an anti-racist organisation

• Signing the Race at Work Charter, with our Chief Executive as our Race Sponsor

• Participating again in the NHS Workforce Race Equality Standard • Launching our BAME Colleague Network to increase colleague

voice, visibility and engagement• Delivering a bespoke race-focussed session for our BAME Network

to provide a safe space discussion and build confidence in challenging attitudes that can be encountered.

• Increasing visibility and building colleague awareness through delivery of race-focussed campaigns and events including a programme of activities for Black History Month

• Launching our Shadow Board initiative with a BAME ringfenced seat and LT sponsorship

• Delivering bespoke race inclusion conversation sessions for our senior leadership community

• Including a focus on race in our Catalyse programme of guest speakers talking to our senior leadership community, with Professor Kevin Fenton speaking about issues of race

• Trialling a new approach to understanding race issues, using a new Lets Talk About Race e-learning package, alongside facilitated conversations about race for managers and teams, in our Finance, Commercial and Estates directorate, to help shape a NHSBSA-wide approach

• Holding recruitment focus groups with colleagues on our BAME network to help us understand the barriers that exist for BAME candidates in our recruitment and selection processes

• Trialling diversification of recruitment panels by race and gender in our Digital and Technology directorates to help shape an organisation-wide approach

31

Outcomes for 2020-21 included:

• Applications from BAME candidates have increased from 20% to 32.07%

• Successful BAME candidates have increased from 7.80% to 13.93%

• The proportion of BAME colleagues in Pay Band 7 or above has increased from 10.51% in 2019-20 to 13.23% in 2020-21

• Visibility of BAME colleagues and role models has undoubtedly increased, as has engagement

Our Objectives for 2021-22 are to:

• Decrease the gap between job applications and those appointed from BAME groups

• Increase the overall BAME population in the NHSBSA to be representative of the general population

• Increase BAME representation in Band 8b+ roles, to be representative of the NHHBSA workforce

• Increase leadership capability and understanding of race issues• Ensure that BAME colleague voice and experience continues to be

heard and acted on• Build on achieving greater BAME visibility and role models across

NHSBSA

Our planned actions 2021-22 are to:

• Following evaluation of the pilot, roll out our ‘Let’s Talk About Race’ race inclusion e-module and facilitated conversations package across the NHSBSA

• Following evaluation of the diversification of panels pilot, work with our Talent Acquisition team to provide inclusion training for all recruiting managers and adopt inclusive practices within our recruitment and selection processes which are designed to de-bias

• Continue to increase leadership capability on race issues and provide learning and development opportunities for senior leaders and BAME network members through development of a reciprocal mentoring for inclusion programme

• Create a career development programme for BAME colleagues, working in partnership with the BAME network

• Further support and develop our BAME colleague network into thrive mode

• Continue to build BAME visibility and awareness through campaigns and events

32

Disability & Neurodiversity

Our Objectives for 2020-21 were to:

• Continue to increase applications from disabled candidates withthe goal of reaching 19% of all applications

• Improve declaration rates in ESR by continuing to improve thevisibility and support for our disabled colleagues

• Increase disabled representation in senior roles by supporting thedevelopment of disabled colleagues

Our actions in 2020-21 included:

• Launching our Disability and Neurodiversity Colleague Network toincrease colleague voice, visibility and engagement

• Launching our Shadow Board initiative with a Disability andNeurodiversity ringfenced seat and LT sponsorship

• Participating in the NHS Workforce Disability Equality Standard(WDES) for the first time and holding a workshop withthe Disability and Neurodiversity Colleague Network andrepresentatives from our other networks to co-create our WDESAction Plan

• Developing leadership competence and confidence arounddisability and mental health through creation and delivery of ourbespoke programme for all managers

• Increasing visibility and building colleague awareness throughdelivery of disability and neurodiversity-focussed campaigns andevents including a programme of activities for World InvisibleDisabilities Week

• Providing safe spaces for vulnerable and/or disabled andneurodivergent colleagues to connect through our WeCARE cafeprogramme

• Including a focus on learning disability in our Catalyse programmeof guest speakers talking to our senior leadership community

Our outcomes for 2020-21 included:

• Our disabled population rose by 0.12% on the previous year and isnow 5.6% of our workforce

• Declaration rates in ESR for disability have improved, with non- declaration rates decreasing from 11.18% to 10.03%

• However, applications from disabled candidates have decreasedfrom 6.95% to 6.05% There is also a drop in the proportion ofdisabled appointments from the percentage of applications

• The proportion of disabled colleagues in Pay Band 7 or above hasdecreased from 18.47% in 2019-20 to 16.23% in 2020-21

33

Our objectives for 2021-22 are to:

• Maintain Disability Confident Leader (Level 3) accreditation • Increase the population of disabled and neurodivergent colleagues

in the NHSBSA to be representative of the general population • Increase representation from disabled and neurodivergent

colleagues in Band 8b+ roles, to be representative of the NHHBSA workforce

• Improve the attraction rates in our recruitment from disabled and neurodivergent candidates and decrease the gap between job applications and those appointed

• Increase disability declaration rates in ESR by increasing the visibility and voices of our disabled colleagues

• Continue to increase leadership capability and understanding of disability and neurodiversity issues

• Ensure that disabled and neurodivergent colleague voice and experience continues to be heard and acted on

• Build on achieving greater disabled and neurodivergent visibility and role models across NHSBSA

Our planned actions 2021-22 are to:

• Work with the ESR and HR teams to introduce the new Equality and Diversity monitoring portlet to make it easier for colleagues to update their personal equalities information

• Work with our Disability and Neurodiversity Colleague Network on the delivery of our WDES Action Plan and prepare for our next submission

• Connect with DPULO’s and disabled community groups as we recover from Covid-19

• Work with our Talent Acquisition team to provide inclusion training for all recruiting managers and adopt inclusive practices within our recruitment and selection processes which are designed to de-bias

• Further support and develop our Disability and Neurodiversity Colleague Network into thrive mode

• Provide development opportunities for our Disability and Neurodiversity Colleague Network Continue to increase leadership capability on disability and neurodiversity through continued delivery to all managers of our Disability and Mental Health awareness programme

• Provide learning and development opportunities for senior leaders and Disability and Neurodivergent Colleague Network members through development of a reciprocal mentoring for inclusion programme

• Continue to build visibility and awareness on disability and neurodiversity through campaigns and events

• Review the organisation’s progress on Accessibility and create an infrastructure to support this

34

LGBTQ+

Our objectives for 2020-21 were to:

• Increase the visibility of our Bi, Trans and Non Binary colleagues• Improve LGBQ+ declaration rates in ESR by continuing to improve

the visibility and support for our LGBTQ+ colleagues• Increase LGBTQ+ representation in senior roles by supporting the

development of LGBTQ+ colleagues

Our actions in 2020-21 included:

• Launching our LGBTQ+ Colleague Network to increase colleaguevoice, visibility and engagement

• Launching our Shadow Board initiative with an LGBTQ+ringfenced seat and LT sponsorship

• Increasing visibility and building colleague awareness throughdelivery of LGBTQ+-focussed campaigns and events includingprogrammes of activities for LGBT History Month, Pride Month,Non-Binary Day, Bi Visibility Day and Trans Day of Remembrance

• Delivered LGBTQ+ and trans ally awareness training to key groupswithin our organisation

• Completion of our Stonewall Workplace Equality Index actionplan, working in partnership with the LGBTQ+ Colleague andDiversity and Inclusion Networks

• Providing safe spaces for LGBTQ+ colleagues to connect throughour WeCARE Cafe programme

• Working with external organisations for events such as NHS Virtual Pride and Proud to Provide

• Continuing our support of Pride Radio and Pride Media Centre, providing opportunities for young LGBTQ+ people

Our outcomes for 2020-21 included:

• We were 51st place in the Stonewall Workplace Equality IndexTop 100 Employers during 2020 and maintained our DiversityChampions programme membership during 2021

• ESR declaration rates for sexual orientation have improved, withcolleagues declaring as LGB+ increasing to 4.2% from 3.67% lastyear

• The proportion of LGBTQ+ colleagues in Pay Band 7 or above hasalso increased from 10.53% in 2019-20 to 17.48% in 2020-21

35

Our objectives for 2021-22 are to:

• Increase the population of LGBTQ+ colleagues in the NHSBSA to be representative of the general population

• Increase representation from LGBTQ+ colleagues in Band 8b+ roles, to be representative of the NHHBSA workforce

• Improve LGB+ declaration rates in ESR by continuing to improve the visibility and support for our LGBTQ+ colleagues

• Ensure that LGBTQ+ colleague voice and experience continues to be heard and acted on

• Increase leadership capability and understanding of LGBTQ+ issues• Build on achieving greater LGBTQ+ visibility and role models across

NHSBSA• Maintain our Top 100 Employer ranking within Stonewall’s

Workplace Equality Index

Our planned actions 2021-22 are to:

• Work with our LGBTQ+ Network on our Stonewall Workplace Equality Index submission and delivery of the associated action plan

• Continue to increase leadership capability on LGBTQ+ issues through delivery of LGBTQ+ awareness and allies sessions

• Re-launch our trans and non binary allies programme, moving to online delivery of this programme

• Work with the ESR and HR teams to introduce the new Equality and Diversity monitoring portlet to make it easier for colleagues to update their personal equalities information

• Continue to work with external organisations and support charities to engage with LGBTQ+ communities, such as participating in Pride events

• Work with our Talent Acquisition team to provide inclusion training for all recruiting managers and adopt inclusive practices within our recruitment and selection processes, designed to de-bias

• Further support and develop our LGBTQ+ Colleague Network into thrive mode

• Provide development opportunities for our LGBTQ+ Colleague Network

• Provide learning and development opportunities for senior leaders and LGBTQ+ Colleague Network members through development of a reciprocal mentoring for inclusion programme

• Continue to build visibility and awareness on LGBTQ+ issues through campaigns and events

36

Women

Our objectives for 2020-21 were to:

• Continue to improve the percentage of women in Band 7 andabove roles

• Decrease the gap between the average pay of male and femalecolleagues

• Provide safe spaces and career development opportunities for all ofour female colleagues

Our actions in 2020-21 included:

• Launching our Women’s Colleague Network to increase colleaguevoice, visibility and engagement

• Launching our Shadow Board initiative with a Women’s ringfencedseat and LT sponsorship

• Creating and delivering the pilot for an in-house developmentprogramme aimed at female colleagues

• Delivering female only spaces through our WeCARE Cafes, coffeeroulette initiative and our female colleagues sharing skills andknowledge through our Women’s network

• Increasing visibility and building colleague awareness throughdelivery of campaigns and events focussed on women includingprogrammes of activities for International Women’s Day andWorld Menopause Day

• Working with the Wellbeing Network, developing guidance formanagers on supporting colleagues through the menopause,hosting menopause awareness sessions and cafes for managersand colleagues, and launching our new Menopause ChampionsGroup

• Trialling diversification of recruitment panels by gender andrace in our Digital and Technology directorates to help shape anorganisation-wide approach

• Publication of our Gender Pay Gap Report, with actionsdetermined to help further reduce our gender pay gap

Our outcomes for 2020-21 were:

• The percentage of our female population in Pay Band 7 roles andabove has increased from 12.48% in 2019-2020 to 13.5% in2020-2021

• The gender pay gap continued to decrease from the previous year,by 0.2% to 0.6% for the median gap in hourly pay and by 0.6% to11.3% for the mean gap in hourly pay

• However, the gap between the average pay of men and women inthe NHSBSA has increased by £1981 to £5410

• Provided safe spaces for female colleagues and delivered the pilotfor the development programme for women, working with theWomen’s Colleague Network

37

Our objectives for 2021-22 are to:

• Continue to increase representation from women in Band 8b+ roles, to be representative of the NHSBSA workforce

• Continue to reduce the gender pay gap• Reduce the gap between the average salaries of male and female

colleagues• Provide specific development opportunities for women to support

capability and confidence to progress• Continue to provide safe spaces and opportunities for our female

colleagues to connect and share skills, knowledge and experiences• Ensure that female colleague voice and experience continues to be

heard and acted on• Increase leadership capability and understanding of women’s

equality and gender issues, including menopause

Our planned actions for 2021-22 are to:

• Support women to maximise their potential through the rollout of our in-house development programme for women

• Following evaluation of the diversification of panels pilot, work with our Talent Acquisition team to provide inclusion training for all recruiting managers and adopt inclusive practices within our recruitment and selection processes which are designed to de-bias

• Continue to increase leadership capability on gender issues and provide learning and development opportunities for senior leaders and Women’s Network members through development of a reciprocal mentoring for inclusion programme

• Further support and develop our Women’s Colleague Network and Menopause Champions Group into thrive mode

• Continue to build visibility of female role models and increase awareness of women’s equality, gender, and menopause issues through campaigns and events

• Publish our Gender Pay Gap Report and develop an associated action plan, in partnership with our Women’s Colleague Network

38

Summary

2020-2021 has been a challenging but successful year for diversity and inclusion in the NHSBSA with huge progress made, despite the challenges of the pandemic. However, we know from analysing our workforce and recruitment data that there is still more we need to do to improve and build on our successes to ensure we’re a truly inclusive organisation for all colleagues, where the diversity within both our workforce and leadership community represents the populations we serve.

In addition to the objectives for 2021-22 in the four areas of focus, we have an overarching NHSBSA strategic objective to maintain our Gold Standard Employer status with the Employers Network for Equality and Inclusion (ENEI) TIDE benchmark. This measures progress against all protected characteristics and is undertaken in addition to the external submissions and assessments we complete for the Stonewall Workplace Equality Index, NHS Workforce Disability and Race Equality Standards, and Disability Confident Scheme. Having our performance externally assessed is important in knowing where we are on our journey. In 2021-22 we will also be launching a new Diversity and Inclusion Strategy which will help us achieve our ambitious vision for diversity and inclusion within the NHSBSA.