WDES Annual Report 2026

The Workforce Disability Equality Standard (WDES) was introduced on 1 April 2019 to support NHS organisations in understanding and improving the experiences of disabled colleagues. The WDES comprises ten national measures that enable organisations to compare the experiences and outcomes of disabled and non-disabled staff, identify areas of inequality and develop targeted improvement plans. The Standard is mandated through the NHS Standard Contract and was commissioned by the Equality and Diversity Council (EDC).

EEAST's 2025/26 WDES Action Plan was developed by the Inclusivity Team in partnership with the Disability Support Network (DSN). The priorities and actions were informed by analysis of workforce data, NHS Staff Survey findings, and feedback gathered through disability and neurodiversity surveys undertaken by McKenzie LLP on behalf of the Trust. The action plan was reviewed through the Trust's governance framework and approved by the appropriate committees and boards before publication on both the Trust intranet and external website.

The Trust continues to work collaboratively with system partners and Integrated Care Boards (ICBs) to share learning and promote good practice. Following recent system changes, EEAST's primary point of engagement is through the Norfolk and Suffolk Integrated Care Board. The WDES Action Plan forms part of the Trust's broader commitment to creating an inclusive workplace and delivering the objectives set out within the People Plan and People Mission. The actions focus on improving colleague experience, access to workplace adjustments, confidence to raise concerns, and equality of opportunity. In doing so, they contribute to the development of a workforce that feels valued, supported and empowered to deliver high-quality patient care. Delivery of the action plan is aligned to the Trust's Executive Equality, Diversity and Inclusion priorities of Education and Cultural Awareness, Workplace Experience, and Workplace Adjustments.

2.1 Overview

The 2025/26 Workforce Disability Equality Standard (WDES) results demonstrate continued progress in improving the experience of disabled colleagues across EEAST. The Trust has maintained its focus on identifying and reducing workforce inequalities through analysis of workforce data, staff survey findings, employee engagement activity and feedback from disabled colleagues.

Four of the five priority objectives identified within the 2025/26 WDES Action Plan were achieved or exceeded. Significant improvements were recorded in workplace adjustments, career progression, organisational value and experiences of bullying, harassment and abuse. Disability workforce representation also increased during the reporting period.

Whilst the overall direction of travel is positive, some inequalities remain. Disabled colleagues continue to be disproportionately represented within formal capability processes, confidence to report concerns has remained unchanged, and representation at senior leadership and Board level requires further improvement.

2.2 Priority Metrics and Outcomes

Five priority metrics were identified for focused improvement during 2025/26 following review of workforce data, NHS Staff Survey results, previous action plan performance, and findings from disability and neurodiversity surveys.

2.3 Key Areas of Progress

The Trust has recorded encouraging improvements across several workforce equality indicators during 2025/26, including:

• Reduced experiences of bullying, harassment and abuse from patients, managers and colleagues.
• Improved perceptions of equal opportunities for career progression and promotion.
• Increased satisfaction that the organisation values employees' contributions.
• Improved experiences of workplace adjustments.
• Reduced pressure to attend work when unwell.
• Increased workforce disability representation from 8.51% to 9.93%.

These improvements indicate that actions delivered through the WDES Action Plan and wider Equality, Diversity and Inclusion programme are having a positive impact on colleague experience.

2.4 Strategic Delivery During 2025/26

A number of initiatives were implemented during the reporting period to support improvements in workforce equality and inclusion, including:

• ESR Disability Declaration Campaign.
• Leadership Development Framework and Cultural Intelligence training.
• Equality Impact Assessment training.
• Recruitment support sessions and applicant guidance resources.
• Expansion of the Cultural Inclusion Ambassador programme.
• Staff Networks Conference Week.
• Heart of EEAST recognition platform.
• Time to Listen engagement programme.
• Freedom to Speak Up promotion and independent Guardian support.
• Disability and Neurodiversity Survey.

2.5 Challenges and Risks

Despite the progress achieved, several workforce equality challenges remain.

Capability Outcomes

Disabled colleagues remain 1.86 times more likely than non-disabled colleagues to enter a formal capability process. Whilst this represents an improvement on the previous year, the measure continues to be influenced by attendance management activity and ill-health capability cases associated with the Trust's Attendance Improvement Programme. Further analysis is required to understand the extent of this impact and identify opportunities to reduce the disparity.

Reporting Confidence

Experiences of bullying, harassment and abuse have reduced significantly during the reporting period. However, confidence to report incidents has remained unchanged at 54.9%.

This distinction is important:

• Experiences of bullying, harassment and abuse have improved.
• Confidence to report incidents has not improved. Increasing confidence to raise concerns will remain a priority during 2026/27.

Workforce and Leadership Representation

Workforce disability representation has increased; however, representation within senior leadership and Board roles remains limited and further progress is required to ensure leadership more closely reflects the wider workforce.

Organisational Change

The Corporate Efficiencies Programme and estate review activity undertaken during the year have had an impact on colleague morale. The longer-term effects on workforce demographics and colleague experience remain under review.

2.6 Looking Ahead

The 2025/26 WDES results demonstrate measurable progress across most workforce equality indicators, with four of the five priority objectives achieved.

The 2026/27 WDES Action Plan will focus on areas where inequalities remain most pronounced:

• Workforce representation.
• Capability outcomes.
• Confidence to report concerns.
• Workplace adjustments.
• Board and leadership representation.

These priorities align with the Trust's People Plan, People Mission and Executive Equality, Diversity and Inclusion priorities of Education and Cultural Awareness, Workplace Experience and Workplace Adjustments.

3.1 Overview

The 2025/26 WDES results demonstrate positive progress across the majority of indicators, with notable improvements in workforce representation, workplace adjustments, career development, staff engagement and experiences of bullying, harassment and abuse. Four of the five priority objectives identified in the 2025/26 Action Plan were achieved or exceeded. However, challenges remain in relation to capability outcomes, reporting confidence and senior-level representation.

The Disability Support Network (DSN) continues to play a key role in supporting disabled colleagues, providing a forum for sharing experiences, identifying concerns and contributing to organisational improvement activity. The Network works closely with the Inclusivity Team and Trust leadership to ensure that the voices of disabled colleagues continue to inform decision-making.

3.2 Workforce Representation (Metric 1)

The proportion of staff declaring a disability increased during 2025/26 from 8.51% to 9.93%, representing an increase of 108 colleagues. Representation within senior pay bands also increased slightly, with the number of disabled colleagues in Bands 8-9 and VSM positions rising from 36 to 37.

Workforce Representation Summary

Source: ESR Workforce Data

Whilst progress has been achieved, the number of employees who have not declared their disability status remains high. Improving declaration rates remains important to ensuring that workforce data accurately reflects the diversity of the organisation and enables targeted support where required.

3.3 Recruitment Outcomes (Metric 2)

Recruitment outcomes remained positive for disabled applicants during 2025/26. The relative likelihood score increased from 0.72 to 0.88, indicating movement towards greater parity between disabled and non-disabled applicants following shortlisting.

A score of 1.0 indicates that disabled and non-disabled applicants are equally likely to be appointed following shortlisting. Whilst disabled applicants continue to be more likely to secure appointment than non-disabled applicants, the movement towards 1.0 demonstrates greater parity in recruitment outcomes.

Key contributors to this improvement include:

• Increased promotion of disability declaration through the ESR campaign.
• Recruitment support resources and application guidance.
• Continued involvement of Cultural Inclusion Ambassadors in recruitment processes.
• Improved awareness of inclusive recruitment practices.

3.4 Capability Outcomes (Metric 3)

The relative likelihood of disabled staff entering a formal capability process improved during the reporting period, reducing from 2.11 times more likely to 1.86 times more likely than non-disabled colleagues. Although this represents progress, the target of 1.5 was not achieved and the measure remains a significant area of concern.

The relative likelihood of disabled staff entering a formal capability process improved during the reporting period, reducing from 2.11 times more likely to 1.86 times more likely than non-disabled colleagues. Although this represents positive progress, the target of 1.5 was not achieved and the measure remains an area requiring continued focus.

It is important to recognise that this metric includes both performance-related and ill-health capability cases. During 2025/26, the Trust continued to implement the Attendance Improvement Programme, which resulted in a greater focus on attendance management and a number of ill-health related dismissals. As disabled colleagues are more likely to have underlying health conditions requiring workplace support and attendance management interventions, this activity is likely to have influenced the metric and contributed to the continued disparity.

Whilst this context should be considered when interpreting the results, disabled colleagues nevertheless remain disproportionately represented within formal capability processes. Further analysis will therefore be undertaken during 2026/27 to better understand the underlying drivers, distinguish between performance and ill-health related cases, and identify opportunities to reduce inequality in outcomes whilst maintaining appropriate attendance and performance management arrangements.

3.5 Bullying, Harassment and Abuse (Metrics 4a and 4b)

Experiences of Bullying, Harassment and Abuse (Metric 4a)

The Trust recorded substantial improvements across all three measures relating to experiences of bullying, harassment and abuse.

These results demonstrate a significant reduction in the proportion of disabled staff experiencing bullying, harassment or abuse during the reporting period. Whilst the direction of travel is positive, disabled colleagues remain more likely than non-disabled colleagues to report negative workplace experiences and further improvement remains necessary.

Reporting Confidence (Metric 4b)

Whilst experiences of bullying, harassment and abuse have improved, confidence to report incidents has remained unchanged.

This distinction is important. Fewer disabled colleagues are reporting negative experiences, but there has been no improvement in confidence to report concerns when they occur. This will remain a priority for action during 2026/27.

3.6 Career Progression and Promotion (Metric 5)

Positive perceptions regarding career progression opportunities improved significantly during the reporting period.

The increase suggests that initiatives aimed at leadership development, career support and inclusive recruitment are having a positive impact on colleague perceptions and opportunities.

3.7 Attendance Pressure (Metric 6)

The percentage of disabled colleagues reporting pressure from managers to attend work when unwell reduced significantly.

This reduction represents one of the most significant improvements within the WDES results and is indicative of a more supportive approach to colleague wellbeing.

3.8 Feeling Valued at Work (Metric 7)

Disabled colleagues reported increased satisfaction with the extent to which the organisation values their work.

This positive movement aligns with wider engagement and recognition activity introduced during the year, including Heart of EEAST, Time to Listen and wider staff engagement initiatives.

3.9 Workplace Adjustments (Metric 8)

Experiences of workplace adjustments improved substantially and exceeded the Trust's target.

This improvement reflects continued focus on workplace adjustment processes, wellbeing support, policy development and broader awareness of disability inclusion across the organisation. Workplace adjustments remain a strategic priority for EEAST.

3.10 Staff Engagement and Staff Voice (Metrics 9a and 9b)

Staff engagement scores improved significantly during 2025/26.

The Trust continues to support staff voice through:

• Disability Support Network activity.
• Disability and Neurodiversity Survey.
• Big Conversations.
• Time to Listen engagement programme.
• Staff Networks Conference Week.
• Executive Question and Answer sessions.
• Freedom to Speak Up services.
• Cultural Inclusion Ambassador network.

The Trust is therefore able to confirm that action has been taken to facilitate the voices of disabled colleagues being heard throughout the organisation.

3.11 Board Representation (Metric 10)

Representation of disabled colleagues at Board level remains an area requiring continued focus.

Whilst Executive representation has improved, voting Board representation remains unchanged. The reduction in overall Board size during the reporting period should also be considered when interpreting these results. Improving disability declaration within senior leadership remains a priority. Whilst opportunities to improve Board representation are dependent upon vacancies and recruitment activity, the Trust will continue to promote inclusive leadership and encourage declaration at senior levels.

The initiatives outlined below have supported improvements across WDES outcomes during 2025/26 and have informed the priorities identified within the 2026/27 Action Plan.

4.1 Workforce Experience and Culture

Significant investment was made in colleague engagement and cultural improvement during the reporting period.

Key activity included:

• Launch of the Time to Listen engagement programme, providing opportunities for Executive Directors and senior leaders to meet directly with colleagues across Trust locations.
• Delivery of EEAST's first Staff Networks Conference Week, bringing together speakers, workshops and events focused on inclusion and diversity.
• Launch of the Heart of EEAST colleague recognition platform.
• Continued promotion of Freedom to Speak Up services, including independent Guardian support.
• Ongoing delivery of employee engagement activity through Big Conversations and other listening exercises.

These initiatives have contributed to improved engagement scores, increased feelings of being valued and greater opportunities for colleagues to influence decision-making.

4.2 Leadership and Inclusion

The Trust continued to strengthen leadership capability and inclusive decision-making throughout 2025/26.

Key developments included:

• Continued roll-out of the Leadership Development Framework.
• Delivery of Equality, Diversity and Inclusion and Cultural Intelligence learning modules.
• Board development activity focused on Equality, Diversity and Inclusion and organisational culture.
• Delivery of Equality Impact Assessment training to support more consistent and effective assessment of organisational change.
• Training of a cohort of Cultural Intelligence facilitators through an external provider.

These activities have contributed to the Trust's wider cultural transformation agenda and support the development of inclusive leadership behaviours across the organisation.

4.3 Disability Inclusion and Workplace Adjustments

Improving the experience of disabled colleagues remained a key area of focus throughout the year.

Key initiatives included:

• Continuation of the ESR Disability Declaration Campaign.
• Delivery of a Trust-wide Disability and Neurodiversity Survey.
• Ongoing development of workplace adjustment policies, guidance and support arrangements.
• Introduction and promotion of Health and Wellbeing Passport arrangements.
• Progression of procurement activity for a Trust-wide Neurodiversity Training Programme.
• Continued partnership working with the Disability Support Network and National Ambulance Disability Network.

These activities have contributed to improved confidence in workplace adjustments and increased disability declaration rates.

4.4 Recruitment and Career Development

Activity during the year continued to focus on reducing barriers and improving access to career opportunities.

Key activity included:

• Development of recruitment support resources and applicant guidance materials.
• Delivery of application support sessions for prospective applicants and staff.
• Continued use of Cultural Inclusion Ambassadors within recruitment and employee relations processes.
• Ongoing delivery of career development opportunities through the Leadership Development Framework and wider learning offer.
• Expansion of the Cultural Inclusion Ambassador programme, increasing representation and support available across the organisation.

The Trust believes these activities have contributed to improved perceptions of career progression and the positive recruitment outcomes reported within the WDES metrics.

5.1 Overall Assessment

The 2025/26 Workforce Disability Equality Standard (WDES) results demonstrate that EEAST has continued to make positive progress in improving the experiences and outcomes of disabled colleagues. Four of the five priority objectives identified within the 2025/26 Action Plan were achieved or exceeded, with notable improvements in workplace adjustments, perceptions of career progression, staff feeling valued by the organisation, staff engagement, and experiences of bullying, harassment and abuse. Workforce representation has also improved, with disability declaration rates increasing from 8.51% to 9.93% during the reporting period.

The progress achieved reflects the significant investment made in inclusion, engagement and organisational culture throughout the year. Initiatives such as the ESR Disability Declaration Campaign, Leadership Development Framework, Cultural Inclusion Ambassador Programme, Staff Networks Conference Week, Heart of EEAST, Time to Listen and the Disability and Neurodiversity Survey have all contributed to creating a more inclusive and supportive working environment for colleagues.

However, despite this encouraging progress, the data demonstrates that inequalities remain. Disabled colleagues continue to be disproportionately represented within formal capability processes and confidence to report bullying, harassment and abuse has remained unchanged. Whilst representation has improved across the wider workforce, progress within leadership and Board-level representation remains limited. These areas require continued focus to ensure that improvements are sustained and that workforce experiences become more equitable across the organisation.

The Trust also recognises that 2025/26 has been a year of significant organisational change. The Corporate Efficiencies Programme, Attendance Improvement Programme and estate review activity have all had an impact on workforce experience and morale. These wider organisational factors should be considered when interpreting the year's results and understanding the challenges associated with some of the metrics.

5.2 Priority Areas for 2026/27

Analysis of WDES data, NHS Staff Survey findings, employee engagement activity, Disability Support Network feedback and the Disability and Neurodiversity Survey has informed the development of the 2026/27 Action Plan. The Trust's priority focus areas are outlined below.

Workforce Representation

Continue to improve disability workforce representation across all staff groups, whilst increasing disability declaration rates and promoting greater representation within senior leadership positions. Building confidence in disability declaration and improving data quality will remain an important area of focus.

Capability Outcomes

Further investigate and address the factors contributing to disabled colleagues being disproportionately represented within formal capability processes. Particular attention will be given to understanding the relationship between attendance management activity, ill-health capability cases and WDES outcomes to ensure that interventions are evidence-based and proportionate.

Confidence to Report Concerns

Whilst experiences of bullying, harassment and abuse have improved, reporting confidence remains unchanged. Work will continue to strengthen psychological safety, promote Freedom to Speak Up services, improve understanding of reporting routes and increase confidence that concerns will be addressed appropriately.

Workplace Adjustments

Improving access to workplace adjustments remains a key organisational priority. The Trust will continue to review its policies, processes and manager capability to ensure that disabled colleagues are able to access timely and effective support that enables them to thrive at work. The introduction of a Trust-wide Neurodiversity Training Programme will support this objective.

Leadership and Board Representation

Whilst opportunities to improve Board representation are dependent on vacancies and appointment processes, the Trust will continue to encourage disability declaration at senior levels and ensure that recruitment, succession planning and leadership development processes support greater inclusion and representation wherever possible.

Recruitment outcomes will continue to be monitored to ensure progress towards greater parity between disabled and non-disabled applicants.

5.3 Delivery Priorities for 2026/27

The delivery of the 2026/27 WDES Action Plan will support the Trust's wider Equality, Diversity and Inclusion priorities:

• Improve the education of the workforce and managers on bias and cultural awareness.
• Improve the workplace experiences of diverse colleagues.
• Improve access to and use of workplace adjustments.

To support these objectives, key activity planned for 2026/27 includes:

• Relaunch of the ESR Disability Declaration Campaign.
• Delivery of Neurodiversity Awareness and Neurodiversity Manager Training.
• Continued roll-out of the Leadership Development Framework.
• Expansion of the Cultural Inclusion Ambassador Programme.
• Continued promotion of Freedom to Speak Up services.
• Further development of workplace adjustment resources and support.
• Ongoing engagement through Time to Listen, Staff Networks and colleague feedback mechanisms.
• Delivery of actions arising from the Disability and Neurodiversity Survey findings.

5.4 Monitoring and Governance

Progress against the WDES Action Plan will continue to be monitored through the Trust's established governance arrangements, including regular review through People Committee, Equality, Diversity and Inclusion governance structures, and engagement with the Disability Support Network. The WDES Action Plan will remain a standing agenda item within the Disability Support Network to ensure that disabled colleagues continue to influence organisational priorities and hold the Trust accountable for delivery.

The Trust remains committed to creating a workplace where all colleagues feel valued, included and able to achieve their full potential. By maintaining a clear focus on workforce equality, listening to colleague experiences and acting on the evidence available, EEAST aims to achieve meaningful and sustainable improvements in disability inclusion during 2026/27 and beyond.

Overall figures for 2024/25:

Overall figures for 2025/26:

Summary:

(Data source: ESR (Electronic Staff Record) Workforce disability representation increased from 8.51% to 9.93% during 2025/26. The number of disabled colleagues employed by the Trust increased from 561 to 669. Disability declaration rates continue to improve, although the number of staff whose status remains unknown remains significant.

Relative likelihood of shortlisted to appointment

• Disabled 0.12
• Non-disabled 0.08
• Relative likelihood of Non-disabled candidates being appointed from shortlisting compared to Disabled candidates - 0.72 times greater.

Relative likelihood of shortlisted to appointment

• Disabled 0.23
• Non-disabled 0.24
• Relative likelihood of Non-disabled candidates being appointed from shortlisting compared to Disabled candidates - 1.04 times greater.

We are continuing to increase the number of trained Cultural Inclusion Ambassadors at the Trust, with further cohorts and training planned for 2025. Part of their role will be to participate in recruitment panels.

In 2024/25, the relative likelihood of non-disabled applicants being appointed from shortlisting compared to disabled applicants improved from 1.04 to 0.72. This marks the first time disabled applicants are statistically more likely to be appointed, reflecting a positive shift in our recruitment practices.

Key contributing factors include:

• A marked increase in staff declaring a disability on ESR, improving data quality and confidence in the system.
• Strengthened recruitment practices, such as TRAC system prompts during shortlisting, ensuring consistent consideration of applicants who have declared a disability.
• Inclusive initiatives like pre-interview adjustments for neurodivergent and disabled applicants, enabling candidates to present their strengths more effectively

Relative likelihood of shortlisted to appointment:

• Disabled: 0.12
• Non-disabled: 0.08

Relative likelihood of Non-disabled candidates being appointed from shortlisting compared to Disabled candidates: 0.72 times greater.

Relative likelihood of shortlisted to appointment

• Disabled: 0.19
• Non-disabled: 0:17

Relative likelihood of non-disabled candidates being appointed from shortlisting compared to Disabled candidates: 0.88 times greater

Note: Likelihood below 1 indicates non-disabled people are less likely to be appointed from shortlisting compared to Disabled applicates (likelihood of 1 = equally likely). A score of 1.0 represents parity between disabled and non-disabled applicants. The movement from 0.72 to 0.88 indicates recruitment outcomes are moving closer towards parity.

Likelihood of Disabled staff entering the capability process: 0.007130 Likelihood of non-disabled staff entering the capability process: 0.003381 Relative Likelihood of Disabled staff entering the capability process compared to non-disabled staff: 2.11 times.

Likelihood of Disabled staff entering the capability process: 0.007474 Likelihood of non-disabled staff entering the capability process: 0.004028 Relative Likelihood of Disabled staff entering the capability process compared to non-disabled staff: 1.86

The capability metric includes both performance-related and ill-health capability cases. During 2025/26, attendance management activity and subsequent ill-health dismissals are likely to have influenced the results and should be considered when interpreting the data.

Whilst experiences of bullying, harassment and abuse reduced during the reporting period (Metric 4a), reporting confidence remained unchanged at 54.9%.

Metric 9b: Has your Trust taken action to facilitate the voices of Disabled staff in your organisation to be heard? (Yes) or (No): YES

During 2025/26, disabled colleagues were able to contribute feedback and influence decision-making through a range of engagement mechanisms, including the Disability Support Network, Disability and Neurodiversity Survey, Big Conversations, Time to Listen, Staff Networks Conference Week, Executive Question and Answer sessions, Freedom to Speak Up services and the Cultural Inclusion Ambassador programme. These activities have informed the Trust's Equality, Diversity and Inclusion priorities and the development of the 2026/27 WDES Action Plan.

Outcome from facilitating Disabled staff voices to be heard: In June 2025 EEAST held their inaugural Staff Networks Conference/Events week: a variety of workshops and webinars were run for staff to attend and join on-line. The sessions were all recorded so staff could re-watch or watch them at a more convenient time. These events were organised by our staff networks.

Key sessions that were delivered that staff engaged with and also gave our Disabled colleagues a forum to discuss challenges and raise awareness were: “The Power of Neurodiverse Thinking” and an informative tutorial on “Understanding Reasonable Adjustments”. The points raised at these sessions and feedback given have fed into the business case for Neurodiversity Training.

We are currently progressing though a rigorous procurement process to source an appropriate provider to meet our training requirements.

One of EEAST’S key EDI 2026 priorities is “improve the access and use of workplace adjustments”.

Percentage difference between the organisation’s Board voting membership and its organisation’s overall workforce, disaggregated:

• By voting membership of the Board.
• By Executive membership of the Board. The Trust Board does (voting and non-voting).

The 2026/27 WDES Action Plan has been developed following analysis of WDES performance data, NHS Staff Survey findings, disability and neurodiversity survey feedback, employee engagement activity and feedback from the Disability Support Network. The actions align to the Trust's strategic objectives, People Plan and Executive Equality, Diversity and Inclusion priorities.

EDI Priorities:

1. Improve the education of the workforce and managers on bias and cultural awareness.
2. Improve the poor workplace experiences of diverse colleagues.
3. Improve the access and use of workplace adjustments.

Metric: 1 Priority Metric

Objective:

• Percentage of staff in each of the AfC Bands 1-9 and VSM (including Executive Board Members) compared with the percentage of staff in the overall workforce.
• 11.4% disability declaration

Action and Delivery Date:

• ESR Declaration campaign. 31/03/2027
• Bias & cultural awareness training (focus on appraisals & recruitment) 31/03/2027
• Cultural Inclusion Ambassadors (CIAs). 31/12/2027
• Cultural Awareness & Intelligence Training. 2026-2027
• Develop and rollout neurodiversity training

Leads/Stakeholders:

• People Services
• Communications & Engagement

Inclusivity Plan priority area:

• Strategic Objective (People 1 & 4).
• EDI Priorities 1 & 2

Metric: 2

Objective:

• Relative likelihood of non-disabled candidates being appointed from shortlisting compared to Disabled candidates.

Action and Delivery Date:

• EEAST will continue to monitor this objective and report quarterly to People Committee.

Leads/Stakeholders:

• People Services
• Communications & Engagement

Metric: 3 Priority Metric

Objective:

• Relative likelihood of disabled staff compared to non-disabled staff entering the formal capability process.
• Reduce from 1.86 times more likely to 1.5 times more likely. Continue to reduce the disparity in capability outcomes between disabled and non-disabled colleagues and improve understanding of the impact of attendance management and ill-health capability cases.

Action and Delivery Date:

• Increase the presence of Cultural Inclusion Agents (CIAs) at disciplinary and capability panels. 31/03/2027
• Cultural Awareness & Intelligence Training. 31/12/2027
• Improve the education of the workforce and managers on bias and cultural awareness
• Develop and rollout neurodiversity training. 2026-2027

Leads/Stakeholders:

• People Services

Inclusivity Plan priority area:

• Strategic Objective (People 1, 3 & 4).
• EDI Priorities 1, 2 & 3

Metric: 4

Objective:

• Percentage of disabled staff compared to non-disabled staff experiencing harassment, bullying or abuse from (i. patients, ii. managers, or iii. other colleagues) in the last 12 months.

Action and Delivery Date:

• EEAST will continue to monitor this objective and report quarterly to People Committee.

Leads/Stakeholders:

• Information Analytics
• Corporate Governance
• Health, Safety & Security

Metric: 4D Priority Metric

Objective:

• Percentage of disabled staff compared to non-disabled staff who reported they had experienced harassment, bullying or abuse at work.
• Increase from 54.9% to 60%

Action and Delivery Date:

• Improve the education of the workforce and managers on bias and cultural awareness. 31/03/2027
• Freedom To Speak Up Guardians (staff support & reporting of themes).
• Improved communication of outcomes. 31/03/2027

Leads/Stakeholders:

• People Services
• Communication and Engagement
• Health, Safety & Security

Inclusivity Plan priority area:

• Strategic Objective (People 2, 3 & 5).
• EDI Priorities 1, & 2

Metric: 5

Objective:

• Percentage of disabled staff compared to non-disabled staff believing that the Trust provides equal opportunities for career progression or promotion.

Action and Delivery Date:

• EEAST will continue to monitor this objective and report quarterly to People Committee.

Leads/Stakeholders:

• People Services
• Communication and Engagement

Metric: 6

Objective:

• 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.

Action and Delivery Date:

• EEAST will continue to monitor this objective and report quarterly to People Committee.

Leads/Stakeholders:

• People Services
• Communication and Engagement

Metric: 7

Objective:

• Percentage of disabled staff compared to non-disabled staff saying that they are satisfied with the extent to which their organisation values their work.

Action and Delivery Date:

• EEAST will continue to monitor this objective and report quarterly to People Committee.

Leads/Stakeholders:

• People Services
• Communication and Engagement

Metric: 8 Priority Metric

Objective:

• Percentage of disabled staff saying that their employer has made adequate adjustment(s) to enable them to carry out their work.
• Increase from 74.9% to 80%

Action and Delivery Date:

• Improve the access & use for workplace adjustments. 31/03/2027
• Audit of Estates and facilities to identify potential barriers or issues with accessibility for all staff
• Develop and rollout neurodiversity training. 2026 - 2027
• Cultural Awareness & Intelligence Training
• Improve the education of the workforce and managers on bias and cultural awareness
• Equip managers to identify and address bias in their appraisal and recruitment decisions. 31/12/2027

Leads/Stakeholders:

• People Services
• Communication and Engagement
• Finance/Procurement & Estates

Inclusivity Plan priority area:

• Strategic Objective (People 1, 2, 4, & 5).
• EDI Priorities 1, & 3

Metric: 9a

Objective:

• The staff engagement score for disabled staff compared to non-disabled staff.

Action and Delivery Date:

• EEAST will continue to monitor this objective and report quarterly to People Committee.

Leads/Stakeholders:

• People Services
• Information Analytics
• Corporate Governance
• Health, Safety & Security

Metric: 9b

Objective:

• Has your Trust taken action to facilitate the voices of disabled people in your organisation to be heard?

Action and Delivery Date:

• EEAST will continue to monitor this objective and report quarterly to People Committee.

Leads/Stakeholders:

• People Services
• Information Analytics

Metric: 10 Priority Metric

Objective:

• Percentage difference between the organisation’s Board voting membership and its overall workforce disaggregated by: A) Voting membership of the Board. B) Executive membership of the Board.

• Workforce increase by 1.5% (depending on vacancies). Improve disability declaration and representation at Executive and Board level where opportunities arise through vacancies, recruitment and succession planning activity.

Action and Delivery Date:

• ESR Declaration campaign. 31/03/2027
• Bias & cultural awareness training (focus on appraisals & recruitment). 31/03/2027
• Cultural Inclusion Ambassadors (CIAs). 31/12/2027
• Cultural Awareness & Intelligence Training
• Develop and rollout neurodiversity training. 2026 - 2027

Leads/Stakeholders:

• People Services
• Communication and Engagement

Inclusivity Plan priority area:

• Strategic Objective (People 1 & 4.
• EDI Priorities 1 & 2