Workforce Equalities Report 2024 to 2025

Fair and inclusive place to work

The Council’s 2023 to 2027 corporate plan aims for Brighton & Hove to be inclusive, accessible and fair – a place where everyone can thrive.

Read the council’s 2023 to 2027 corporate plan.

For our workforce, Our People Promise includes a commitment to being a fair and inclusive place to work. We are delivering this commitment through the council’s Fair & Inclusive Action Plan (FIAP), which was co-created in 2019.

Read the council’s Fair & Inclusive Action Plan.

We continue to collaborate with a range of stakeholders at all levels of the organisation to agree our fair and inclusive priorities.  We use data and lived experience to identify priorities and allocate resources as efficiently as possible.  We engage with our trade unions and employee networks to understand differences in the experiences of staff working here and to define our workforce actions.

This report meets our obligations under the Public Sector Equality Duty within the Equality Act 2010 and evidences the progress we are making towards being a fairer and more inclusive place to work. 

Terminology

We recognise that terminology and language is evolving continuously.  The terminology used to report our workforce data reflects language used by and agreed with our employee networks.  We are committed to continuing our learning as language changes over time.  However, we understand that views differ and not all people will feel comfortable with the same language.

Our corporate workforce profile targets are based on the city’s economically active population recorded in the 2021 Census. The Office for National Statistics states that “caution should be applied when using these figures for planning and policy purposes”, as the 2021 Census was conducted in a period of unparalleled and rapid change. 

The table below shows changes in our workforce diversity since last year as well as progress since the Fair and Inclusive Action Plan was implemented in April 2019.

All figures reported are based on known data at 31 March 2025.  Figures do not include staff employed within schools. 

The data label LGBTQ+ has been agreed with our LGBTQ+ Workers Forum.  Please note the figures reported include sexual orientation data only and not data relating to gender.

• Representation of Black and Minority Ethnic (BME) staff continues to increase and is 0.2 percentage points below target at 11.9% for the whole organisation
• Notably, the percentage of BME staff employed in the upper pay band is now at 11.3%, compared with 8.4% last year
• Additionally, representation of BME staff in the middle pay band is now at 11.5%, compared with 10.3% last year
• The median ethnicity pay gap in hourly pay is 0.0%, reducing from 2.7% last year
• The percentage of disabled staff in the upper pay band increased from 7.6% last year to 9.7% at end of March 2025
• Disabled staff are more likely to be employed in the middle pay band (10.3%) than in the lower and upper pay bands (9.6% and 9.7% respectively)
• The median disability pay gap in hourly pay is now a negative one: -0.3%, reducing from 2.7% last year
• LGBTQ+ staff are more than proportionately represented in all pay bands
• 8.6% of our LGBTQ+ staff are from BME backgrounds and 11.5% are from White Other backgrounds
• Just under 20% of LGBTQ+ staff tell us they are disabled
• There are more women than men on all contract types and across all pay bands. This has been the case for over 10 years
• The median gender pay gap in hourly pay is -6.8%, increasing from -3% last year
• Men are more likely to be employed in the lower pay band than in the middle and upper pay bands and are under-represented in all pay bands
• 33% of the council’s workforce are in part-time roles; women make up 81.5% of the part-time workforce
• 42% of all staff have been employed by the council for 10 years or more
• 7% of staff with 10 or more years’ service are from BME backgrounds.  This compares with 23% of staff with 2 or less years’ service from BME backgrounds
• 21% of all staff on temporary contracts are from BME backgrounds and 11.3% from White Other backgrounds
• Around 8% of the workforce is aged under 30; compared with 17.4% aged 60 and over
• 20.9% of all new starters identified as BME, 10.0% as White Other, 13.4% as disabled and 35.4% aged under 30.  This is compared with 12.1% of leavers who identified as BME, 8.2% as White Other, 12.0% as disabled and 18.8% aged under 30
• 13.6% of LGBTQ+ starters told us they are from a BME background, 8.0% White Other and 25.6% disabled
• Male, disabled and White Other staff were more likely to be subject to disciplinary procedures compared with their percentage of the workforce
• Disabled and LGBTQ+ staff are more likely to have been subject to attendance management procedures compared with their percentage in the workforce

2024-25, Recruitment, Retention & Progression workstream activity included: 

• supporting directorates in using inclusive recruitment toolkit to overcome barriers and improve hire rates for BME applicants, including increased use of ethnically diverse panels
• continuing to implement recommendations from senior recruitment review*
• implementing recommendations to increase positive action initiatives, including S159 of Equality Act (tiebreaker provision)
• publishing updated workplace adjustments guidance, including timely signposting for new starters
• introducing workplace adjustments plan to support implementation and review of adjustments
• updating guidance to procure and instal assistive technology
• commencing a pilot with Microlink, a workplace adjustments assessor and provider to increase timely implementation of workplace adjustments
• creating a meeting room directory for council buildings with detailed accessible room features
• holding an in-person event with the Disabled Workers & Carers Network to celebrate International Day of People with Disabilities in December 2024
• updating of recruitment toolkit sections in relation to Disability Confident, key day one skills and recruitment adjustments
• rebranding external jobsite with video, imagery and staff testimonials to further emphasise inclusive recruitment messaging
• reviewing intranet content for internal applicants to ensure clearer signposting to recruitment support
• recruitment Consultant, Diverse Talent delivered a range of actions, including:
  • continued attendance at in-person jobs fairs including Inclusive Employer, Universities and Jobs Centre events
  • bespoke support of 85 recruitments
  • delivering 5 insight programmes either directly or via partners such as the job centre and TDC for 60 delegates
  • review of language on jobsite in advance of wider re-brand and the national LGA recruitment campaign   

Recruitment data shows that:

• female and LGBTQ+ applicants are more successful at being shortlisted and hired than the benchmark rate.  This is a 5+ years’ trend
• disabled applicants were recruited roughly in line with the benchmark rate
• we continue to attract a higher percentage of BME applicants than to be expected when compared with the local economically active population
• BME applicants are less likely than White British, White Irish and White Other applicants to be interviewed or hired.  This has been a trend for 5+ years
• 879 applicants told us they are disabled, however, 1,129 applicants gave detail about their health condition or type of disability  

Retention data for under-represented staff in the workforce shows that:

• 20.9% of all new starters identified as BME, 10.0% as White Other, 13.4% as disabled and 35.4% aged under 30.  This is compared with 12.1% of leavers who identified as BME, 8.2% as White Other, 12.0% as disabled and 18.8% aged under 30
• staff aged under 30, who are disabled, LGBTQ+, male or from BME or White Other backgrounds left the organisation at a higher rate than their percentage in the workforce 

Progression data shows that:

• notably, the percentage of BME staff employed in the upper pay band increased from 8.4% last year to 11.3% at end of March 2025
• in addition, the percentage of disabled staff in the upper pay band increased from 7.6% last year to 9.7% at end of March 2025
• female, BME, White Other, disabled and LGBTQ+ staff gained promotions at a higher rate than their proportion in the workforce (60.2%, 13.2%, 11.3%, 11.5% and 23.4% respectively)
• Disabled, LGBTQ+ and White Other staff were more likely to be seconded when compared with their percentage in the workforce (11.7%, 29.1% and 9.6% respectively)
• BME staff were less likely to be seconded compared with their percentage in the workforce (9.6%)
• Disabled and BME staff were in acting up arrangements at a lower rate than their percentage in the workforce (7.9% and 8.0% respectively) 

Recommendations for 2025-26:

• continue to promote use of inclusive recruitment toolkit across directorates to overcome barriers and improve hire rates for BME applicants
• improve recruitment support for internal applicants
• design and develop diverse corporate recruitment campaigns with use of microsites
• embed workplace adjustments guidance and deliver further actions of the workplace adjustments project
• continue to develop an inclusive corporate wellbeing offer in collaboration with our Health, Safety & Wellbeing Board
• explore recruitment data for applicants who define their type of disability / long term health condition but do not state they are disabled
• review and implement a new recruitment system due to expiration of current contract in March 2026    

2024-25 Case study: Implementing senior recruitment review recommendations

The council’s 2023 - 2027 Fair and Inclusive Action Plan includes the activity: ‘3.1.4. Ensure continued focus on senior level recruitment and progression to achieve proportionate representation in roles graded M8 and above at pace’. 

In Spring 2023, an external review of senior recruitment was conducted.  One of the purposes of the review was to understand why the diversity of our senior workforce (those in roles graded M8 and above) was not increasing at pace.  

The report made a number of recommendations, including:

• provide constructive feedback to unsuccessful candidates
• improve external jobs page with inclusive messaging
• participate in Race Equality Matters’ Race Equality Week
• between 1 April 2024 and 31 March 2025, the following actions were taken:
• increasing use of positive action, including S159 of Equality Act (tiebreaker provision)
• promoting use of the inclusive recruitment toolkit which includes guidance on providing constructive feedback
• increasing the number of staff participating in ethnically diverse recruitment panels as a development opportunity
• promoting Race Equality Week (February 2025) and sharing resources on the council’s intranet
• in addition, the council delivered its first Future Leaders Diverse Talent Programme (see case study in Learning & Development section) 

In conclusion, whilst we cannot attribute causation to these activities, data shows a correlation between them and the increase in diversity at senior level during this period: 

2024-25 Learning and Development workstream activity included:

• delivering a pilot Future Leaders Diverse Talent Programme for disabled and/or Black and Racially Minoritised staff employed at grades SO1/2 and above
• delivering a 3-week ‘Spotlight on Neurodiversity’ event, including:
  • models of disability and workplace adjustments;
  • spotlights on autism, ADHD, dyslexia, dyscalculia and dyspraxia
• delivering training on Microsoft accessibility features, prioritising the Neurodiversity subgroup of the Disabled Workers & Carers Network (DWCN), which has 90+ members
• delivering Trans, Non-binary and Intersex Awareness training
• implementing anti-racist learning pathway: Active Anti-racism, Racial microaggressions – how to recognise and challenge, Active allyship
• updating induction for new managers with clear signposting to fair and inclusive policies and practice, such as workplace adjustments
• delivering equality, diversity and inclusion (EDI) training at Environmental Services Hollingdean depot to support culture change
• developing application of the 70:20:10 model of learning:
  • delivering regular peer learning support for new managers
  • reviewing Managers Network session content to align with strategic objectives and new learning framework
• reviewing the fair and inclusive council-wide learning offer in collaboration with EDI team to strengthen our fair and inclusive learning and development
• developing trauma-informed practice:
  • a council-wide Community of Practice
  • trauma-informed approach training
  • curating trauma-informed resources
• EDI team delivered a range of bespoke workshops to directorate equality delivery groups, such as:
  • social model of disability and workplace adjustments
  • intersectionality
  • privilege
  • allyship
  • wellness action planning 

Recommendations for 2025-26

Recommendations for 2025-26 include the following:

• embed the learning framework, ensuring that being inclusive and diverse is not a stand-alone pillar but is threaded through all development offered
• deliver a second Future Leaders Diverse Talent programme
• develop our approach to Fair & Inclusive learning, including the use of lived experiences as part of a 70:20:10 model
• increasingly use data insight to target fair and inclusive learning for maximum impact
• evaluate and develop resources from the pilot Spotlight on neurodiversity event  

2024-25 Case study: Future Leaders Diverse Talent Programme 2024

The council’s Fair and Inclusive Action Plan includes the activity: ‘2.3.2 - deliver corporate positive action learning and development programmes for under-represented groups, using data analysis to ensure positive action is applied and communicated transparently across the organisation’.

At 31 March 2024 our data showed that BME, White Other and disabled staff were under-represented in roles graded SO1/2 and above.  We commissioned a pilot development programme for diverse future leaders, which was implemented as follows: 

• applications were invited from staff employed in roles graded SO1/2 and above, who are disabled and / or from Black and Racially Minoritised backgrounds
• 2 information sessions were attended by staff interested in applying so they could decide whether the programme was right for them 
• 16 staff completed the 6-month programme  
• all staff who took part were allocated a sponsor from the Leadership Network 
• 10 of the participants were promoted either during the programme or within 12 months of the programme ending 
• 15 of 16 participants said the programme had increased their confidence in the workplace 
• comprehensive evaluation of the programme was conducted with participants, their line managers and sponsors to inform future initiatives 
• highlights from participants included the following:
  • networking with other council colleagues
  • having time to focus on what I want for myself
  • the relationship with my sponsor
  • participating on ethnically diverse recruitment panels
  • “I’ve never had so much career growth in such a short space of time!” 

2024-25, Leadership, Accountability & Consequences workstream activity included:

• launching the learning framework: Connected, Confident, Inclusive and Diverse, Innovative and Creative, Healthy & Psychologically Safe
• leading organisational redesign and recruiting all directors against the learning framework
• delivering Leadership Network sessions
• delivering Managers Network sessions on:
  • staff benefits
  • team safety
• publishing a new Anti-bullying, harassment and victimisation policy
• implementing a new anonymous reporting tool
• introducing mandatory training for the prevention of sexual harassment in the workplace: ‘Creating an environment based on respect’
• developing the reparative approach to discrimination (formerly restorative approach to racism)
• recruiting and training more in-house mediators and offering an enhanced service including facilitating and coaching conversations  

2024-25 casework data (cases closed within the reporting period) shows that:

• 62.9% of disciplinary cases were in the City Operations directorate
• male (81%), disabled (17.6%) and White Other staff (16.9%) were more likely to be subject to disciplinary procedures compared with their percentage of the workforce (42%, 10.2% and 9.1% respectively).  Data shows no disproportionate outcomes for BME staff
  • please note, it is difficult to draw meaningful conclusions from some of these datasets due to the limited amount of known data: disability (74 cases), ethnicity (77 cases) and sex (97 cases)
• the total number of attendance management cases was 103.  This is compared with 84 cases recorded in 2023-24, 105 in 2022-23 and 295 in 2021-22
• disabled (29.1%) and LGBTQ+ (21.2%) staff are more likely to have been subject to attendance management procedures when compared with their percentage in the workforce (10.2% and 15.7% respectively).  Data shows no disproportionate outcomes for BME or White Other staff.  Male and female staff were roughly in line with their percentage in the workforce
  • please note, it is difficult to draw meaningful conclusions from this dataset due to the limited amount of known data we have for disability (86 cases) and sexual orientation (85 cases) 

Recommendations for 2025-26 include the following:

• lead and embed the learning framework across all services
• directorates to actively monitor and communicate progress towards equalities objectives effectively, including test and learn outcomes
• promote use of anonymous reporting tool
• promote and increase take up of the additional in-house mediation services to help support psychological safety
• work with member equality leads to champion equalities and inclusion, using resources efficiently  

2024-25 Case study: Identifying where bullying, harassment and discrimination occurs

The council’s Fair & Inclusive Action Plan includes the activity: ‘1.1.3 Embed a zero-tolerance approach to discrimination with safe spaces for issues to be raised and consequences to be communicated’.

2023 staff survey results showed that staff were least likely to experience bullying, harassment, discrimination and abuse from their line managers when compared with other people or colleagues within the organisation and external customers, service users, commissioned providers or members of the public. Staff who had experienced bullying, harassment, discrimination and abuse reported it was mostly experienced from external customers, service users, commissioned providers or members of the public.

During 2023 we received feedback from our trade unions, employee networks and Workforce Race Equality Standard (WRES) project group that staff do not always feel safe to report issues arising in the workplace.  They questioned whether the staff survey results relating to bullying, harassment, discrimination and abuse accurately reflected staff experiences and suggested that the council consider implementing an anonymous reporting tool.  

Following a procurement process, the council introduced an anonymous reporting tool via ClearView Connects.  This provided a way for staff to raise issues anonymously, where they did not feel safe to do so through existing procedures.  Staff could report online or via telephone.  The tool was promoted on the intranet as well as through directorate equality delivery groups, employee networks and trade unions.

Between 1 April 2024 and 31 March 2025, no reports were received via the anonymous reporting tool.