Progress on Actions

In 2024 we committed to several key actions to deliver over the next two years.  Our actions are aligned to our three core themes:

Embedding EDI into core business

Further embed equity considerations within our procurement processes and practices to encourage EDI into our wider supply chain.

This year the Procurement team has taken several steps to embed to EDI principles into working processes as well as tender requirements. They include:

• The appointment of a Responsible Procurement Champion to lead initiatives and liaise with the central EDI team.
• Embedding proportionate EDI requirements into tenders.
• Actively engaging with diverse suppliers to ensure equal access to tendering opportunities.
• Having fair and transparent procurement processes that support underrepresented businesses.
• Exploring ways to create opportunities for local young people and students with suppliers and partners through our tender processes.

Embed our proactive approach to inclusive recruitment furthering our recruitment strategy and advancing our work on positive action.

Actions taken this year include:

• Further embedding EDI into recruitment policy, procedures, and training.
• Gender-decoding software utilised to reduce bias in recruitment materials.
• Ensuring diverse and balanced selection panels.
• Advertising roles through specialist recruitment platform Vercida to engage with diverse talent.
• Providing search agencies with a clear brief on expectations around diversity of candidate pools and our EDI commitments.
• The introduction of an ‘Inclusion Panel’ session in Faculty PVC recruitment processes and mandating diverse shortlists for executive level recruitment.
  

Take Action to Eliminate Barriers

Develop and implement a plan which is designed to identify and reduce barriers to inclusion.

Actions taken include:

• Developing a plan to increase our disclosure rates by reducing all ‘unknowns’ in our EDI data, to improve quality and reduce errors with consideration for any barriers to disclosure.
• Reviewing the Equality Leadership Development offer and introducing drop-in ‘demystifying’ sessions in response to feedback received around barriers to participation. 
• Refreshing the EDI governance structure to align with forthcoming changes to the academic faculty structure, to streamline work with faculty EDI role holders.
• Repositioning of Equality Steering Groups into Equality Forums to broaden opportunities and remove barriers for those wishing to contribute to the EDI agenda.
• Initiating a review of Colleague Equality Networks to improve opportunities for consultation and involvement. 

Undertake a comprehensive review of the employee journey to identify opportunities to embed EDI principles into every stage.

Actions include:

• Mapping the employee lifecycle with relevant stakeholders to document each stage of the employee experience, identifying key touchpoints and decision-making moments.
• Evaluating policies, practices, and communications to uncover barriers to inclusion, representation and equity, considering the lived experiences of diverse employee groups.
• Facilitating workshops and consultations with employees, managers, and EDI leads to gather insights and co-create solutions.
• Identifying opportunities to improve inclusive recruitment practices, equitable development pathways, and culturally competent onboarding.
• Producing actionable recommendations, aligned to organisational values and strategic priorities, which ensure EDI is integral to throughout the employee journey.
• Proposing mechanisms for ongoing evaluation and feedback, including reviewing starters’ and leavers’ data to ensure any EDI issues are swiftly addressed.

Develop a strategic action plan of initiatives which increases the representation of under-represented groups within the university, supporting our commitment to reducing median pay gaps.

Actions this year include:

• Expanding and refining the Reverse Mentoring Scheme and Shadow Chair Schemes.
• Actively monitoring the academic promotions round outcomes, reviewed by protected characteristics, with analysis reported to appropriate committees to support decision making and further action.
• The introduction of an LGBTQ+ specific leadership programme to the existing suite of Equality Leadership Development programmes for women and ethnically marginalised colleagues.

Fostering Inclusion and a Sense of Belonging

Develop a plan which supports all colleagues to understand their role in building an inclusive workplace and how we are all responsible for achieving equality, diversity, and inclusion objectives. 

Fostering belonging is grounded in three core pillars: 

1. Creating Connections
2. Encouraging Involvement
3. Celebrating Contributions

Colleagues have been supported to actively contribute to our EDI goals by:

• Defining what inclusion looks like in everyday behaviours and decision-making
• Providing accessible resources and training
• Embedding EDI responsibilities into team objectives and performance conversations
• Creating opportunities for reflection, dialogue, and peer learning
• Establishing feedback loops to measure understanding and impact
• Embedding Citizenship through the development of a ‘Citizenship Hub’ to increase participation in University activities that colleagues may not have exposure to in their role, to increase their sense of belonging and community.
• Introducing the ‘Engagement Hub’ - a key space for colleague voice and feedback, offering inclusive, accessible channels to share ideas, concerns and experiences. The Hub ensures that all voices are heard, especially those from underrepresented or marginalised groups, to support psychological safety and trust, helping to build a stronger, more inclusive workplace culture.

Develop a range of actions which build an inclusive community, which encourages a sense of belonging through ensuring open and transparent communication channels. Creating an environment where colleagues feel comfortable sharing their feedback and ideas, which are welcomed and valued.

Key developments this year include:

• Introducing a ‘Feedback Hub’ and a ‘Continuous Improvement’ form which complement the existing voice channels, to encourage colleagues to share ideas and suggestions from which meaningful action can be taken.
• Reviewing external platforms such as Glassdoor to identify synergies between internal and external feedback, ensuring we respond consistently and transparently.
• Creating safe spaces for colleagues to share feedback, ideas, and lived experiences. We ensure feedback is acknowledged, acted upon, and visibly valued
• Promoting inclusive leadership behaviours that encourage active listening and trust, aligned to our Values and Behaviours framework and embedded into our Leadership Development Programmes.

Return to main EDI Report page.