Workforce Compliance Report January 2015

Transcription

1 Workforce Compliance Report January

2 CONTENTS Page Executive Summary 3 Introduction 4 Current Position 4 Summary Workforce Profile November 13 October Ethnicity 5 Gender 6-8 Age 8 Disability 9 Sexual Orientation 9-10 Religion/Belief 10 Marital Status Internal Promotions 11 Gender Pay Gap 12 Maternity and Pregnancy 13 Recruitment and Selection Employee Relations 14 Leavers 15 Delivering the Workforce Race Equality Standard Metrics Action Taken Conclusion/Recommendation 18 Equality and Diversity Action Plan APPENDICES 23 Appendix 1 The NHS Workforce Race Equality Standard for 24 implementation from April 2015 Appendix 2 Recruitment and selection Activity (NHS Jobs2) 25 Appendix 3 Employee Relations Appendix 4 Internal Promotions Appendix 5 New employees to the Trust between November 2013 October 2015 (Starters) Appendix 6 Employees leaving the Trust between November 2013 October 2015 (Leavers) 2

3 Executive Summary The Trust provides services to a population of over 350,000 including those living in the surrounding areas of Ealing, Harrow, Buckinghamshire and Hertfordshire. In the last year clinical activity and demand for our services has grown. We have seen a 6% increase in our diverse workforce. The Trust is committed to creating a working environment where its employees are treated fairly, feel valued and are engaged. It is also working hard to promote equality in everything it does by embedding its CARES values. The recent introduction of the Workforce Race Equality Standard (WRES) will further enable the Trust to continue to meet its equality duties to patients and its employees under the Equality Act 2010 ensuring that its service and employment practices are fair to all. The WRES is a set of indicators against which NHS organisations are now required to demonstrate progress of its Black Minority Ethnic employees (BME) in senior roles. Its aim is to help address long-standing lack of progress, and under-representation of BME groups in senior positions in the NHS. This report provides a breakdown of our workforce between November 2013 and October 2014 outlining how we are monitoring the protected characteristics of our workforce. It identifies where there are gaps and areas for improvements. It also updates on progress on recommendations from last year s report. Finally, a two year action plan has been developed to enable the Trust build on recommendations from previous workforce equality reports and work to closing any gaps identified through the Workforce Race Equality Standard. The report highlights the following areas Ongoing review of processes for gathering workforce data Building on work around the creation of apprenticeship scheme Improving training data collection Greater reach of underrepresented groups in Trust decisions Increasing the level of equality training provided to managers Investigation of pay disparities between female and male employees 3

4 1. Introduction Since 2011, the Trust has produced an annual workforce compliance report outlining the profile of its employees under legally protected characteristics. From 15 April 2015, all NHS organisations are required to demonstrate performance against the new Workforce Race Equality Standard (WRES). This will be in addition to publishing workforce profile. The WRES is a standard, or set of indicators, to demonstrate our annual organisational progress with workforce race equality. Its aim is to help address long-standing lack of progress, and under-representation of black minority and ethnic (BME) groups in senior positions in the NHS. The standard has nine indicator: Three are specifically on workforce data Five are based on data from the national staff survey indicator The final metric relates to Trust Boards and their representation of the communities they serve (see appendix 2) The WRES indicators have also been included in the NHS Standard Contract, and will apply to all NHS provider organisations. Most importantly, it will now form part of the regulatory monitoring regimes (where relevant) including providing evidence and assurance under the CQC well-led domain. The WRES is linked to the Equality Delivery System2 (EDS2) and is now compulsory. Both are aligned with each other and will enable the Trust to demonstrate progress with workforce equality and diversity. Thus, they are designed to drive improvements in services and employment working practices, so that organisations become more inclusive, and have fairer, more equitable and accessible services. The WRES is directly linked with EDS2 goals for Better health outcomes Improved patient access and experience A representative and supported workforce Inclusive leadership 2. Current Position The Trust provides services to a population of over 350,000 including those living in the surrounding areas of Ealing, Harrow, Buckinghamshire and Hertfordshire. In the last year, activity and demand for our services has grown with a corresponding increase of 6% in our workforce compared to the period between November 2012 and October As this is the first year of reporting against the WRES, the Trust has not been able to fully report against all metrics due to a lack of availability of data in some areas. We are currently reviewing and updating our systems and processes to enable us to do so in the coming year. Our workforce data is held on the Electronic Staff Records (ESR) and NHS jobs. These sources have provided the baseline data that inform this compliance report. The report enables the Trust to measure how well it is meeting its equality duties to its diverse workforce and patients. For the purposes of this report, reference to the 2013 reporting period relates to the period November 2012-October 2013 and 2012 to the period November 2011 October

5 3. Summary Workforce Profile November 13 October 2014 Between November 2013 and October 2014, the Trust employed 3041 employees in both clinical and non-clinical roles. Over the last three years our workforce has continued to grow, increasing by 8% between Our workforce profile between November 2013 and October 2014 is summarized as follows: Women represent 76% of our workforce (n=2305) 44% of our employees are from Black Minority Ethnic (BME) backgrounds 18% of our staff are 55 and over compared with 17% in % of our workforce have declared themselves disabled whilst the numbers that are undeclared/undefined have reduced to 42% compared to 47% in % of our workforce have disclosed themselves as heterosexual; less than 1% as lesbian, gay or bisexual 32% of our workforce has declared Christianity as their religion. This is a 6% increase on the number of our employees declaring Christianity as their religion/belief over the last two years 2% of promotions were of employees of BME ethnic backgrounds compared to 6% White backgrounds 3.1 Ethnicity We have a dynamic and diverse workforce with employees from White ethnic backgrounds making up 55% of our workforce whilst those from Black Minority Ethnic groups 44%. When compared with ethnic breakdown from the London Borough of Hillingdon, our workforce data indicates an under representation of all ethnic groups except for those from Black or Black British or Other BME backgrounds. Two percent (2%) of our employees fall within the undefined categorisation. Employees from Asian or Asian British ethnic backgrounds constitute 23% of our workforce however represent 52% of all BME employees. Employees of Black or Black British ethnic backgrounds make up 10% of our workforce, higher than their representation compared with London Borough of Hillingdon.. Table.1 Ethnic Groups London Borough of Hillingdon* Trust 2014 White 61% 55% Mixed 4% 2% Asian or Asian British 25% 23% Black or Black British 7% 10% Other BME Group 3.% 8% Undefined/Not Stated - 2% *Data 2011 Census We note that over the last three years, the percentage of employees from the White ethnic backgrounds has fallen by 6%. This indicates a growing BME workforce further increasing the balance and diversity of our workforce. 5

6 Fig.1 Workforce breakdown November 2013-October 2014 by Ethnic Background 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% The illustration at Fig 1. above has grouped Trust employees under broad ethnic categorisations for ease of presentation. White other categorisation includes employees from European ethnic backgrounds and Black other includes Black African and Black Afro- Caribbean ethnic groups Gender Women continue to make up the majority of our employees; 76% (n= 2,305) and 24% (n= 736) male. This is a marginal variance over 2012 and The predominance of a large female workforce is also characteristic of most NHS organizations. In 2014, we saw a 9% increase in the number of employees on AFC bands 2-8 (n=23) compared with Of this, 82%, of these posts were filled by female employees Gender by staff groups Trust Board: Between November October 2014, our Board was made up of seven Executive Directors (Women n= 2) and seven Non-Executive Directors (women n=4). Medical Workforce: The proportion of our female medical workforce is growing and in 2014, 14% of our workforce were medical doctors of which 53% (n=221) were female. This is a 3% increase compared with We also note that 66% of our female medical workforce have fixed/temporary contracts compared to 40% of our male medical employees. Nurses and midwives: make up 28% of our workforce of which 10% of posts are filled by men. Therapists: 20% of our Allied Health Professional (AHP) staff group are men. Although 80% of this group are women, female AHPs represent only 6% of the overall female workforce. 6

7 Fig.2 Gender of Trust employees Nov Oct 2014 Fig.3 Gender of Trust employees by staff groups November 2013-October 2014 The graph at Fig. 3 (above) and table 2 (below) illustrates the gender split of our employees by staff groups. This includes students on the Trust ESR records at the time of data capture. The graph indicates that in all staff groups but Estates and Ancillary women are over represented. This data is consistent with our employee gender profile in previous years. 7

8 Table. 2 Gender split by staff group Staff Group Male Female Add Professional Scientific & Technical Add Clinical Services Admin & Clerical Estates & Ancillary Allied Health Professionals Healthcare scientists Dental & Medical Nursing & Medical Medical & Dental Students Age We have an ageing workforce with 19% of our employees aged 55 and over. Of this 36%, are clinicians which potentially presents challenges for future workforce resourcing and planning. Compared with 2013, employees aged 66 and over have increased by 11%. In terms of workforce and succession planning, the Trust is identifying new ways and models of working to accommodate for this ageing workforce including offering flexi-retirements. This will enable the organisation to retain experienced and talented employees. We are therefore continuing to upskill our managers to become more efficient in workforce planning so we are better able to accurately predict the number of employees likely to leave the organisation through retirement in the next five years. This becomes ever more challenging due to the removal of the legal age of retirement. Conversely, only 1% of our workforce is aged 21 and under. Of this, 32% work in administrative and clerical positions. Unlike in previous years, the largest proportion of our workforce are those aged years. Fig.4 Age Profile of staff over two years November 2012 October & over 8

9 Table 3. Staff in post by age 2013 compared with 2014 Age & Over Disability Between November 2013 and October 2014, 56% of our employees declared they did not have a disability. Whilst 14% of the population in the London Borough of Hillingdon describe themselves as having a limited long term illness (2011 census), only 2% of our employees have declared a disability in We continue to work to improve reporting in this area and compared with 2013, the proportion of our data held as undefined has reduced by 8% (50% in 2013) to 42%. Fig 5. Staff in post by disability at November 2013-October Sexual Orientation Table 4. Illustrates a profile of our staff by sexual orientation. In 2014, the number of employees disclosing their sexual orientation as Gay, Lesbian and Bisexual fell marginally compared with In addition, the number of employees disclosing their sexual orientation as heterosexual has also increased by 8% compared with We will continue on data validation work which will enable ongoing improvements in the number of employees disclosing their sexual orientation. 9

10 Table. 4 Sexual orientation employees over two years - November October 2014 Sexual Orientation 2014 Bisexual -1% Gay -1% Heterosexual 56% I do not wish to disclose my sexual 9% orientation Lesbian -1% Undefined 35% 3.6 Religion/Belief Christianity is the largest group in the religion/belief category. In the last three years, there has been a 6% increase in the number of employees declaring Christianity as their religion (from 26% in 2012, 28% in 2013 and 32% in 2014). However, this is lower than the Hillingdon 2011 census figure of 49%. Whist there has been a reduction in the undetermined category compared to previous years, the number of employees who do not wish to disclose their religion/belief increased (8%) compared with 2013 (5%). Fig.6 Profile Religion/Belief between November 2013 October Marital Status Over the last two years, the number of our employees who are married and single increased by 3% and 4% respectively. In addition the percentage of our employees declaring their marital status has also increased compared to the last reporting period. 10

11 Table 6. Marriage and Civil Partnership Marital Status Hillingdon Trust 2013 Trust 2014 Married Civil Partnership 0.2% Divorced Legally Separated Single Widowed 6% Unknown Internal Promotions Table 7 and 8 below provide data on internal promotion of our employees over three years. Internal promotions relate to the number of employees who secured a new post at a higher pay band than their existing AFC pay band (either on a permanent or for a fixed term period). Between November 2013 and October employees were promoted. Of this 81% were female. In terms of ethnicity, 62% (n=64) of all employees promoted in 2014 were of White backgrounds. Our BME employees made up 25% (n=26) of promotions with 77% being women. Two percent (2%) of BME staff were promoted to AfC band 8 and above compared to 6% of White ethnic category. Table. 7 Internal Staff Promotion over by Gender Year Gender staff % Headcount Promoted %Headcount Workforce Promoted 2015 Female % % Male % % 2014 Female % % Male % % 2013 Female % % Male % % Table.8 Promotions and ethnicity by Band November 2013-October 2014 Band White BME Headcount All Promotions % BME Promotion % White Promotion %Headcount White Banding %Headcoun t BME Banding %Headcount NOT Stated % 81% 58% 41% 1% % 61% 52% 47% 1% 8A % 75% 61% 39% - 8B % 66% 76% 24% - 8C % 86% 14% - 8D % 66% 33% % - - Tota l

12 3.9 Gender and Pay The trend in pay disparity between men and women employees continues. In 2014, although women represented a majority of employees in senior roles, the male average pay across all AfC was significantly higher. This pattern continues within our medical and dental professional groups. With the exception of student groups, male employees are paid more than female employees by 33%. This disparity is particularly stark within administrative and clerical staff groups (59% difference). Compared with our 2012 data, the pay differential within administrative and clerical staff group has grown by 22%. One explanation for this disparity could be that a significant percentage of employees in this group who work part-time (29%) are female and represent 95% of staff with flexible working patterns. Further investigation is required for a better understanding and explanation of this significant disparity. Table 9. Gender Salary split by Staff Group November 2013-October 2014 Average Salary Value Gender % Difference Staff Group Female Male Add Prof Scientific & 30, , % Technical Additional Clinical 14, , % Services Administrative & Clerical 21, , % Allied Health 27, , % Professionals Estates & Ancillary 11, , % Healthcare Scientists 30, , % Medical & Dental 46, , % Nursing & Midwifery 27, , % Students 19, % Grand 24, , % In table 9. above the data indicates that across all professional groups and gender our male workforce continue to earn more than our female workforce. This is broadly consistent with the wider economy. Table.10 Gender profile of employees by pay grade Gender Band 1 Band 2 Band 3 Band 4 Band Band 6 Band Band Band Band Band 8D Band 9 M&D Other 5 7 8A 8B 8C Female Male The table above shows the gender profile of the workforce by pay band. Across all bands but one (Band 9), the proportion of female employees are higher than our male employees. As a percentage, the proportion of male employees at bands 1-7 staff is lower compared with the percentage of men in the overall workforce. However at higher bands 8 and above male employees are overrepresented as a proportion of their percentage compared with the overall workforce. This is a trend which has been observed over the last two years of reporting. 12

13 3.10 Maternity and Pregnancy Over the last three years, the number of our employees on maternity leave have increased by 4% (3% in each of the last two years). Between November 2013 October 2014, 130 of our female employees went on maternity leave representing 7% of our female workforce. Currently we do not capture data on the number of male employees requesting or taking paternity leave. Table 11. Maternity leave by staff group Staff Group Pregnant Female Employee Trust Female Employee Add Prof Scientific & 3 50 Technical Additional Clinical Services Administrative & Clerical Allied Health Professionals Estates & Ancillary Healthcare Scientists 1 43 Medical & Dental Nursing & Midwifery Students - 7 Grand Recruitment and Selection The Trust recruits from a number of sources including Open days and directly through our bank (temporary staff). For the purposes of this report, the Trust has relied on recruitment activity relating to vacancies advertised in NHS jobs2 (previously NHS jobs). Due to the adoption of a new information system at NHS Jobs, we have only been able to obtain data for just this reporting period. Furthermore, the limitation of data from only one source makes it difficult to report on our recruitment activity more broadly. Table 12. Recruitment and selection by ethnic background Ethnicity application % application shortlisted % shortlisted appointed % appointed White % % 68 49% BME % % 67 47% Not 301 3% 67 2% 7 5% Disclosed 10,460 2, From November 2013 to October 2014, the Trust received 10,460 applications through NHS Jobs2 compared with 14,608 in 2012/2013 and 12, /2012. The reduction in the number of applications recorded between November 2013-October 2014 is due to the change to NHS Jobs2 mentioned above. Table 12 above indicates that of the 10,460 applications received through NHS Jobs2, 62% (n=6444) were from applicants of black minority ethnic backgrounds (BME) whilst 36% (n=3715) were from applicants of White background. The data above indicates that whilst 56% of BME applicants progress to the shortlisting stage of our selection processes only 47% are appointed to jobs compared with 49% of White applicants. 13

14 Table 13. Recruitment and selection by gender Gender application % application shortlisted % shortlisted appointed % appointed Male % % 37 26% Female % % % Not 44-1% 18-1% 2 1% Disclosed 10, We encourage applications from disabled people and use the Two Ticks symbol on our adverts. 3% of all applications received in 2014 were from applicants with a disability. They represented 4% of applicants progressing to shortlisting and 4% of applicants appointed to posts. Further breakdown of our recruitment and selection data can be found at appendix 2 of this report Employee Relations Between November 2013 and October 2014, 7% of our employees were the subject of performance management action which was either due to capability or disciplinary action. Appendix 3 provides further monitoring information for activity between November 2013 and October These cases relate to employees who have been the subject of formal action. In summary 16 employees dismissed 52 disciplinary actions 85% of all disciplinary actions were female employees 212 employees subject to capability action (No underlying health reason) 59 employees subject to capability action with underlying health reason 5 grievances (3 male employees) 12 complaints of bullying and harassment (All female) There has been a 23% increase in the number of dismissals compared to the same period last reporting period. It is unclear what accounts for this significant increase in dismissals and will require further investigation. The tables below and at appendix 3 are a breakdown of our employees subject to formal capability and disciplinary processes. The data indicates an over representation of employees of White ethnic backgrounds in all categories of the disciplinary process compared to their representation in the overall workforce. This is contrary to the general trend nationally. We also note an over representation of female employees raising complaints of bullying and harassment. Table 14. Employees raising grievances and complaints of harassment Ethnicity Grievance % Grievance Bullying & Harassment % Bullying & Harassment White 3 60% 6 50% BME 2 40% 6 50% Not - - Disclosed

15 Table 15. Employees subject to formal capability and disciplinary processes Ethnicity No UHR % No UHR UHR % UHR Disciplinary % Disciplinary White % 42 71% 30 58% BME 85 40% 17 29% 22 42% Not Disclosed 1 1% ER 3.13 Leavers Between November 2013 and October 2014, we saw a 6% increase in the number of staff leaving the Trust compared with the same period. 14% of those employees left due to their fixed term contract coming to an end compared to 40% in the previous year. In terms of reasons for leaving, 42% of leavers gave voluntary resignation as a reason for leaving whilst 2% left due to dismissal. In terms of ethnic breakdown, 51% of employees leaving the organisation were from White backgrounds, 46% BME and 3% undefined/not stated. We note however that 25% of BMEs leaving the organisation were of Asian background. This represents 54% of all BMEs leaving the organisation. A further workforce breakdown on the profile of our leavers is at appendix 6 of this report. 4. Delivering the Workforce Race Equality Standard Metrics This report maps our BME workforce profile against the new WRES and assesses the progress of BME employees against the indicators forming the standard. Gaps identified from this assessment will form actions which will inform the action plan which forms part of this report. Between November 2013 and October 2014, the Black Minority Ethnic Group represented 44% of the Trust s total workforce. A summary of our alignment to the Workforce Race Equality Standard metrics is detailed below: Metric 1 Percentage of BME staff in Bands 8-9 and VSM (Very Senior Managers) compared with the percentage of BME staff in the overall workforce The Trust reports annual employment data on banding/pay scale by ethnicity. This indicates a proportionately lower number of BME staff in the relevant bands 8. Band 8A 38% BME (32 from 84 staff) Band 8B 24% BME (13 from 54 staff) Band 8C 14% BME (3 from 22 staff) Band 8D 33% BME (1 from 3 staff) Band 9 0% BME (0 from 5 staff) Additional data analysis: The Hillingdon Borough BME representation is 40% (2011 Census) Band 7 32% BME (85 from 268 staff) Band 6 50% BME (234 from 466 staff) 15

16 Metric 2 Relative likelihood of BME staff being recruited from shortlisting compared to that of white staff being recruited from shortlisting across all posts The Trust recruits from a range of formal and informal sources however the data used for this response is from NHS Jobs. Due to the change to NHS Jobs2 in 2014, we are only able to report on this metric for workforce information in During this period, NHS Jobs2 received 10,460 applications for jobs at the Trust. The data relating to recruitment from shortlisting between White and BME staff is below: Ethnicity % % % applications applications Shortlisted Shortlisted appointed appointed White % % 68 49% BME % % 67 47% Not disclosed 301 3% 67 2% 7 5% Metric 3 Relative likelihood of BME staff entering the formal disciplinary process, compared to that of white staff entering the formal disciplinary process, as measured by entry into a formal disciplinary investigation This information is currently not held on our Electronic Staff Records. Metric 4 Relative likelihood of BME staff accessing non-mandatory training and CPD as compared to White staff Training and development decisions are currently devolved locally and the Trust does not capture training information centrally. Staff survey feedback The WRES has four further questions from the Staff survey findings. For each of these four staff survey indicators, the Standard compares the metrics for each survey question response for White and BME staff. Metric 5 KF 18. Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in last 12 months White 27% Black 28% Metric 6 KF 19. Percentage of staff experiencing harassment, bullying or abuse from staff in last 12 months White 21% Black 22% Metric 7 KF 27. Percentage believing that Trust provides equal opportunities for career progression or promotion White 88% Black 71% 16

17 Metric 8 Q 23. In the last 12 months have you personally experienced discrimination at work from any of the following: Manager/team leader or other colleagues % saying they have experienced discrimination on grounds of their ethnic background Trust 2014 Average Median for Acute Trusts Your Trust % 4% 8% The staff survey results whilst answering these questions will not elicit a sufficient level of response to adequately address these metrics. Further surveys will be undertaken to respond to these specific issues. Metric 9 Boards are expected to be broadly representative of the population they serve. Boards are expected to be broadly representative of the population they serve. The Diversity of the Trust Board is currently not representative of the Hillingdon population. Ethnic Group London Borough of Hillingdon Trust White 60% 79% BME 40% 21% *Data 2011 census 5. Progress against recommendations in the annual workforce January 2014 report A number of recommendations were made in our 2014 Workforce compliance report This included: Improvement in our data collection and engaging with staff to ensure they understand how this information is used by the Trust Expansion of our apprenticeship scheme so as to increase the profile of younger people joining the Trust. This included having a robust work experience programme. Investigate the introduction of further positive action initiatives for our disabled staff Investigate: - patterns of Pay and gender, particularly in the administrative, clerical and medical and dental staff groups -Recruitment and dismissals of men -Recruitment and dismissals for BME staff -Leavers by protected characteristic groups Investigate claims of harassment from the BME workforce 5.1 Action Taken Data: Work is ongoing at improving our data collection and reporting. This work has been integrated in the action plan in this report. Apprenticeships: Over the last year the Trust has invested in the expansion of its apprenticeship scheme in clinical areas. The apprentices have the opportunity to 17

18 progress on to qualified professional pathways at the end of their apprenticeship. Further development is expected this year with the extension of our apprenticeship scheme to non-clinical areas. These new roles will be created in hard to recruit roles and enable succession planning in areas where there are impending skills shortages thus providing a talent pipeline for the future. Disability: Following an audit of our two ticks symbol, it was recognized that recruiting managers need to be made more aware of the symbol. Workforce patterns: With respect to identified patterns of workforce inequality (above), further investigation is required through baseline data validation. This will form part of the action plan included in this report with corresponding KPIs for monitoring as appropriate over the next two years. Bullying and Harassment: The Trust has prioritised work to tackle this issue and has committed resources to this work. Results from the 2014 staff survey have shown a slight percentage shift in this area however this work is long term and requires a whole cultural shift to enable significant improvements in outcomes. Work has included a Trust wide anti bullying and harassment campaign. This campaign is further supported with Training for our CARES Ambassadors who will provide a listening ear to staff who wish to report incidents of bullying and harassment. Alongside this has been investment in an independent initiative, SpeakInConfidence which will enable staff raise concerns to senior managers anonymously. 6. Conclusion/Recommendations The Trust is committed to creating a working environment where its employees feel valued and engaged and will build on its investment through the two year action plan in this report. The recommendations from this report form part of the action plan in this report. The plan also includes work streams related to full deliver of the WRES. 18

19 Equality and Diversity Action Plan Objective/Ambition Action Lead Target date for completion 1.To improve the quality of ESR data ensuring robust and cleansed records Launch ESR self-service data cleansing campaign Step up monthly HR data cleansing exercise Head of Workforce and OD September 2015 May 2015 Outcome/KPI Timely update of and more accurate information about our workforce profile 2.To improve workforce intelligence for more transparent decision making Review HR policies for impact across protected characteristics Introduce process and training for equalities impact analysis Review staff exit interviews Audit data on a two year rolling average on disciplinary process on the % of BME staff and men entering the Trust formal disciplinary process Improve processes for centralising and capturing CPD data December 2015 October 2015 October 2015 November 2015 Improved ability to identify adverse workforce trends/issues and areas for improvement Percentage of staff on ESR with designated Undefined categorisation reduced by 50% Percentage of staff with protected characteristics entering formal disciplinary process is reduced by 20% Trust able to measure access to training more efficiently by all protected groups 3.Equality and Diversity and the creation of a fair and equitable working environment remain at the heart of our values Establish equality and diversity steering group with senior Trust leader chairing Implement process for undertaking impact analysis re: Board papers Head of Workforce and OD December 2015 September 2015 Equality and Diversity group provide Trust wide assurance on equality and diversity priorities integrating patient and staff equality issues Equality and diversity steering group meet on a quarterly basis to oversee implementation of Trust equality action plan Board members and their decisions are informed by equality and diversity considerations 19

20 4. To improve engagement with communities with equality protected characteristics To better enable inclusive and diverse voices in Trust decision making 5. To better understand and ensure there is no inequality in pay and related terms and conditions across gender 6. To create fair and transparent processes for accessing non statutory and mandatory training and development opportunities. 7.o build on a culture that drives learning and development across all staff groups Establish BME and LGBT group Develop relationship with voluntary organisations such as Stonewall Investigate workforce data with respect to pay and terms and conditions between men and women Review processes for accessing non statutory and mandatory training and development opportunities Roll out unconscious bias training to inform decisions about all aspects of employment practices Introduce standalone equality and diversity training Head of Workforce and OD Head of Employee Relations Head of HR Business Partnering March 2016 December 2016 April 2016 December 2015 March 2016 April 2016 BME and LGBT group is established and is represented on the Equality and Diversity Steering group Provide assurance to the Board on pay and terms and condition parity between male and female employees Consistency checking reports are formalised and published six monthly Robust data on access to learning and development opportunities is routinely collected, recorded and reviewed Percentage of staff in the staff survey results believing the trust provides equal opportunities for career progression or promotion increases by 10% Percentage of staff in the staff survey reporting experiencing discrimination at work in last 12 months reduces by 10% 8.Staff are free from abuse, harassment, bullying violence managers and colleagues The Trust continues to build and strengthen processes for challenging and managing bullying and harassment Roll out SpeakInConfidence resource for reporting staff concerns Include incidents on bullying and harassment by nine protected characteristics in quarterly summary Bulling and Harassment report to the Board Head of HR Business Partnering October 2016 August % of all managers at band 7 and above attend standalone equality and diversity training Percentage of staff reporting experiencing harassment, bullying or abuse from staff in last 12 months reduces by 1% Reduction in dignity at work complaints by 20% Reduction in staff turnover to 10% 20

21 80% of all new managers attend appraisal and equality and diversity training and understand their responsibilities 9.To create a culture that supports flexible working options Audit the number of staff working flexibly to ascertain level of take-up Head of Workforce and OD March 2015 Robust data on the number of staff working flexible hours Introduce audit tool to monitor applications for flexible working reporting on the nine protected characteristics Work with managers to collate information on requests relating to protected groups June 2016 June 2016 Reduction in staff turnover to 3% Staff are aware of flexible working opportunities 10.Our recruitment and selection processes are fair and lead to an inclusive workforce Carry out equality training needs analysis (TNA) Implement recruitment and selection training Monitor recruitment and selection from all sources on a quarterly basis Mandate that all staff sitting on recruitment and selection panels attend training in this area Quarterly review of our use of two ticks disability symbol Head of Recruitment and Selection December 2015 September 2015 July 2015 December 2016 Equality and diversity TNA completed and used to identify groups requiring R&S training 80% of staff are compliant with equality and diversity training on the Core skills training (STAM) Minimum of 30% of recruiting staff receive R&S and equality and diversity training Applicants for jobs who declare a disability and meet essential criteria for post are automatically shortlisted for interview Percentage of staff from BME backgrounds appointed from shortlisting increases by 3% over 2014 baseline 21

22 11.The Trust attracts and retains the brightest and best talent and develops a pipeline that will resource its future workforce and leadership Expand apprenticeship scheme in non-clinical areas Monitor, record and report work experience uptake centrally Run undergraduate (nonclinical) work experience placement in People and Development directorate Introduce Coaching and Mentoring programme for all staff reserving 60% of places for staff of BME backgrounds Head of Workforce and OD December 2017 May 2016 March 2016 December 2017 Twenty apprenticeship positions in non-clinical hard to recruit roles are created over the next two years. Percentage of BME staff in Bands 8+ roles increases by 1% over the next two years. Trust able to record number of work experience opportunities in a systematic way. 5% of BME staff receive coaching opportunities 12.Trust Board and senior leaders routinely demonstrate their commitment to promoting equality within the organisation and beyond Equality and diversity issues regularly reported in comms, minutes of meetings and corporate Reaffirmation of the Board commitment to equality and diversity Board member chairs Trust Equality and diversity steering group Trust Board members mentor aspirant BMEs to senior role Director of People and Development December 2015 December 2015 December 2015 December 2016 Work experience pilot completed Quarterly comms on equality and diversity themes and stories Evidence of annual reports are provided to Trust Board Recommendations from the Equality and diversity steering group are provide Board assurance The Trust works towards an inclusive leadership and workforce Five BME leaders are mentored by Board members into senior leadership role 22

23 APPENDICES 23

24 Appendix 1 The NHS Workforce Race Equality Standard for implementation from April 2015 NHS Workforce Race Equality Standard Indicators Workforce metrics For each of these three workforce indicators, the Standard compares the metrics for White and BME Staff 1. Percentage of BME staff in Bands 8-9, VSM (including executive Board members and senior medical staff) compared with the percentage of BME staff in the overall workforce 2. Relative likelihood of BME staff being appointed from shortlisting compared to that of White staff being appointed from shortlisting across all posts 3. Relative likelihood of BME staff entering the formal disciplinary process, compared to that of White staff entering the formal disciplinary process, as measured by entry into a formal disciplinary investigation: Not: this indicator will be based on data from a two year rolling average of the current year and the previous year. 4 Relative likelihood of BME staff accessing non-mandatory training and CPD as compared to White staff National NHS Staff Survey findings For each of these four staff survey indicators, the Standard compares the metrics for each survey question response for White and BME staff 5. KF 18. Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in last 12 months 6. KF 27. Percentage of staff believing that trust provides equal opportunities for career progression or promotion 7. Q23. In the last 12 months have you personally experienced discrimination at work from any of the following: b) Manager/team leaders or other colleagues.boards 9. Boards are expected to be broadly representative of the population they serve. 24

25 Appendix 2 Recruitment and selection Activity (NHS Jobs2) Applications Shortlisted Appointed Gender Applications Shortlisted Appointed Male Female Undisclosed Applications with disabilities Applications Shortlisted Appointed Yes No Undisclosed Ethnicity Applications Shortlisted Appointed White -British White -Irish White any other white background Asian or Asian British Indian Asian or Asian British Pakistani Asian or Asian British Bangladeshi Asian or Asian British Any other Asian background Mixed White & Black Caribbean Mixed White & Black African Mixed White & Asian Mixed any other mixed background Black or Black British Caribbean Black or Black British African Black or Black British Any other black background Other ethnic group - Chinese Other ethnic group Any other ethnic group Undisclosed Sexual Orientation Applications Shortlisted Appointed Bisexual Gay Heterosexual I do not wish to disclose my sexual orientation Lesbian

26 Age Applications Shortlisted Appointed Under and over Undisclosed Religion/Belief Applications Shortlisted Appointed Atheism Christianity Buddhism Hinduism I do not wish to disclose my religion/belief Islam Sikhism Jainism Judaism Other Marital Status Applications Shortlisted Appointed Married single Civil Partnership Legally Separated Widowed Divorced Undisclosed

27 Appendix 3 Employee Relations Gender No UHR % No UHR UHR % UHR Disciplinary % Disciplinary Male % 54 92% 35 67% Female 25 12% 5 8% 17 33% *UHR Underlying Health Condition ER Gender Grievance % Harassment % Harassment Grievance Male 3 60% 0 0 Female 2 40% % 5 12 Disability No UHR % No UHR UHR % UHR Disciplinary No 71 33% 15 92% 15 29% Not declared 1-1% - -8% - Undefined % % Yes 1-1% Sexual Orientation Grievance % Grievance Harassment % Harassment Bisexual Gay Heterosexual 2 40% % I do not wish % to disclose my sexual orientation Lesbian % % 5 12 % Disciplinary Age Grievance % Grievance Harassment % Harassment % % % % 3 25% % % 4 34% % 3 25%

28 Age No UHR % % No UHR UHR % UHR Disciplinary % Disciplinary ER % 0-4 8% % 5 10% % 7 13% % 6 12% % 4 8% % 9 17% % 9 17% % 8 15% % Religion /Belief No UHR % No UHR UHR % UHR Disciplinary Atheism 4 2% 1 2% 1 2% Buddhism 1-1% Christianity 59 28% 14 24% 18 35% Hinduism 11 5% 2 3% - I not wish to disclose 10 5% % Islam 2 1% 3 5% - - Jainism Judaism Other 6 3% 4 7% - - Sikhism 3 1% % % 35 59% 26 50% % Disciplinary Religion /Belief Grievance % Harassment % Harassment Grievance Atheism 1 20% - - Buddhism Christianity 1 20% 1 8% Hinduism % I do not wish to % disclose Islam % Jainism Judaism Other % Sikhism % 7 58%

29 Sexual Orientation Capabi lity No UHR % No UHR UHR % UHR Disciplinary Bisexual 1-1% Gay Heterosexual 85 40% 21 36% 23 44% I do not wish to disclose my sexual orientation 10 5% 3 5% 3 6% Lesbian % 35 59% 26 50% % Disciplinary 29

30 Appendix 4 Nov 2013-Oct 2014 Internal Promotions Sexual Orientation Headcount Workforce % Workforce Head count Promotions Headcount % Promotions Bisexual % 0 Gay % % Heterosexual % % I do not wish to % % disclose Lesbian % % Undefined % % Nov 2013-Oct 2014 Religion/Belief Headcount Workforce % Workforce Head count Promotions Atheism % 9 8.7% Christianity % % Buddhism % Hinduism % I do not wish to % % disclose Islam % % Sikhism % % Jainism 1 0.3% Judaism % Other % % Undefined % % Nov 2013-Oct 2014 Age Headcount Workforce % Workforce Head count Promotions % % % % % % % % % % % % Headcount % Promotions Headcount % Promotions Nov 2013-Oct 2014 Sexual Orientation Headcount Workforce % Workforce Head count Promotions Bisexual % 0 Gay % % Heterosexual % % I do not wish % % to disclose Lesbian % % Undefined % % Headcount % Promotions 30

31 Year Ethnicity staff % Workforce Headcount Promoted 2014 White % % BME % 26 25% Undefined % % 2013 White % % BME % % Undefined % % 201 White % 34 63% BME % 15 37% Undefined % 0 0% % Headcount Promoted Year Staff with % Headcount % Headcount Staff Promoted disabilities staff Workforce Staff Promoted 2014 No % % Not stated % % Yes % % 2013 No % % Not Stated % % Yes % 2 4.5% 2012 No % Not Stated 35% 49 Yes 929 Not available 31

32 Appendix 5 New employees to the Trust between November 2013 October 2015 (Starters) Ethnicity of Starters Headcount Starters % Headcount Starters White % BME % Undefined 17 3% Not Stated 8 1% 629 Gender of Starters Headcount Starters % Headcount Female Male Starters by Religion/Belief Headcount % Headcount Atheism 60 10% Buddhism 5 1% Christianity % Hinduism 75 12% I do not wish to disclose my 81 13% religion/belief Islam 65 10% Judaism 8 1% Other 29 5% Sikhism 22 3% 629 Recruitment By Staff Group % Headcount Headcount Add Prof Scientific and Technical 6 1 Additional Clinical Services Administrative and Clerical 49 8 Allied Health Professionals 25 4 Estates and Ancillary 25 4 Healthcare Scientist 7 1 Medical and Dental Nursing and Midwifery Registered Students Disability of Starters Headcount % Headcount No % Not Declared 5 1% Undefined 15 2% Yes 17 3%

33 Starters by Sexual Orientation Headcount % Headcount Bisexual 2-1% Gay 2-1% Lesbian - Heterosexual % I do not wish to disclose my sexual 67 10% orientation 629 Recruitment Source Headcount % Headcount Abroad EU Country 7 1 Abroad-Non EU Country 5 1 Education /Training Education Sector 23 4 General Practice 2-1 NHS Organisation No Employment 42 7 Other Private Sector Other Public Sector 14 2 Private Health/Social Care Self Employed 1-1 Third Sector 1-1 Undefined Starters by Age % Headcount Headcount % % % % % % % % % % % %

34 Appendix 6 Employees leaving the Trust between November 2013 October 2015 (Leavers) Gender Headcount % Headcount Female % Male % 606 Leavers by Sexual Orientation Headcount % Headcount Bisexual 4 1% Gay 5 1% Heterosexual % I do not wish to disclose my 70 12% sexual orientation Lesbian 2-1% Undefined % 606 Length of Service of Leavers before leaving Headcount Leavers % Headcount Leavers 0-1 Years Leavers Destination Headcount % Headcount Abroad EU Country 1-1% Abroad-Non EU Country 7 1% Death in Service 1-1% Education /Training 15 2% Education Sector 7 1% General Practice 1-1% NHS Organisation % No Employment 99 16% Other Private Sector 11 2% Other Public Sector 5 1% Private Health/Social Care 5 1% Self Employed 1-1% Undefined 2-1% Unknown %

35 Reason for Leaving Headcount % Headcount Bank Staff not fulfilled minimum 1-1% work requirement Death in Service 4 1% Dismissal 2-1% Dismissal Conduct 6 1% Dismissal Some Other Substantial 4 1% Reason Dismissal Statutory Reason 2-1% Employee Transfer 2-1% End of Fixed Term Contract % End of Fixed Term Contract 8 1% Completion of Training Scheme End of Fixed Term Contract End 1-1% of Work Requirement End of Fixed Term Contract- 2-1% External Rotation End of Fixed Term Contract Other 3-1% Flexi Retirement 6 1% Pregnancy 2-1% Redundancy Compulsory 2-1% Retirement Age 29 5% Voluntary Early Retirement 17 3% Voluntary Resignation % 606 Leavers by Age Headcount % Headcount % % % % % % % % % % % %

36 Leavers by ethnic origin Headcount % Headcount White % BME % Unstated 13 2% Undefined 2-1% 606 Leavers by Religion/Belief Headcount % Headcount Atheism 54 9% Buddhism 1-1% Christianity % Hinduism 59 10% I do not wish to disclose my 78 13% religion/belief Islam 49 8% Jainism 1-1% Judaism 4 1% Other 20 3% Sikhism 16 3% Undefined %