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WDES report and action plan 2024

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Workforce Disability Equality Standard Annual Report 2024 1 Executive Summary The Workforce Disability Equality Standard (WDES) is a set of ten metrics that helps NHS organisations to compare the experiences of disabled and non-disabled staff. These metrics are necessary because evidence and research shows that the level of reported discrimination and inequality for disabled people working in the NHS is higher than any other protected characteristic. The WDES was commissioned by the Equality and Diversity Council (EDC) and developed through extensive engagement with Trusts and key stakeholders. It is mandated through the NHS Standard Contract. Implementation of the WDES became an obligatory requirement for national healthcare organisations in 2019, so this is the sixth reporting year for the WDES metrics. It is important to note that the data sources for the WDES metrics are a combination of the 2023 National Staff Survey, and workforce data reported at the national data collection cut-off date of 31 March 2024. All NHS organisations are required to produce an action plan to articulate the response to the WDES results, this can be found within the appendices (appendix 1). Through the implementation of the UHS Inclusion and Belonging Strategy 2023-2026, we have incorporated the WDES actions contained in this report into the work programme that will deliver the strategy. The key findings from the 2024 submission show: 1. Disabled staff represent 10.97% of the workforce. Overall, this is a 0.19% decrease from 2023 data, this is not representative of wider society which currently shows around 25% of the working age population has a disability. Further analysis shows there has been a minimal increase in representation of disabled staff within the nonclinical workforce and a decrease across the clinical workforce with an exception to cluster 4 (band 8c to 9 and VSM). 2. Data suggests that disabled shortlisted applicants are 0.96times likely than nondisabled applicants to be appointed to a vacant post. This is a minimal CHANGE in comparison to last year and suggests that people with disabilities are equally likely to be appointed than those without disabilities or long term illness. A score of 1 indicates equal opportunity and anything under 1 indicates more likely, over 1 is less likely. 3. In line with technical guidance, this data does not need to be analysed due to less than 10 capability processes. However there has been an DECREASE of disabled individuals entering into the capability process in comparison to 2023. 4. Disabled staff are more likely than non-disabled staff to experience bullying, harassment and abuse from patients, service users, relatives, members of the public, managers and colleagues than non-disabled counterparts, WITH THE DISPARITY GAP WIDENING THIS YEAR. 5. Disabled staff are less inclined to believe the Trust provides equal opportunities for career development as compared to those staff without disabilities. 6. Disabled staff feel more pressure than non-disabled staff to come to work when unwell. 7. Disabled staff are less satisfied than non-disabled staff that the Trust values their work. 8. There has been A MINIMAL increase in Disabled staff saying that UHS have made adequate adjustments for them to carry out their work. 9. The staff engagement score for disabled and non-disabled staff is on par with each other and with that of overall staff engagement at UHS. 10. There continues to be no declared representation of disabled staff on the Trust Board. 2 In relation to the 10 metrics, improvements can be seen in metric 3, 4a, 4b and 7. However these could be argued to be insignificant in their minimal nature. Unfortunately there has either been a worsening or data has remained static in all other metrics. With this in mind, we are committed in continuing to have meaningful engagement with our disabled staff to co-create short and long-term actions with the support of the Long-term Illness and Disability Network to help move the Trust towards disability equality. Conclusion and recommendations The WDES data 2024 confirms that the priorities in our Inclusion and Belonging Strategy are the right ones, to improve or eliminate disparity between experiences of people with long term illness, and disability and those without. We must maintain our focus on: 1. Inclusive recruitment practices and equal opportunities: Large scale review of current recruitment practices to eliminate bias from the systems and promote inclusivity. The Inclusive Recruitment Programme will ensure that recruiting managers are trained in inclusive recruitment techniques and criteria based methods will ensure bias is removed. We will align with the national programme for overhauling recruitment and promotion and contribute to this work wherever possible. The implementation and embedding of processes that ensure inclusive recruitment and equal opportunities for all. Our talent management programme will provide further opportunities for people with disabilities and long term illness to access development. 2. Workforce reflecting our wider communities: In line with the Inclusive Recruitment programme, we will be increasing efforts to make recruitment processes inclusive and therefore not post any barriers to the community in terms of applying for roles at UHS. We will be working with specialist partners to help us to self-assess our environments for people with disabilities or long term illness. Our recruitment outreach will also work more with local communities to attract people from the city from diverse backgrounds. We will provide career toolkits for all people who are unsuccessful at interviews to help them to succeed next time. We will be continuing to promote declarations to ensure we can measure our representation across our workforce and consider a target for % of people with disabilities and long term illness in our workforce which is in line with the reported demographic of our communities. 3. Safe and healthy working environments: Our Inclusion and Belonging strategy states a clear intent for UHS to become an anti-racist and anti-discriminatory organisation. We aim to decrease disparity of experience by 5% across all indicators in the WDES which will either reduce by half or eliminate disparity altogether. We will be working closer with colleagues who lead on hate crime, violence and aggression to ensure robust mechanisms for reporting of incidence and the data is used to steer accountability and meaningful action. We will identify mechanisms and root causes of the disproportionality of staff with disabilities or long term illness experiencing discrimination, harassment, bullying and/or abuse and in turn whether there are trends within the Trust that need targeted action. The link to the leadership and management work programme is a critical enabler of creating safe and healthy work environments. Improve the day-to-day experience of working at the Trust for disabled staff, ensuring their experience is free from discrimination, bullying, harassment and/or abuse and individuals feel they are valued. 3 4. Inclusive leadership and management: Ensure leaders and managers are clear on their accountabilities with regards to supporting people with disability and long term illness and the responsibilities they hold to deliver the actions within the Inclusion and Belonging strategy. To have development opportunities in supporting disabled staff and those who may identify with a protected characteristic. That all leaders and managers understand their own bias and can access learning in terms of how they behave, lead and make decisions. To support leaders and managers to understand their role as allies and role models, and how to challenge behaviours or actions that are not in line with Trust policy or values. To support leader and managers to develop greater awareness of the legal aspects of their roles in relation to equality, and how diversity and difference can enhance their team delivery and performance. Ensure leaders and managers have learning development opportunities to support individuals with disabilities and know their responsibilities in relation to the inclusion agenda and specifically actions required to ensure people with disabilities feel valued in the wider workforce. Our action plan which can be found in the appendices will continue to be reviewed. The proposed actions will continue to be discussed in terms of progress at Equality, Diversity and Inclusion Council, Equality, Diversity and Inclusion Committee and People and Organisational development Committee. This analysis report along with the relevant action plan will be published on our public website by 31st October to meet the requirements set by the Workforce Disability Equality Standard (WDES). 4 Appendices Appendix 1: WDES Action Plan 2024 WDES Themes / Areas Proposed actions 1: Workforce reflecting our communities, at all roles, at all levels; ensuring those who are underrepresented groups can access support to thrive, excel and belong within their roles. a) To continue to develop and support an annual programme of Positive Action Programmes both UHS and HIOW system wide; for those who have disabilities and/or long-term conditions as well as other protected characteristics. Acknowledging individuals experience of barriers to promotion, development and career progression. Continued sponsorship will be offered to delegates post completion of a programme including career coaching, career development workshops, reciprocal mentoring and an offer of attending a mock development centres. b) Talent development programme for individuals with a disability and/or longterm condition. Supporting the career development, pathways, training and development of individual’s, ensuring talent workstreams and pipelines that encourage opportunity at earlier stages than current and may include longterm career planning. Develop a talent pipeline/talent management plan to include stretch activities, secondments, shadowing, specialist training, qualifications, coaching and mentoring where it is anticipated a career change will be necessary. This will look at strengthening as well as unearthing our current talent within UHS and ensuring that individuals continue to thrive, excel and belong and we support them to do this. c) Continue to build on newly found working relationship with Southampton job centre. Continue to liaise, attend and promote UHS as an employer of choice to disabled individuals within the wider community, the support that is offered and the career opportunities that available including that of our volunteering roles. Responsible for Actions Organisational development team and Partner/ Head of OD Organisational development team and Partner/ Head of OD Organisational development team and Partner/ HR Recruitment team and Inclusive recruitment working group Deadline / review date August 2025 September 2025 April 2025 5 Appendix 1: WDES Action Plan 2024 2: Safe and healthy working environments, free from aggression, hate and discrimination d) Propose and agree a declaration target throughout the organisation for those who identify as having a disability and/or long-term condition. Representation within wider society is currently 22%. To achieve this workstreams will include more in-depth narrative about declaration of disability and its importance within the onboarding and induction process within UHS and will include literature on the processes of how to declare. Continue with lived experiences pieces and continue to socialise within internal and external communications methods. Continue to at every opportunity irradicate stigma surrounding what happens if an individual declares a disability and continue to showcase the support we offer to individuals within the organisation as a disability confident employer. a) Fully continue to support established divisional EDI Steering Groups to drive actions and improvements derived from disability specific metrics throughout all teams, care groups and divisions. Organisational development team and Partner/ Head of OD/ Chief People Officer Organisational development team and Partner/ Head of OD b) Develop a culture of Allyship: All staff to participate in Actionable Allyship training by 2024. The Actionable Allyship – Stop.Start.Continue programme will continue on the statutory and mandatory matrix for all staff to complete. This will provide individuals with the insight, knowledge and skill and to be active allies within a moment of challenging non inclusive behaviours and supporting our statement in being an anti-discriminatory organisation and in turn decrease the disparity of experience between those who have disabilities and those who don’t. Completion of the training will be possible by virtual, face to face or E-learning package. Organisational development team and Partner July 2025 September 2025 April 2025 c) Develop a process where conversation of long-term conditions and disabilities are standard processes within 1.2.1’s, wellbeing conversations and appraisal conversations. Highlighting all individual’s responsibility to show allyship and continue to support individuals throughout their work at UHS. Organisational development team and Partner August 2025 3: Recruitment processes which free a) Implement a work programme to review and improve the equity of recruitment Organisational processes and practices that impact individuals with a disability and/or long- development team and term condition. Working group to include partnership with our Staff Network Partner/ HR Recruitment April 2025 6 from bias and are inclusive 4: Inclusive leadership and management 5: Networks and partnerships that thrive and support creation of leads and representation from our diverse workforce. The working group will look at each stage and deliver on recommendations from engagement within the process. Align to the NHS People Plan England/Improvement High Impact Actions and Inclusive Recruitment Programme. b) Inclusive training, learning and development for all people involved in recruitment and attraction. team and Inclusive recruitment working group Head of Talent attraction April 2025 / HR Recruitment Team c) Deliver a truly Disability friendly process with disability inclusive practices as standard. This will include processes from pre-employment to recruitment, through to employment and the onboarding process. d) Develop an inclusive employer recruitment campaign in embedding our Disability confident status and our intentions to move towards disability confident leader within the next 3 years. a) Board and Senior leadership programmes to include the element for all leaders plus strategic and cultural responsibilities for equality, diversity and inclusion. b) Inclusive leadership and management as part of the UHS Managers Induction Programme. c) Implementation of ongoing learning and development opportunities to enable leaders and managers to role model inclusive behaviours every day. For example: - Inclusive meetings - Agile working - Equality impact assessment - Adjustments required to enable people to thrive and be at their best at work. - Creating environments for people to succeed - Inclusive leadership behaviours aligned to our values a) Development programmes for Networks and Network Chairs clearly identifying roles to enable leadership of highly active networks, clarity of Head of HR / Organisational development team and Partner Head of HR / Organisational development team and Partner/ LID Network Head of OD Organisational development team and Partner Organisational development team and Partner/ Head of OD Head of OD April 2025 April 2025 July 2025 July 2025 September 2025 September 2025 7 an inclusive and safe place to work. purpose and future plans. Development opportunities will include coaching, mentoring, influential leadership skills, recognising their contributions as career development. b) Establish a workplace adjustments working group to develop and implement appropriate guidance throughout the organisation. With the additional rollout of a workplace adjustments passport. Organisational development team and Partner/ Head of OD/ Occupational health July 2025 Appendix 2 Metric 1: Percentage of staff in AFC pay bands or medical and dental sub-groups and very senior managers (including executive board members) compared with the percentage of staff in the overall workforce. Fig. 1 Non-Clinical workforce presentation 2023 2024 Pay clusters: Nonclinical Total staff in pay cluster Total disabled Total non- Total unknown Total staff in staff disabled staff staff pay cluster Total disabled Total non- Total unknown staff disabled staff staff Cluster 1 Bands 1-4 2023 13.1% 73.2% 13.7% 2056 13.9% 75% 11.2% (265) (1481) (277) (285) (1541) (230) Cluster 2 8 Bands 5-7 Cluster 3 Bands 8a8b Cluster 4 Bands 8c-9 & VSM 781 11.7% (91) 223 12.1% (27) 93 3.2% (3) 79.3% (619) 75.8% (169) 84.9% (79) 9.1% (71) 12.1% (27) 11.8% (11) 802 13.2% (106) 237 12.2% (29) 98 5.1% (5) 79.2% (635) 76.4% (181) 87.8% (86) 7.6% (61) 11.2% (230) 7.1% (7) 9 Fig 2. Clinical workforce representation 2022 2024 Pay clusters: Clinical Cluster 1 Bands 1-4 Cluster 2 Bands 5 – 7 Cluster 3 Bands 8a –b Cluster 4 Total staff in pay cluster Total disabled staff Total non- Total unknown Total staff in disabled staff staff pay cluster Total disabled Total non- Total unknown staff disabled staff staff 2478 13.4% (333) 78.7% (1949) 7.9% (196) 2459 12.7% (312) 80.0% (1989) 6.4% (158) 5593 12.3% (688) 76.5% (4280) 11.2% (625) 5875 11.3% (666) 79.4% (4662) 9.3% (547) 427 14.3% 66.0% 19.7% 471 (61) (282) (84) 13.2% (62) 71.3% (336) 15.5% (73) 10 Bands 8C-9 & VSM 46 Cluster 5 Medical & Dental 948 staff, consultants Cluster 6 Medical & Dental 580 staff, non- consultants career grades Cluster 7 Medical & Dental 1103 staff, medical & dental trainee grades 19.6% (9) 6.12% (58) 5.34% (31) 2.81% (31) 52.2% 28.3% 43 (24) (13) 76.27% 17.62% 940 (723) (167) 86.38% 8.28% 125 (501) (48) 94.74% (1045) 2.45% (27) 1164 20.9% (9) 6.06% (57) 4.80% (6) 55.8% (24) 78.62% (739) 69.60% (87) 23.3% (10) 15.32% (144) 25.60% (32) 2.49% (29) 92.44% (1076) 5.07% (59) Owing largely to a successful risk assessment campaign throughout the Covid-19 pandemic, disclosure rates in 2020 and 2021 were close to accurately reflecting the local population. However, the 2023 and the current 2024 data shows either a static or steady yet continual decrease in declaration rates in terms of the overall representation of disabled staff within the UHS workforce. In the non-clinical workforce there is a slight exception of minimal increases throughout each cluster. Yet, there is a decrease in representation of disabled staff across all clusters within the clinical workforce. 11 Metric 2: Relative likelihood of disabled staff compared to non-disabled staff being appointed from shortlisting across all posts. Relative likelihood of staff being appointed from shortlisting across all posts Disabled 2024 Non-Disabled Number of shortlisted applicants 630 7736 Number appointed from shortlisting 140 1653 Relative likelihood of non-disabled staff being 0.96 appointed from shortlisting compared to disabled staff This metric indicates that non-disabled staff are 0.96less likely to be appointed from shortlisting than disabled staff. This compares relatively equal and remains static since the 2023 submission which showed a relative likelihood of 0.89. a score below 1 indicates positive equal opportunity. Metric 3: Relative likelihood of disabled staff compared to non-disabled staff entering the formal capability process, as measured by entry into the formal capability procedure. Relative likelihood of staff entering the formal capability process, as measured by entry into a formal capability process Number of staff entering the formal capability process Disabled 1 2024 Non-Disabled 11 12 Relative likelihood of Disabled staff entering the 0 formal capability process compared to non- disabled staff In line with WDES technical guidance, there is no requirement to analyse the relative likelihood where there are fewer than 10 cases reported involving disabled staff. However it should be noted that there has been a slight decrease of cases since the 2023 data submission. Metric 4: (Part A) Percentage of Disabled staff compared to Non-Disabled staff experiencing harassment, bullying or abuse from patients/service users, their relatives or other members of the public, managers and other colleagues; (%s of total participants in staff survey related question, not % of total workforce) Harassment, bullying or abuse from patients/service users, their relatives, or other members of the public: 2023: Disabled – 30.5%, Non-Disabled – 23.5% 2024: Disabled – 29.02%, Non-Disabled – 23.59% There has been a slight decrease in numbers of disabled staff reporting they have experienced harassment, bullying or abuse from patients/service users, their relatives or other members of the public. This has decreased by 1.5% from 30.5% (2023) to 29% (2024). Harassment, bullying or abuse from managers: 2023: Disabled – 11.6%; Non-Disabled – 6.8% 2024: Disabled –13.32%, Non-Disabled – 8.26% The data indicates a 1.7% worsening from 11.6% to 13.3% for those with disabilities experiencing harassment, bullying or abuse by managers. The disparity between disabled and non-disabled staff experiencing harassment, bullying or abuse by a manager has widened to 5.1%. 13 Harassment, bullying or abuse from other colleagues: 2023: Disabled – 21.3%; Non-Disabled – 15.3% 2024: Disabled – 25.84%, Non-Disabled – 16.19% There is a significant 4.5% increase from 21.3% to 25.8%in disabled staff experiencing harassment, bullying or abuse from other colleagues. it remains a concern that 9.6% more disabled staff overall are experiencing such behaviours compared to non disabled staff, with the disparity gap widening by 3.6%. Metric 4: (Part B) Percentage of Disabled staff compared to Non-Disabled staff saying that the last time they experienced harassment, bullying or abuse at work, they or a colleague reported it. 2023: Disabled – 47.1%; Non-Disabled – 45.8% 2024: Disabled – 50%, Non-Disabled – 48.75% The 2024 data indicates a markable improvement of the likelihood of this indicator from 2023 of 2.9%. interestingly, the indicator for nondisabled has also improved. Metric 5: Percentage of Disabled staff compared to Non-Disabled staff believing that the Trust provides equal opportunities for career development. 2023: Disabled – 60.6%; Non-Disabled – 63.0% 2024: Disabled –57.91%, Non-Disabled – 62.33% This indicator shows that disabled staff are now 2.7% less likely to think that the trust offers equal opportunities for career progression in comparison to the 2023 data collectionwhich did show a slight improvement. It should also be noted that Disabled staff are 4.4% less inclined to believe the Trust provides equal opportunities for career development as compared to those staff without disabilities, with the disparity gap widening by a further 2%. 14 Metric 6: Percentage of Disabled staff compared to Non-Disabled staff saying that they have felt pressure from their manager to come to work, despite not feeling well enough to perform their duties. 2023: Disabled – 26.9%; Non-Disabled – 19.0% 2024: Disabled – 26.93, Non-Disabled – 16.36% Data submission shows 26.93% of Disabled staff felt pressure to come to work despite feeling unwell, in comparison to 16.36% of non-Disabled staff. This shows no improvement for disabled staff and a improvement of 2.6% for non-disabled staff. It remains evident that a disparity of experience between Disabled and non-Disabled staff of 10.6%, widening by a further 2.7%. Metric 7: Percentage of Disabled staff compared to Non-Disabled staff saying that they are satisfied with the extent to which their organisation values their work. 2023: Disabled – 39.8%; Non-Disabled – 48.7% 2024: Disabled – 39.74%, Non-Disabled – 49.53% The 2024 data submission shows an unremarkable decrease in Disabled staff perceptions on feeling valued by the organisation, with Disabled staff reporting 39.74% Metric 8: Percentage of Disabled staff saying that their employer has made adequate adjustment(s) to enable them to carry out their work. 2023: 81.0% 2024: 81.3% There has been a 0.3% increase in staff saying that UHS have made adequate adjustments for them to carry out their work. Metric 9: (Part A) The staff engagement % score for Disabled staff, compared to Non-Disabled staff and the overall engagement % score for the organisation. 2023: Disabled – 6.8%; Non-Disabled – 7.2%; UHS overall 7.1% 15 2024: Disabled – 6.70%, Non-Disabled – 7.15% UHS overall 7.04% It is reassuring to note that the staff engagement score for disabled and non-disabled staff is on par with each other and with that of overall staff engagement at UHS, despite overall engagement for this year having decreased. Metric 10: Board Voting by % disability 10.97% of the UHS population have declared a disability. There are no Trust Board members (voting or non-voting) who have declared a disability or long term illness. 16
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WRES report and action plan 2023

Description
Workforce Race Equality Standard Annual Report 2023 1 Table of Contents Executive Summary................................................................................................................................. 3 Introduction ............................................................................................................................................ 5 WRES Data Submission 2023 .................................................................................................................. 5 Indicator 1: Percentage of staff in each AfC Band 1-9 and VSM compared to overall workforce .. 6 Indicator 2: Relative likelihood of BME staff being appointed from shortlisting ............................ 7 Indicator 4: Relative likelihood of staff accessing non-mandatory training and CPD..................... 8 Indicator 6: Percentage of staff experiencing harassment, bullying or abuse from staff............... 8 Indicator 7: Percentage of staff believing that the Trust provides equal opportunities for career progression or promotion ............................................................................................................... 9 Indicator 8: Percentage of staff personally experiencing discrimination at work by a manager/team leader or other colleagues ..................................................................................... 9 Indicator 9: % difference between the organisations’ Board voting membership and its overall workforce ........................................................................................................................................ 9 Conclusion and Next Steps.................................................................................................................... 10 Appendix 1: WRES Action Plan 2023 ............................................................................................. 11 2 Executive Summary The Trust has submitted WRES data since 2015 and has a quarterly programme of reviewing progress against the nine indicators contained within the WRES dashboard. This report shows the latest dataset from 2023 and explores whether there have been any significant improvements or deterioration compared with the results from 2022. An updated WRES action plan is also within this report (Appendix 1), which shows the areas of focus for the Trust in the coming year. The key findings from the 2023 submission show: 1. BME staff represent 26.3% of the workforce, which is a 2.8% increase from the 2022 data submission. There continues to be an overall improvement in proportionate representation in most of the bands since 2022 and especially so amongst the clinical workforce. 2. There is a fairly equal likelihood of appointment from shortlisting for BME and white applicants. (Data from Trac automatic download into ESR). 3. Despite a slight increase in numbers, BME staff continue to be less likely than white staff to be entered into a formal disciplinary process. 4. BME staff are less likely than white staff to access non-mandatory training and continued professional development opportunities. 5. BME staff continue to experience more harassment, bullying or abuse from patients, relatives or the public than white staff, with the gap of inequality continuing to widen. 6. BME staff report a higher level of experiencing harassment, bullying or abuse from other staff compared with white staff. 7. The perception around the equal opportunities for career progression or promotion within the Trust is lower amongst BME staff than it is for white staff. 8. BME staff are more than twice as likely as white staff to report personally experiencing discrimination at work by a Manager/Team leader or other colleagues. 9. The representation of BME staff on the Trust Board is 14% with a disparity of -12.3% compared to organisational representation. It is reassuring to see improvements across indicator 1, 2 and 4. The data suggests that indicator 9 remains static with no improvement or decline, whilst indicator 3 has declined in one sense but as a hole remains more positive for staff from Black, Asian and under-represented backgrounds. Unfortunately, there is a noticeable decline in indicators 5, 6, 7 and 8 which are relating to staff experience where results are sourced from the annual staff survey. The action plan sets out in detail the priorities and programmes of work agreed as part of the Trust’s Inclusion and Belonging Strategy which will drive improvements against these indicators. The action plan will continue to be reviewed by the EDI council, EDI committee and People and OD Committee. 3 The outcomes of the WRES does not alter the themes contained in our strategy, and the action plan is aligned to these themes: 1. Inclusive recruitment practices and equal opportunities: Large scale review of current recruitment practices to eliminate bias from the systems and promote inclusivity. The Inclusive Recruitment Programme will ensure that recruiting managers are trained in inclusive recruitment techniques and criterion based methods will ensure bias is removed. We will align with the national programme for overhauling recruitment and promotion and contribute to this work wherever possible. The implementation and embedding of processes that ensure inclusive recruitment and equal opportunities for all. This will be in line with the National 6 high impact actions. Our talent management programme will provide further opportunities for people from BME backgrounds to access development and the review of processes for data collection in terms of training, development, recording as part of the data dashboard workstream will ensure the intelligence is available to correctly measure whether we are improving access or if there is more action required. 2. Workforce reflecting our wider communities: In line with the Inclusive Recruitment programme, we will be increasing efforts to make recruitment processes inclusive and therefore not post any barriers to the community in terms of applying for roles at UHS. We are anticipating the showcasing of a specific project we have collaborated with Black History Month South on exploring a multi-generational view from current and previous staff members at UHS. Our next steps will be focusing on outreach to the black communities in Southampton to promote roles and careers within UHS. Our recruitment outreach will also work more with local communities to attract people from the city from diverse backgrounds. We will be implementing positive action talent programmes that will enable people from black and ethnic backgrounds to access development, networking, and coaching to confidently apply and be successful at roles when they become available. We will provide career toolkits for all people who are unsuccessful at interviews to help them to succeed next time. We will continue to strive to meet the national target of 19% representation in band 7s and above. 3. Safe and healthy working environments: Our Inclusion and Belonging strategy states a clear intent for UHS to become an anti-racist and anti-discriminatory organisation. We aim to decrease disparity of experience by 5% across all indicators in the WRES which will either reduce by half or eliminate disparity altogether. We will be working closer with colleagues who lead on hate crime, violence and aggression to ensure robust mechanisms for reporting of incidence and the data is used to steer accountability and meaningful action. We will identify mechanisms and root causes of the disproportionality of BME staff experiencing discrimination, harassment, bullying and/or abuse and in turn whether there are trends within the Trust that need targeted action. The link to the leadership and management work programme is a critical enabler of creating safe and healthy work environments. 4. Inclusive leadership and management: Ensure leaders and managers are clear on their accountabilities with regards to EDI and the responsibilities they hold to deliver the actions within the Inclusion and Belonging strategy. To have development opportunities in supporting BME staff and those who may identify with a protected characteristic. That all leaders and managers understand their own bias and can access learning in terms of how they lead and make decisions. To support leaders and managers to understand their role as allies and role models, and how to challenge behaviours or actions that are not in line with Trust policy or values. To support leader and managers to develop greater awareness of the legal aspects of their roles in relation to equality, and how diversity and difference can enhance their team delivery and performance. 4 Introduction Research and evidence strongly suggest that less favourable treatment of Black, Asian and staff from under-represented backgrounds in the NHS, through poorer experience or opportunities, has significant impact on the efficient and effective running of the NHS and adversely impacts the quality of care received by all patients. The NHS Workforce Race Equality Standard (WRES), introduced in 2015, seeks to prompt inquiry to better understand why it is that BME staff receive poorer treatment than White staff in the workplace and to facilitate the closing of these gaps. This is the 2023 annual WRES Data report. Data has been directly compared to 2022 data providing a clear picture on the indicators where the Trust is performing well and those that require our focus in the year ahead. Despite an improvement in the overall representation of BME staff in the workforce, the data highlights that the experiences and opportunities for BME staff are not the same as for White staff, and more action and focus is needed to close the gap in experience between these two staff groups. The focus of this report is to present the Trust’s performance against the WRES indicators for the past 12 months and provide recommendations and an action plan by which to better our performance and ultimately improve the experience and opportunities for our BME staff in the coming years. WRES Data Submission 2023 The WRES submission is comprised of 9 indicators which compare the experience of White and BME staff in an employment context. The submission for 2023 is broken down below and compared with data from the 2022 submission, with a summary of whether there has been an improvement or deterioration in the data. It is important at this point to note that indicators 5 to 8 are measurements taken from the 2022 staff survey and therefore are percentages of individuals who took part and not of the total workforce which is the case for indicators 1 to 4 and indicator 9, which are taken directly from the trusts electronic staff records system (ESR). 5 Indicator 1: Percentage of staff in each AfC Band 1-9 and VSM compared to overall workforce Non-Clinical Non Clinical Workforce Band 1 Band 2 Band 3 Band 4 Band 5 Band 6 Band 7 Band 8A Band 8B Band 8C Band 8D Band 9 Total 2022 White # % 32 86.48% 660 87.18% 590 87.79% 371 91.60% 255 84.15% BME # % 5 13.51% 97 12.81% 82 12.20% 34 8.39% 48 15.84% 215 89.21% 26 10.78% 163 88.10% 22 11.89% 124 94.65% 7 5.34% 61 92.42% 5 7.57% 42 95.45% 2 4.54% 23 100% 0 0% 13 81.25% 3 18.75% 2,549 88.5% 331 11.49% Total # 37 757 672 405 303 241 185 131 66 44 23 16 2,880 2023 White # % 22 91.7% BME # % 2 8.3% Total # 24 Change from 2022/23 in BME -5.2% 636 83.5% 126 16.5% 762 +3.7% 641 84.1% 121 15.9% 762 +3.7% 386 89.6% 45 10.4% 431 +2.1% 253 82.4% 54 17.6% 307 +1.8% 216 88.5% 28 11.5% 244 +0.8% 188 87% 28 13% 216 +1.1% 138 93.2% 10 6.8% 148 +1.5% 66 93% 5 7% 71 -0.5% 42 93.3% 3 6.6% 45 +2.1% 22 100% 0 0% 22 0% 13 86.7% 2 13.3% 15 -5.5% 2623 86.1% 424 13.9% 3047 +2.4% Clinical Clinical Workforce Band 1 Band 2 Band 3 Band 4 Band 5 Band 6 Band 7 Band 8A Band 8B Band 8C Band 8D Band 9 Consultants NonConsultant Career Grades Trainee Grades Total White # 0 984 416 452 1277 1545 876 272 76 20 13 2 647 % 0.00% 78.97% 87.94% 71.97% 56.78% 81.48% 87.33% 90.96% 92.68% 95.23% 100% 100% 76.38% 283 71.46% 548 55.57% 7,411 73.27% 2022 BME # % 0 0.00% 262 21.02% 57 12.05% 176 28.02% 972 43.21% 351 18.51% 127 12.66% 27 9.03% 6 7.31% 1 4.76% 0 0.00% 0 0.00% 200 23.61% 113 28.53% 438 48.88% 2,703 26.72% Total # 0 1246 473 628 2249 1896 1003 299 82 21 13 2 847 396 986 10,114 White # 0 920 408 437 1153 1508 990 297 81 24 13 2 693 % 0 71% 85.9% 70.3% 48.8% 78.4% 87.6% 89.7% 91% 88.9% 100% 100% 74.5% 356 67.8% 542 51.6% 7,424 69% 2023 BME # 0 377 67 185 1208 415 140 34 8 3 0 0 237 % 0 29% 14.1% 29.7% 51.2% 21.6% 12.4% 10.3% 9% 11.1% 0% 0% 25.5% 169 32.2% 508 48.4% 3,351 31% Total # 0 1297 475 622 2361 1923 1130 331 89 27 13 2 930 525 1050 10,775 Change from 2022/23 in BME % 0 +7.98% +2.05% +1.68% +7.99% +3.09 -0.26% +1.27% +1.69% +6.34% 0% 0% +1.89% +3.67% -0.4% +4.28% 6 The 2023 data submission indicates that 26.3%of the workforce are individuals from black, Asian and under-represented backgrounds, which is a 2.8% increase from the 2022 data submission. The disparity between the organisational average for BME clinical (31%) and non-clinical (13.9%) at various grades is now 17.1% and has widened further (2%) as more BME staff joined clinical posts and likely to be directly attributed to the international recruitment programme. The most notable increases for the non-clinical workforce were at Band 2 (increase of 3.7%), Band 3 (increase of 3.7%) and Band 8C (increase of 2.1%). However, there was a significant decrease of 5.5% of BME staff within Band 9 positions. In the clinical workforce, there were increases across a number of pay bands, with significant increases within band 2 of 8%, Band 5 of 8% and band 8C of 6.3%. it is notable that 51.2% of BME staff compared to 48.8% of white staff work in Band 5clinical roles throughout the organisation. Indicator 2: Relative likelihood of BME staff being appointed from shortlisting Relative likelihood of staff being appointed from shortlisting across all posts Number of shortlisted applicants Number appointed from shortlisting Relative likelihood of White staff being appointed from shortlisting compared to BME staff 2022 White BME # # 6273 1845 1957 605 0.94 2023 White BME # # 6599 2346 1665 803 0.74 The 2023 data collection identifies the relative likelihood of white applicants being appointed from shortlisting in comparison to BME applicants. The data continues to suggest a broadly equal likelihood of BME and white applicants will be appointed from shortlisting, with a relative likelihood of 0.74 in favour of BME applicants, remaining below a measurement of 1. This continues to be a positive improvement. Indicator 3: Relative likelihood of staff entering a formal disciplinary process Relative likelihood of staff entering the formal disciplinary process, as measured by entry into a formal process Number of staff entering the formal disciplinary process Relative likelihood of BME staff entering the formal disciplinary process compared to White staff 2022 White # BME # 76 15 0.65 2023 White # BME # 49 16 0.87 BME staff are less likely to enter a formal disciplinary process compared with white staff. Although there has been a slight increase this year from 0.65 to 0.87, the relative likelihood remains below 1. 7 Indicator 4: Relative likelihood of staff accessing non-mandatory training and CPD Relative likelihood of staff accessing nonmandatory training and CPD Number of staff accessing non-mandatory training and CPD Relative likelihood of White staff accessing nonmandatory training and CPD compared to BME staff 2022 White BME # # 791 172 1.33 2023 White BME # # 1167 332 1.31 BME staff are less likely to access non-mandatory training and CPD as compared with White staff, although this likelihood score has improved since 2022 from 1.33 to 1.31, this is arguably not a significant enough improvement in reducing the disparity and achieve a relative likelihood score that is closer to or equal to 1. Indicator 5: Percentage of staff experiencing harassment, bullying or abuse from patients, relatives, or the public 2022 – White: 21.8%, BME: 25.1% 2023 – White: 24.6%, BME: 27.7% In contrast to last year, the percentage of white staff experiencing harassment, bullying or abuse from patients, relatives or the public is reported at 24.6% and has increased by 2.8%. The percentage for BME staff is reported as 27.7% and has increased by 2.6%. There is a noticeable decline in this year’s results for both BME and white staff. Although the disparity of experience has lessened this year, there is a disparity of 2.6%. Indicator 6: Percentage of staff experiencing harassment, bullying or abuse from staff 2022 – White: 18.2%, BME: 22.7% 2023 – White: 18.5%, BME: 25.3% This year’s data indicates that BME staff experience more harassment, bullying or abuse by staff than White staff. The experience for BME staff is reported at 25.3% in comparison to white staff which is reported at 18.5%. This year the experience for white staff increased by 0.3% and experience for BME staff increased by 2.6%. although there is a disparity in experience, this year’s data indicates the disparity of experience is widening with a difference of 6.8% compared to 4.5%. 8 Indicator 7: Percentage of staff believing that the Trust provides equal opportunities for career progression or promotion 2022 – White: 64.6%, BME: 53.7% 2023 – White: 65.2%, BME: 52.4% This year’s data indicates the perception of white staff and the opportunities for career progression is now 65.2% and has increased by 0.6%, however the view of BME staff has decreased by 1.3% to 52.4%. The disparity between people from white backgrounds and those from BME backgrounds relating to opportunities for progression is 12.8% compared to 10.7% in 2022. Indicator 8: Percentage of staff personally experiencing discrimination at work by a manager/team leader or other colleagues 2022 – White: 5.9%, BME: 14.7% 2023 – White: 5.8%, BME: 15.7% This year’s data submission shows that 15.7% of BME staff experienced discrimination at work by a manager/team leader compared to their white counterparts. This has worsened by 1%, and the experience of white staff remains lower at 5.8%. The percentage for BME staff is more than double. Indicator 9: % difference between the organisations’ Board voting membership and its overall workforce The representation of individuals from Black, Asian and under-represented ethnicities within the Trust board is currently 14% and is therefore not representative of the wider organisation and could be seen as a gap of 12.3%. 9 Conclusion and Next Steps Based on a comparison to the 2022 data we have seen improvements in some indicators, however the disparity gap is still large across a number of indicators, the following indicators have been identified as those that must be prioritised: • Indicator 1: Percentage of staff in each AFC band • Indicator 4: Number of staff accessing non-mandatory training and CPD. • Indicator 5: Percentage of staff experiencing harassment, bullying or abuse from patients, relatives, or the public • Indicator 6: Percentage of staff experiencing harassment, bullying or abuse from staff • Indicator 7: Percentage of staff believing that the Trust provides equal opportunities for career progression or promotion • Indicator 8: Percentage of staff experiencing discrimination at work by a manager/team leader or other colleagues These indicators are inextricably linked so it makes sense that they should be tackled alongside each other. The action plan (Appendix 1) sets out in detail the actions the Trust will take to achieve improvements against these indicators. Appendices Appendix 1: WRES action plan 2023 10 Appendix 1: WRES Action Plan 2023 WRES Themes / Areas Proposed actions Responsible for Actions Deadline / review date 1: Workforce reflecting our communities, at all roles, at all levels; ensuring those who are underrepresented groups can access support to thrive, excel and belong within their roles. a) Achieve 19% BME representation through all levels in both the clinical and non- Chief People Officer / Director of OD clinical workforce. This is aligned to National target set and we will remain focused & Inclusion on increasing representation within senior leadership roles within the organisation which currently remain lower in representation of BME staff members. September 2024 b) To continue to develop positive Action Programmes both UHS and HIOW system wide; for BME staff and/or other protected characteristics. Acknowledging individuals experience of barriers to promotion, development and career progression. Workforce Inclusion & Belonging Consultant / Head of EDI / Head of OD August 2024 c) UHS partnership with Maaha people in roll out of a second cohort of the positive action leadership programme which will enrol a further 24 individuals who identify with a protected characteristic and will be designed to support individuals looking to move into, or those who are moving through senior leadership roles within the organisation, building on individuals personal identity, power and influence within the organisation. d) Programme initiated with the Florence Nightingale Foundation; Nurse leadership programme aimed at aspiring nurses from backgrounds that are underrepresented in our nursing workforce and ensuring that opportunity for individuals is equal and representative of wider society. Due to complete December 2023. e) Talent development programme for individuals supporting the career development pathways, training and development of individual’s, ensuring talent workstreams and pipelines that encourage opportunity at earlier stages than current and will include long-term career planning. Develop a talent pipeline/talent management plan to include stretch activities, secondments, shadowing, specialist training, qualifications, coaching and mentoring. This will look at strengthening as well as unearthing our current talent within UHS and Workforce Inclusion & Belonging Consultant Deputy Chief of Nursing & Workforce Inclusion & Belonging Consultant Lead for Talent Management / Head of EDI / Workforce Inclusion & Belonging Consultant March 2024 December 2023 September 2024 11 WRES Themes / Areas 2: Safe and healthy working environments, free from aggression, hate and discrimination Proposed actions Responsible for Actions Deadline / review date ensuring that individuals continue to thrive, excel and belong and we support them to do this. f) Continue to build on newly found working relationship with Southampton job centre. Continue to liaise, attend and promote UHS as an employer of choice, the support that is offered and the career opportunities that are available including volunteering roles. g) Partnership with Black History Month South to outreach into schools with high BME pupil populations, aiming to positively influence young people from BME backgrounds into NHS careers. a) Creation of a behaviour framework to bring to live our Trust Values and more clearly describe the expected behaviours relating to equality, diversity and inclusion that impact BME staff and/or those with a protected characteristic. Workforce Inclusion & Belonging Consultant / HR Recruitment team Head of EDI / Workforce Inclusion & Belonging Consultant Director of OD & Inclusion / Head of EDI / Workforce Inclusion & Belonging Consultant April 2024 June 2024 August 2024 b) Continue to support divisional EDI Steering Groups to drive actions and improvements derived from race specific metrics throughout all teams, care groups and divisions. Director of OD & Inclusion / Head of April 2024 EDI c) Creation of EDI data and information dashboard to evidence improvements and scrutinise themes that impact individuals and determine actions required. d) Developing a culture of Allyship: All staff to participate in Actionable Allyship training by 2024. The actionable allyship – stop.start.continue programme will continue on the statutory and mandatory matrix for all staff to complete. This will provide individuals with the insight, knowledge and skill and to be active allies within a moment of challenging non inclusive behaviours and supporting our statement in becoming an anti-racist and anti-discriminatory organisation. In turn decreasing the disparity of experience between BME and white staff within the organisation. Compliance target of 80% by September 2024. Director of OD & Inclusion / Head of EDI Workforce Inclusion & Belonging Consultant September 2024 September 2024 e) Continue conversations on race, sharing of lived experience, building on fostering a culture of inclusion where allyship is exampled and individuals feel welcomed, respected, valued and heard to bring their whole and authentic selves to work. Head of EDI / Workforce Inclusion & Belonging Consultant August 2024 12 WRES Themes / Areas Proposed actions Responsible for Actions Deadline / review date 3: Recruitment processes which are free from bias and are inclusive a) Continue to implement a work programme to review and improve the equity of recruitment processes and practices that impact all individuals. Working group to include partnership with the chairs of the staff network and representation from our diverse workforce. The working group will look at each stage and deliver on recommendations from engagement within the process. Aligning to the NHS People Plan England/Improvement High Impact Actions and Inclusive Recruitment Programme. b) Inclusive training, learning and development for all people involved in recruitment and attraction. Workforce Inclusion & Belonging Consultant Head of Talent attraction / HR Recruitment Team September 2024 April 2024 c) Deliver a truly inclusive process with equitable practices as standard. This will include processes from pre-employment to recruitment, through to employment and the onboarding process. Head of HR / Head of EDI / Workforce Inclusion & Belonging Consultant September 2024 4: Inclusive leadership and management a) Inclusive Leadership content in all UHS leadership & management programmes to include personal learning, personal action and accountability. This will move us to a place where equality, diversity and inclusion is the golden thread that runs through all our processes at UHS. Head of OD / Head of Leadership & Development / Head of EDI / Workforce Inclusion & Belonging Consultant April 2024 b) Board and Senior leadership programmes to include the element for all leaders plus strategic and cultural responsibilities for equality, diversity and inclusion. Head of OD / Head of EDI July 2024 c) Inclusive leadership and management as part of the UHS Managers Induction Programme. d) Implementation of ongoing learning and development opportunities to enable leaders and managers to role model inclusive behaviours every day. For example: Head of Leadership & Development / Head of EDI / Workforce Inclusion & Belonging Consultant Head of EDI / Workforce Inclusion & Belonging Consultant April 2024 September 2024 - Inclusive meetings - Agile working - Equality impact assessment 13 WRES Themes / Areas Proposed actions Responsible for Actions Deadline / review date 5: Networks and partnerships that thrive and support creation of an inclusive and safe place to work. - Adjustments required to enable people to thrive and be at their best at work - Creating environments for people to succeed - Support the development of reciprocal mentoring - Inclusive leadership behaviours aligned to our values a) Development programmes for Networks and Network Chairs clearly identifying roles to enable leadership of highly active networks, clarity of purpose and future plans. Head of EDI / Workforce Inclusion & Belonging Consultant May 2024 b) Heightened focus to re-engage active membership of the one voice network and to support the newly appointed chair. Development opportunities will include; Head of EDI / Workforce Inclusion & Belonging Consultant coaching, mentoring, influential leadership skills and recognising their contributions as career development opportunities. c) Continue to develop the Equality, Diversity and Inclusion Council; A place for network leads and members alongside the equality, diversity and inclusion team to dialogue with one another, bring forward ideas or concerns from the networks Director of OD & Inclusion / Head of EDI / Workforce Inclusion & Belonging Consultant and a place for the voices of all individuals within the organisation to be recognised and heard. This will also offer a place for future projects and funding to be discussed and where a decision on what risks and/or assurances need to be raised within committee meetings. d) Network chairs to remain a standing member and integral voice for diverse individuals at all people committees and board meetings Chief People Officer / Director of OD & Inclusion April 2024 April 2024 September 2024 14
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/Media/UHS-website-2019/Docs/About-the-Trust/Equality-reports/WRES-report-and-action-plan-2023.pdf

Workforce Race Equality Standard Annual Report 2022

Description
Workforce Race Equality Standard - Annual Report 2022 Table of Contents Executive Summary 3 Introduction 5 WRES Data Submission 2022 6 Indicator 1
Url
/Media/UHS-website-2019/Docs/About-the-Trust/Equality-reports/Workforce-Race-Equality-Standard-Annual-Report-2022.docx

UHS Inclusion and Belonging Strategy

Description
Our strategy sets out clear actions we will take to make UHS a place where every person feels they belong and
Url
/Media/UHS-website-2019/Docs/About-the-Trust/Equality-reports/uhs-inclusion-and-belonging-strategy.pdf

WDES annual report 2022

Description
Workforce Disability Equality Standard - Annual Report 2022 2 Executive Summary The Workforce Disability Equality Standard (WDES) is a set of ten
Url
/Media/UHS-website-2019/Docs/About-the-Trust/Equality-reports/Workforce-Disability-Equality-Standard-Annual-Report-2022.docx

Discount cards for families of children with additional needs and foster families - patient information

Description
If your child has a disability and/or additional needs, or if you are fostering a child, you may be eligible
Url
/Media/UHS-website-2019/Patientinformation/Childhealth/Discount-cards-for-families-of-children-with-additional-needs-and-foster-families-3116-PIL.pdf

Prostate treatment pioneered in Southampton to be offered nationwide

Description
A new non-surgical treatment for enlarged prostate first performed in the UK at Southampton's university hospitals is set to be
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/AboutTheTrust/Newsandpublications/Latestnews/2018/April-2018/Prostate-treatment-pioneered-in-Southampton-to-be-offered-nationwide.aspx

Nivolumab

Description
Chemotherapy Protocol GASTRIC CANCER Nivolumab Regimen • Gastric Cancer – Nivolumab Indication • The treatment of advanced gastric or gas
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/Media/UHS-website-2019/Docs/Chemotherapy-SOPs1/Upper-gastro-intestinal/Nivolumab.pdf

2025 WDES report and action plan

Description
Workforce Disability Equality Standard Annual Report 2025 1 Executive Summary The Workforce Disability Equality Standard (WDES) is
Url
/Media/UHS-website-2019/Docs/About-the-Trust/Equality-reports/2025-wdes-report-and-action-plan.pdf

UHS Our People Strategy 2022 - 2026

Description
OUR PEOPLE STRATEGY 2022 to 2026 CONTENTS 05 Foreword by Steve Harris – chief people officer 06 Our strategic framework 07 Always Improving 08 Insights from the UHS family 10 Th
Url
/Media/UHS-website-2019/Docs/About-the-Trust/Plans-and-strategies/UHS-Our-People-Strategy-2022-2026.pdf
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