The Workforce Disability Equality Standard (WDES) is a set of ten specific measures which enables the Trust to compare the workplace and career experiences of disabled and non-disabled staff. The Trust uses the data to develop and publish an action plan. Year on year comparison enables the Trust to demonstrate progress against the indicators of disability equality. Three metrics are taken form Electronic Staff Record (ESR) and the remainder are taken from the staff survey. All percentages relate to those who completed the staff survey.
- Name of organisation
The Newcastle upon Tyne Hospitals NHS Foundation Trust.
- Date of report
Month: 23 May Year: 2025.
- Name and title of Board lead for the Workforce Disability Equality Standard
Vicky McFarland-Reid – Director for Commercial Development and Innovation
Interim Executive Lead for the People Directorate.
- Name and contact details of lead manager compiling this report
Karen Pearce – Head of Equality, Diversity and Inclusion (People).
- Unique URL link on which this Report and associated Action Plan will be found:
- This report has been signed off by on behalf of the board on:
Date: May 2025.
Name: Vicky McFarland-Reid – Director for Commercial Development and Innovation
Interim Executive Lead for the People Directorate.
Background narrative
- Any issues of completeness of data?
10.28% of staff have not declared their disability status.
- Any matters relating to reliability of comparisons with previous years?
None.
- Total number of staff employed within this organisation at the date of the report (March 2023)?
16,777 (excluding bank and agency).
- Proportion of Disabled staff employed within this organisation at the date of the report?
4.23%.
- The proportion of total staff who have self–reported their disability status?
89.72%.
- Have any steps been taken in the last reporting period to improve the level of self-reporting by Disability?
Fully implemented Employee Self Service.
- Are any steps planned during the current reporting period to improve the level of self-reporting by Disability?
Associated action under the EDI Improvement Plan.
- What period does the organisation’s workforce data refer to?
April 2024 – March 2025.
Workforce Disability Equality Indicators
- Percentage of Disabled staff in each of the Agenda for Change (AfC) bands 1-9, VSM (including executive board members), medical/dental and other staff compared with the percentage of non-disabled staff in the overall workforce?
Non-Clinical Workforce 2024 and 2025 (headcount)
Key considerations
- The percentage of disabled staff in the non-clinical workforce has dropped by 1.14%
- The percentage of ‘Null’ records non-clinical staff has reduced by 3.45%
Clinical Workforce 2024 and 2025 (headcount)
| % Disability 2024 | % Disability 2025 | |||||
| Band | % Disabled staff of whole Clinical Workforce | % Non-Disabled staff of whole Clinical Workforce | % Not Recorded staff of whole Clinical Workforce | % Disabled staff of whole Clinical Workforce | % Non-Disabled staff of whole Clinical Workforce | % Not Recorded staff of whole Clinical Workforce |
| Band 1 | 0.02 | 0.00 | 0.00 | 0.02 | 0.00 | 0.00 |
| Band 2 | 0.77 | 6.78 | 1.29 | 0.71 | 6.21 | 0.97 |
| Band 3 | 0.70 | 9.63 | 1.64 | 0.66 | 10.21 | 1.32 |
| Band 4 | 0.23 | 3.57 | 0.56 | 0.26 | 3.72 | 0.46 |
| Band 5 | 1.43 | 25.34 | 2.75 | 1.17 | 25.49 | 2.31 |
| Band 6 | 0.94 | 15.63 | 1.60 | 0.62 | 16.37 | 1.34 |
| Band 7 | 0.42 | 10.11 | 1.47 | 0.23 | 11.09 | 1.12 |
| Band 8A | 0.13 | 2.54 | 0.33 | 0.08 | 2.83 | 0.30 |
| Band 8B | 0.02 | 0.88 | 0.16 | 0.02 | 0.88 | 0.10 |
| Band 8C | 0.02 | 0.31 | 0.09 | 0.01 | 0.35 | 0.08 |
| Band 8D | 0.00 | 0.05 | 0.01 | 0.00 | 0.05 | 0.01 |
| Band 9 | 0.00 | 0.01 | 0.01 | 0.00 | 0.03 | 0.00 |
| VSM | 0.00 | 0.02 | 0.02 | 0.00 | 0.03 | 0.00 |
| Medical and Dental Consultants | 0.00 | 0.00 | 0.00 | 0.12 | 6.58 | 1.30 |
| Non Consultant Career Grades | 0.09 | 6.17 | 1.54 | 0.04 | 2.75 | 0.15 |
| Trainee Grades | 0.04 | 2.51 | 0.18 | 0.00 | 0.01 | 0.00 |
| Totals | 4.81% | 85.55% | 11.65% | 3.93% | 86.61% | 9.46% |
Key considerations
• The percentage of disabled staff in the clinical workforce has dropped by 0.88%.
• The percentage of ‘Null’ records non-clinical staff has reduced by 2.19%.
- Relative likelihood of non-disabled staff compared to Disabled staff being appointed from shortlisting across all posts?
Data for reporting year: 1.04
Data for previous year: 1.12
- Relative likelihood of Disabled staff compared to non-disabled staff entering the formal capability process?
Data for reporting year: 0.00
Data for previous year: 1.59
- Percentage of Disabled staff compared to non-disabled staff experiencing harassment, bullying or abuse in the last 12 months from patients, service users or the public?
Data for reporting year: Disabled 28.03% Non- Disabled: 20.39%
Data for previous reporting year:Disabled 29.82% Non-Disabled: 19.41%
- Percentage of Disabled staff compared to non-disabled staff experiencing harassment, bullying or abuse in the last 12 months from a line manager?
Data for reporting year: Disabled 13.81% Non-Disabled 8.15%
Data for previous year: Disabled 16% Non-Disabled 8.79%
- Percentage of Disabled staff compared to non-disabled staff experiencing harassment, bullying or abuse in the last 12 months from other colleagues?
Data for reporting year: Disabled 25.18% Disabled 15.75%
Data for previous year: Disabled 26.12% Disabled 16.98%
- Percentage of staff who reported harassment, bullying or abuse the latest time it happened?
Data for reporting year: Disabled 50.64% Non-Disabled 47.54%
Data for previous year: Disabled 46.21% Non-Disabled 45.11%
- Percentage of Disabled staff compared to non-disabled staff believing that the trust provides equal opportunities for career progression or promotion?
Data for reporting year:Disabled 51.15%Non-Disabled 57.72%
Data for previous year:Disabled 49.77% Non-Disabled 57.92%
- Percentage of staff who have felt pressure from their manager to come to work despite not feeling well enough to perform duties.
Data for reporting year: Disabled 26.24% Non-Disabled 19.28%
Data for previous year: Disabled 33.52% Non-Disabled 24.2%
- Percentage of staff satisfied with the extent to which their organisation values their work?
Data for reporting year:Disabled 30.36%Non-Disabled 41.85%
Data for previous year: Disabled 28.51% Non-Disabled 40.78%
- Percentage of disabled staff who said their employer has made adequate adjustments to enable them to carry out their work.
Data for reporting year: 75.66%
- 26. Staff Engagement?
Data for reporting year:Disabled 6.81%Non-Disabled 6.43%
Data for previous year:Disabled 6.75% Non-Disabled 6.35%
- Percentage difference between the organisations’ Board voting membership and its overall workforce?
Data for reporting year: Non-disabled -10 DISABLED – 4%
- Are there any other factors or data which should be taken into consideration in assessing progress?
No.
- Organisations should produce a detailed WDES action plan, agreed by its board. It is good practice for this action plan to be published on the organisation’s website, alongside their WDES data. Such a plan would elaborate on the actions summarised in this report, setting out the next steps with milestones for expected progress against the WDES indicators. It may also identify the links with other work streams agreed at board level, such as EDS2. You are asked to provide a link to your WDES action plan in the space below:
- https://www.newcastle-hospitals.nhs.uk/about/working-for-us/equality-diversity-and-inclusion/workforce-disability-standard/
- Actions taken in the last 12 months
People Program Board – Our People Programme Board was formed to guide and ensure the success of the NHS People Plan and our people priorities, emphasising a cultural focus. It drives delivery, identifying priorities and planning transformative initiatives in line with the Trust’s people agenda.
EDI Steering Group – EDI Steering Group provides a platform to engage staff to achieve a more inclusive culture. Its main purpose is to drive forward the development and Trust-wide delivery of the Trust’s Equality, Diversity and Inclusion agenda. The Steering Group will support the strategic direction for equality and diversity in line with the Trust’s Programme Board, people strategy, vision and core values and drive the identification, development and delivery of key priorities that will serve as a catalyst for change by promoting equity and cohesion whilst tackling inappropriate behaviours and discrimination.
Lived Experience – An important part of change is changing attitudes and increasing understanding around impact but it’s also about improving the ‘experiences’ of minority groups within the Trustand the most effective way is to enable staff to influence the design and delivery of our People Priorities, providing an authentic voice and unique insights that challenge assumptions and motivate us to do things differently. Staff network representatives have a seat on the EDI Steering group but there is also a standing agenda item where the network can highlight staff voice through lived experience.
Choices College: Through our supported internship programme for young adults with learning difficulties, disabilities or autism we continue to provide meaningful opportunities for participants to develop employability skills and transition into the workplace. Since its launch 130 young people have completed the programme with a 74% internship to employment transition rate making it one of the most successful programmes in the NHS. Our program consistently outperforms national outcomes. As changes continue to emerge across the NHS it is important that we take steps to future proof the scheme, ensuing its long-term viability ensuring continued success in supporting inclusive employment pathways. Through Choices College we work hard to challenge and change cultures, demonstrating how young people with a learning disability can enrich our workforce, bring incredible skills and talent, encourage greater diversity and meet a real business need. The project takes a person-centred approach to learning and development. We know there is a lack of awareness about learning disability, and this often includes limited understanding about what people with a learning disability can do. Choices College has such a positive impact within teams but also has a transformational impact on the young people in terms of feeling valued for their contribution and achieving additional independence.
Reasonable Adjustment and Neurodiversity Managers Guides: The introduction of both guides aimed to strengthen our commitment to creating an inclusive and supportive workplace. These resources were co-produced to equip managers with the knowledge and build confidence to make timely appropriate person-centred adjustments and better understand the diverse cognitive needs of their teams. By fostering greater awareness and reducing barriers to support, these guides not only promote equity and wellbeing but also help unlock the full potential of all colleagues, enhancing engagement, retention and overall team performance.
Organisational Priorities going Forward
Embed the Civility Charter – continue to embed and reinforce positive messaging across the Trust.
Targeted Improvement Approach: A more focused approach across specific and identified clinical boards will help shift the dial by focusing efforts where they are most needed and can have the greatest impact and build inclusive cultures at a local level. This approach enables deeper engagement and faster progress.
Equality Impact Assessments: Place equity and fairness at the heart of decision making by systematically assessing the potential impacts of policies, practices, staff and service changes .on those with protected characteristics. Our Equality Impact Assessment policy and guidance has been updated to improve our decision making and help ensure that no group is unfairly disadvantaged, intentionally or unintentionally. However, in the coming year we need to work to embed the process and raise understanding of the benefits across Trust. By ding this we will aim to ensure we:
- Promote fair and inclusive decision making by highlighting risks of discrimination or inequity early.
- Strengthen our compliance with the Public Sector Equality Duty.
- Encourage transparency, accountability.
- Improve service design and delivery by centring the needs and experiences of diverse groups.
- Minimise risks through positive identification and mitigation of discriminatory impacts.
- Build trust with staff and communities by demonstrating a genuine commitment to equity and inclusion.
Reasonable Adjustments: A key action in last year’s WDES action plan was to explore the development of a centralised reasonable budget model to improve consistency and staff experience. This approach would remove financial barriers at a local level, promote uniform decision making and would enable tracking and forecasting of adjustment costs, supporting better financial planning. By aligning this approach with the Access to Work Scheme we could ensure timely support for staff while also ensuring the Trust reclaims eligible costs making the process both inclusive and financially sustainable. It would also allow the tracking and redistribution of equipment when staff leave the organisation, initial scoping has taken place, and this will be taken back to the EDI Steering Group
Equality Dashboard: Implementation of the people equality dashboard into the performance management framework was launched several years ago with the aim of ensuring local accurate and meaningful data to help monitor progress and inform decisions about EDI priorities at a Directorate level. The Dashboard needs to be redeveloped and realigned to our Clinical Board Structure.
Report of Karen Pearce
Head of Equality, Diversity and Inclusion (People)
May 2025
