September 2023
Flexible Working Policy and Procedure
Trust wide - all staff
Revised Policy
All staff (CQC / HSE / IGT etc.):
N/A
* By selecting that this policy has undergone a full review the approving body are providing confirmation to the Policy Register Holder and King's Executive / Board of Directors that it has been reviewed in its entirety and that the review date can be extended in line with the requirements as set out within the document.
Co nsultation Distribution Date Group: Policy Review Group December 2021 Staff Side Committee January 2022 Joint Consultative Committee February 2022 Team / Department: Workforce Directorate October 2021
Individual:
Control History Changes Author 3.0 15/11/2023 Updates Updates to reflect changes in line with NHS employers Gemma McDonald
(Following Ratification)
September 2023 Keywords:
appendices)
Table of Contents September 2023 September 2023
1. Introduction
King's College Hospital NHS Foundation Trust is dedicated to embracing the broad diversity of our staff, patients and communities and stand firmly against all forms of prejudice and discrimination. Our commitment extends to all protected characteristics under the Equality Act 2010 as well as other vulnerable groups. We expect every employee to respect and uphold this in relation to all our trust policies, practices, and procedures. It is against the law to discriminate against anyone because of age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race (including colour, nationality, ethnic or national origin), religion and belief, sex, and sexual orientation. Discrimination towards our staff or patients, in any form, is strictly prohibited. This includes, but is not limited to, racism, ableism, homophobia, biphobia, transphobia, sexism, ageism, religious discrimination, and any other prejudiced behaviour that undermines the rights, wellbeing and identity of our staff, and patients. Discrimination can be displayed in various forms including, but not limited to, language, behaviours, unequal treatment, and harassment, exclusion, stereotyping, or denying access to opportunities. We embrace our duty to address discrimination in all its forms, and we pledge to: - listen to the voices and lived experience of colleagues and patients, and other groups who suffer discrimination or lack of fair representation - commit to working towards removing inequalities within our Trust, including differences in access, experience and outcomes for our diverse patient groups - turn that commitment into positive action and real change - use our voice and influence within the wider system to address the wider social determining factors of health - accept our responsibility to listen to, and learn from, the experience of all underrepresented groups - listen with respect and genuine curiosity, acknowledging that continued action and resource is required to bring about the change we need to see - ask all colleagues to work with us to remove unfairness and discrimination within our organisation and within our wider communities
September 2023 1.1. At King's we understand that employees are critical to successful healthcare and quality patient care. The Trust's Flexible Working Policy enables employees to balance personal interests, family and work more effectively.
1.2. Flexible Working The term flexible working describes a mutually agreed working agreement between employee and employer covering working hours, location or pattern of work. Such arrangements have to comply with legislation on working time, including hours, rest breaks and the working week.
1.3 The NHS People Promise -We Work Flexibly We do not have to sacrifice our family, our friends or our interests for work. We have predictable and flexible working patterns - and, if we do need to take time off, we are supported to do so.
1.4 The Flexible Working Policy sets out our approach to working time and employment practices offering employees the opportunity to combine work more easily with the demands of family and personal interests and responsibilities.
1.5 The policy is our commitment to encourage a healthy work life balance and support employee's health and wellbeing by offering a range of different work patterns to ensure employees feel supported at all times.
1.6 The Policy requires a responsive and responsible approach from everyone and our first and foremost aim must always be to meet our service needs and financial accountabilities.
2. Purpose and Scope
2.1 The purpose of this policy is to provide an equitable framework for the management of flexible working.
2.2 The policy supports the Trust's commitment to provide flexible working options and arrangements to support staff work life balance.
2.3 The policy and procedure takes into account relevant legal entitlements and provisions of Agenda for Change.
2..4 The policy also supports the commitments made in the People Plan for England, which asks NHS organisations to facilitate cultural change by moving to a position of flexibility by default and to ensure that flexible working is available to all staff.
2.5 The policy includes the update that staff are able to request flexible working from day one of employment. September 2023
3. Definitions of Terms Used
3.1 The main types of Flexible Working recognised by the Trust are:
Part Time Working
This is when the employee works fewer hours than the full time hours for the post; either by reducing the hours worked each day and/or by reducing the number of days worked. Payments and other entitlements such as annual leave will be allocated on a pro rata basis. (There is no limitation on the minimum number of hours worked per week across all staff groups).
Team based -Rostering
This is when employees are able to choose the pattern of their working week, giving them more control. Staff put forward the times that they would like to work. This information is then used to compile shift patterns that match individual preferences as closely as possible, whilst maintaining agreed levels of cover at all times to meet the needs of the service.
Job Sharing
Job sharing is when two employees share the responsibilities and duties of one full time post. Each individual works part time in the same position. The roles are coordinated to ensure the work of one complete job is carried out. Job sharing, therefore, differs from job-splitting, since in the latter; two part-time jobs are created from one full time job, without the need for continuity and communication.
Term-time only
This is where an employee is employed on a substantive basis and works regular hours during the school term only. The term-time hours and weeks worked may vary, as term -time may vary between schools. The hours and term time dates for the following year must be agreed between the employee and manager and reviewed at least annually.
Annual Leave and Bank holiday entitlements will also be calculated on a pro rata basis and incorporated into the employee's salary. This means that the employee will accrue annual leave during the weeks that he/she works and all annual leave must be taken during school holiday periods. The salary is averaged out over a twelvemonth period and paid monthly. September 2023
Available to all staff, not just parents.
Flexi Time
Flexi-time Allows employees to choose, within agreed limits, when to begin work and end work, and may be planned to enable individuals to attend to domestic or other responsibilities. Employees may be required to work during some essential periods (known as core tim es) and must work their full contractual hours per week. This enables employees to vary their start, finish and lunch times. Usually, within agreed limits. This is compatible with the service provision and must be applied fairly to all employees.
Compressed hours
This is where an employee works longer hours than the standard each day and therefore may work a shorter week or fortnight whilst still working their contractual hours. For example working 9 longer days a fortnight instead of 10 normal days.
Annualised Hours Scheme
This is where an employee works a specific number of hours each year with the hours being unevenly distributed throughout the year. The total numbers of hours to be worked in a full year are agreed at the outset between the manager and the employee. The exact details of when these hours are to be worked in each week or month will be confirmed by the manager. The Trust will ensure that employees on annualised hour's contracts can be required to work during key periods of the day, week, month etc as appropria te. The scheme must take into consideration the Working Time Regulations governing weekly working times and rest breaks.
Employees leaving part-way through an annualized hours contract may owe hours to the Trust or may have hours accrued, and managers will need to calculate this when completing payroll documentation.
Remote Working
This is where employees have an arrangement to work some, or all, of their hours/days from home to allow flexibility and in some cases to reduce travel time. While it is likely to be the case that much of the work undertaken at the Trust requires employees to be present on site for the duration of their working hours, for areas where this is possible working from home may be beneficial to both the individual and September 2023 the service and should be favorably considered. Please refer to the remote working policy
Career Breaks
Career breaks enable employees to take unpaid time off, for example to undertake caring responsibilities, travelling, volunteering or studying (but not solely). Please refer to the Trust's Career Break Policy can be found here.
Flexible Retirement
The NHS Pension Scheme allows employees who are thinking about retiring from the Pension scheme to consider a range of options from wind down, step down, and retire and return. For more information on the flexible retirement options, please refer to the Pensions Kwiki page where you will find the Trust's Staff Retirement and Guidance Procedure can be found here.
4. Duties/Responsibilities
4.1 Employees Employees to have awareness of the policy and procedures and how to request flexible working. Employees have the initial responsibility to make an application to their line manager for any change in existing working arrangements in writing using the application form. Employees are not permitted to include their reasons for making a flexible working request and are not required to provide a business case to support the application. Employees to take into account the needs of the department/service as well as other team members. Employees are responsible for identifying any personal financial implications, including any possible effect on their pension, which may arise from the proposed new working arrangement.
4.2 Line Manager Responsibility
Managers must ensure all employees are aware of the policy and procedures for requesting flexible working.
Managers to ensure all requests are dealt with fairly and transparently and in accordance with the policy and procedures.
September 2023 Managers should consider all requests to change existing working patterns either on a temporary or permanent (exceptional circumstances) basis in a non-discriminatory manner.
Managers have a responsibility to ensure that any change in working hours balances the needs of the individuals, service provided and other team members.
Managers must ensure they comply with Trust policy and relevant legislation relating to applications for flexible working.
Managers should ensure that employees on flexible working arrangements are included in all activities such as training, team meetings and professional development offered to employees working traditional hours.
Managers must ensure a change of contractual form is completed as required for changes to contracted hours. This will ensure changes are reflected on ESR to avoid under/over payments. All copies of application forms (regardless of whether agreed or not) should be kept in the employee's personnel file. The form can be found on can be found here.
Managers are responsible for ensuring that any flexible working arrangements are recorded in the Trust eRostering system as per the eRostering policy. (Please see appendix) This includes formal, informal and rejected requests.
Managers to work with employees in a supportive manner to find a suitable compromise if the original request is not possible.
Managers should seek advice firstly from their Peoples Business Partner when considering a request and if further support is required then contact the Employee Relations Team. Email kch-tr.employeerelations@nhs.net
4.3 People Directorate
To provide interpretation and advice on this policy and procedure to ensure that it is followed fairly, objectively and consistently.
To ensure the effective implementation and embedding of this policy and procedure through education and regular monitoring activity especially of flexible working requests and decisions.
To assist in updating this policy and procedure updated in line with any monitoring feedback, good practice initiatives or organization/legislative changes.
September 2023 4.4 Trade Union Representatives
To assist in ensuring this policy and procedure is followed fairly, objectively and consistently.
To ensure the effective implementation and embedding of this policy and procedure through education and regular monitoring activity.
To provide advice, support and representation to members as required.
5. Eligibility
All employees have a contractual right to make requests for flexible working from day one, irrespective of their reason for requesting to work flexibly.
There is no limit on the number of requests that can be made in one time period.
All employees are encouraged to think about the effect on service delivery when making a request for flexible working. However, there is no requirement for an upfront justification of the reasons for the flexible working request.
6. Dealing with Flexible Working Requests
A request for flexible working may arise for a variety of reasons. This policy applies equally to all Trust employees, regardless of their personal circumstances. In considering all requests the needs of the service and team must be considered and managers have a duty to ensure the employee request is given careful consideration before a decision is reached.
6.1 Applying for Flexible Working Arrangement
All employees wishing to change their working conditions should in the first instance discuss this with their line manager. Mangers should firstly consider if the request can be agreed without going through a formal process if this is not the case then the employee should be advised of the process.
The employee should complete the application form (Appendix 2) and include on the form details of the change in the working conditions, whether this is a time limited request.
Employees should provide a minimum of 4 weeks' notice to their line manager of the date the change is expected to start (this may need to be flexible due to local rotas and rota release periods)
September 2023 6.2. Meeting
The line manager must acknowledge receipt of the formal Flexible Working Request form within 7 working days of the employee submitting it and inform the employee that a meeting will be arranged to discuss their request. Within a reasonable timeframe typically 7 calendar days of receiving the request the line manager should schedule a meeting and provide written confirmation inviting the employee to discuss their flexible working request.
The employee will, if they so wish, be able to be represented by their accredited Trade union representative or be accompanied by a workplace colleague.
The aim of the meeting will be to provide an opportunity to explore their request and to discuss how best it might be accommodated. It will also provide an opportunity to consider other options (from both manager and employee) should there be difficulties in accommodating the requested flexible working arrangement outlined in the employee's Request Form.
Discussion at the meeting shall include matters such as but not limited to:
- Working hours - Impact of the proposed working arrangement - Minimum unpaid breaks where an employee works in excess of 6 continuous hours (in line with the Working Time Regulations) Health and Safety issues - Training requirements - Changes to annual leave entitlement and any other Terms and Conditions affected following the proposed change, such as salary, pension.
6.3. Decision to Agree the Request
Following the meeting with the manager and after due consideration of the proposed request, there may be one of four outcomes: -
- Temporary working arrangements may be agreed with a review after 12 months - Arrangements may be put in place for a trial period - Permanent change to working arrangements may has been agreed (If this is the case there is no automatic right to transfer back to the original contract or original working arrangements prior to the flexible agreement)
- The request for flexible working may be refused. - All decisions should be reviewed on an individual basis, subject to service needs.
September 2023
6.4 Decision to Agree the Request
Upon agreeing to the request, the line manager must confirm the outcome in writing as soon as it is reasonably practicable (usually within 7 calendar days) of the meeting.
Any special requirements upon the employee, such as training sessions/meetings etc., should be confirmed in the outcome letter.
Managers are required to keep copies of both the Flexible Working Request Form and outcome letter on the employee's personal file held by the line manager, and also send a copy to Employee Relations.
Mangers are also required to record the flexible working outcome on Health Roster (see appendix)
6.5. Trial Period
In some circumstances, the line manager and/or employee may have reservations about the potential success of a new arrangement. In these circumstances, the manager may agree to a trial period of up to three months to assess the impact of the arrangement. The manager and employee should assess and document aspects of the arrangement that meet/ do not meet the needs of the service and employee and have a midway meeting to review the arrangements at an early stage and a final meeting towards the end of the trial period.
Outcome of the trial period could result in one of the following decisions:
- The arrangement will continue, is working well and temporary working arrangements may be agreed with a review after 12 months - There needs to be some adjustment to the arrangement for it to continue and a further trial period may be required e.g. a further 3 months - The new working arrangement has been made permanent. - The arrangement is not working and the request is refused and the employee reverts to their original working arrangement. (please discuss with your People Business Partner before refusing a request )
The decision must be provided in writing within 7 calendar days of the meeting and must set out the grounds for refusal (once support has been sought from your People Business Partner ) providing an objective justification and a detailed explanation as to why the request has been refused in line with the statutory reasons for refusal. Copies of correspondence to be forwarded to the Employee Relations team, email kch-tr.employeerelations@nhs.net
September 2023 6.6 Reviewing Flexible Working Arrangements
Where the flexible working arrangement has been agreed for a period of up to 12months or less, managers are required to review these arrangements 4 weeks before the end date.
This 12 month review could result in one of the decisions below:-
Where temporary flexible working arrangements have been agreed, they will be reviewed at least at 12 months intervals
The service needs can no longer support the working pattern agreed to under the current flexible working arrangement and, if a different flexible working arrangement cannot be agreed, it becomes necessary for the employee to revert to their previous (contractual) working pattern, with 4 weeks' notice.
The employee circumstances have changed and no longer require the agreed arrangement. The employee will revert to their original working pattern if the budget / hours still exist and the service can accommodate it. Managers should try to accommodate the return to the original working pattern if at all possible, with 4 weeks' notice.
If a large number of staff in one area apply for different working arrangements at the same time then management is likely to need to review the area's service needs against individual requests before being able to arrive at outcome decisions. Consideration of requests will be based on the order in which they were received. i.e., first come first served. If a request is agreed to this will impact on an area's ability to support subsequent flexible working requests. Consequently it follows that not all flexible working requests, even if similar to existing working arrangements , can be granted.
Where flexible working arrangement has resulted in a permanent change there will be no need to carry out a 12 month review
6.7 Decision to Refuse
Managers and employees should explore alternative solutions if the initial request cannot be accommodated, that may meet the needs of the employee and service demands before a decision is made to refuse a request. Below are some examples of alternative solutions:
- If a manager cannot make a change permanently, they should look at making the change for reviewable six month periods.
September 2023 - If a manager cannot support the request to allow an employee to work part-time every week, they could look into a fortnight part-time working pattern.
- If a manager cannot make a change on all working days, they should look at making the change on some working days.
Managers should talk to the employee and explain that they cannot agree changes they initially requested, listen to their reasons for requesting the change, suggest any other possible options and ask if they have any ideas for other options.
If after exploring all the possible options, the decision is to reject a request, it must be on one or more of the following grounds:
- Additional cost for the department/Trust - Detrimental impact on the ability to meet patient/service demands - Detrimental impact on the provisions of continuous standards of care to patients - Inability to re-organise work amongst existing employees - Inability to recruit additional staff - Detrimental impact on quality and performance - Insufficient level of work during the periods the employee proposes to work - Planned structural changes
In these circumstances when the request cannot be agreed, advice should be sought from Employee Relations prior to meeting with the employee. - kchtr.employeerelations@nhs.net
The decision must be provided in writing within 7 calendar days. The decision must set out the grounds for refusal, providing objective justification and a sufficient explanation as to why the request has been refused. The outcome letter should inform the employee of their right to appeal and attach a copy of the Trust's Appeal policy. A copy of letter should be sent to Employee Relations. Email - kchtr.employeerelations@nhs.net
6.8 Appeal
An employee may appeal on the decision following a request for flexible working using the Trust's Appeals policy if the request is not fully agreed.
The Appeal must be in writing to a General Manager OR equivalent Senior Manager and Employee Relations within 14 calendar days of the date of the decision in writing.
September 2023 The appeal should be dealt with impartially, and the panel must include Employee relations and a manager who has not previously been involved in considering the request.
6.9 Rights of Employees
Employees are protected against detrimental treatment for exercising their rights to request flexible working and it is unfair to dismiss such employees or select them for redundancy on the grounds of requesting flexible working hours.
6.10 Withdrawal of Application
Managers may consider that the employee's application for flexible working has been withdrawn when any of the following happens;
- The employee notifies the manager orally or in writing that they wish to withdraw their application
- The employee failed to attend meetings to discuss their request on more than one occasion and for no good reason
- The manager will confirm the withdrawal of the application in writing within 7 calendar days of the decision by either party.
Monitoring Compliance The following table may be included here or referenced
Measurable Policy Objectives
Monitoring / Audit Method
Frequency
Responsibility of Monitoring
Responsible Committee
September 2023
Appendix 1- How to Record on Health Roster
September 2023
September 2023
Appendix 2 - Flexible Working Flowchart
September 2023 Appendix 3 FLEXIBLE WORKING APPLICATION FORM
1. Personal Details
Full Name Payroll/Assignment Number Line Manager Site Post/Job Title Ward/Department
2. Please put a tick next to the Flexible working option you wish to apply for:-
- Part Time Work - Job Share - Team Based Rostering - Remote Working - Flexi - Time - Compressed Hours - Annualised Hours - Career Break - Flexible Retirement
3. If less than 12 months please state duration?
Yes/No
4. Proposed Working Pattern Describe your current working pattern (days/hours/times)
Describe the working pattern you would like to work in the future (days/hours/times)
I would like this work pattern to commence from:
Any further information you would like to add
Decision by Manager
I have reviewed this application, which has been accepted
Staff Change Form completed Yes/ No (if applicable)
I have sought advice from My People Business Partner and request has
...
Has Health Roster has been updated YES/NO (required for all requests)
Please send a copy to Employee Relations Team - kch- tr.employeerelations@nhs.net
Appendix 4
Review of Application for Changes to Working Arrangements
Ward/Department:
Post/Grade: Manager: Location:
Describe working arrangements previously agreed and reason(s) for previous request:
Signed: Date: Agreed by Manager Signed: Date: PRINT NAME
Yes / No Y Have the 'Style & Format' requirements of the 'Policy on Policies' been followed in the development and review of this document?
Yes / No Y Are the following headings with supporting information included? - Introduction Yes / No Y - Definitions Yes / No - Purpose and Scope Yes / No Y - Duties Yes / No Y - Implementation Yes / No Y - Monitoring of Compliance Yes / No Y - Associated Documents Yes / No Y - References Yes / No Y - Appendix: Checklist for the Review and Approval of Trust-Wide Policies Yes / No Y - Appendix: Equality Impact Assessment Yes / No Y Does the document clearly detail who has been involved as part of the consultation?
Yes / No Y
Has the document received final approval from the appropriate committee / group as described in the 'Policy on Policies' prior to submission for ratification?
Yes / No
Does the 'Document Location and History' section clearly state where the current document can be located, the document that it replaces and where the archived document can be found?
Yes / No
Yes / No
Yes / No
Flexible Working Policy Date of Assessment 27/09/2023 What are the aims of this project, policy, function, and or service?
The flexible working policy and procedure supports staff in achieving a work life balance, informing them of the flexible working options available and providing a clear framework within which their applications can be fairly and transparently considered.
The policy can have a positive impact on many staff groups by offering support with wellbeing, caring responsibilities, remote working requests and health issues.
Who could be affected by this proposal? (e.g. applicants, employees, customers, service users, members of the public)
All KCH staff are impacted Which policies are related to or referred to as part of this assessment? Annual Leave Policy, Retire and Return Policy, Career Break Policy, Remote working
How will the impact on people be assessed? (e.g. consultations forums, meetings, data collection) Meetings, data collection, direct feedback from employees and their managers.
Please include available Equality Data relating to the use or implementation of this policy, project, function or service? (e.g. Care Group breakdown, WRES, WDES, Sexual Orientation monitoring standard, Patient Feedback, Workforce data etc.)
Staff Survey 2022 showed the Trust scored 5.6, best 6.6, average 6.0 which shows that we are below average.
Currently flexible working is not recorded as a result there is no direct data, however taken from the remote working data from ESR in Aug 2023 for the admin and clerical staff pool has been analysed. This is the staff group the staff group most likely to work remotely. - The data shows that of those likely to work remotely, 49% identify as white and 44% of staff identify as Black, Asian or Minority Ethnic. - Around 4.24% of those in the A&C staff group have stated a disability on ESR; this is higher than the total representation across all staff groups (2.6%). 44% of white staff and 46% of BME staff agree they "achieve a good balance between my work life and my home life". 47% of white staff and 44% of BME staff are satisfied with the opportunities for flexible working patterns Younger people are less likely to agree they "achieve a good balance between my work life and my home life". Staff with a long term condition are less likely that those without a long term condition to "achieve a good balance between my work life and my home life" (36% compared to 47%) and slightly less satisfied with the opportunities for flexible working patterns (41%compared to 46%) Staff network home working survey data (Q2 2023) Through qualitative data, this survey showed that working from home is highly valued, supporting better mental health, less anxiety and ease of being able to attend appointments. The survey above focused only on remote working, however any type pf flexible working would provide the same outcome.
Which stakeholder consultations have been included in the development or implementation of this policy, project, function or service?
Consultation with workforce colleagues EDI (ERAF advice) Workforce Information (data collected)
What are the potential impact/s of implementing this policy, project, function or service on people who share protected characteristics as listed below?
Protected Characteristic: Neutral
Age (People of all ages)
x The policy is for all staff within the Trust, irrespective of Age. 45.77% age group 17 to 36 42.52% age group 37 to 56 11.71% age group 57 and above
Disability (Mental, Physical, and Carers of Disabled people)
x The policy is for all staff within the Trust, irrespective of disability or carer's responsibility 10.69% employees declared having disability or long-term impairment.
Currently there is no data to record how many carer's of disabled people work in the Trust, however the Trust have created a RAP guidance (Reasonable Adjustments Plan) to support staff who have a disabled. This is a framework for staff with a disability or long term health condition and their line managers to discuss what support and changes (known as adjustments) can be put in place to enable them to thrive. When the adjustments are agreed, the RAP is signed by the employee and Manager. The document can be reviewed at regular intervals and means the employee does not have to explain their requirements every time their line manager changes, or they change roles within their organisation if the adjustments are still required.
Being able to work flexibly will support employees/ carer's along with the RAP. For example to manage appointments without possibility taking annual leave, reducing hours to suit and/or work tailored shift patterns to support their needs. Also staff returning from long term sickness have options to aid their return on a temporary or permeant basis.
More information and support can be found on Kings docs : - Reasonable adjustment plan - Supporting guidance - Reasonable adjustment policy
Gender Reassignment x The policy is for all staff within the Trust, irrespective of the gender. This policy will
What are the potential impact/s of implementing this policy, project, function or service on people who share protected characteristics as listed below?
Protected Characteristic: Neutral
have a positive impact on staff in relation to gender reassignment as it will enable staff to work flexible around appointments, hormone treatment and supporting any medical needs. More support and information can be found in Supporting Trans & Non -Binary Staff - Policy and Managers Guidance - Supporting Trans & Non-Binary Staff - Policy and Managers Guidance
Marital Status (Married and Civil Partnerships)
x The policy is for all staff within the Trust, irrespective of their marital status.
Pregnancy and Maternity x This policy will help with childcare arrangement enabling parents to have a balance between family life and work. Also for employee who are pregnant have the flexible to example work from home mininmise the risk to the pregnancy and provides support to att end antenatal appointments - for both the birthing employee and birthing partner. Race (All Racial Groups)
x The policy is for all staff within the Trust, irrespective of their race. 51% BAMEH 38% White 11% not recorded.
What are the potential impact/s of implementing this policy, project, function or service on people who share protected characteristics as listed below?
Protected Characteristic: Neutral
Religion or Belief
x The policy is for all employees within the Trust, irrespective of their religion or belief. 48.22% Christianity 11.25% Atheism 6.77% Islam 13.72% Not declared 20.04% Other religion/belief
Providing flexibility to attend places of worship outside of the Trust and support during religious festivals and where for example Ramadan where employee maybe have to fast, they can have the flexibility to start earlier or later.
Sex (Men and Women Includes nonbinary)
x The policy is for all employees within the Trust, irrespective of their sex. 25% Male 75% Female - supporting women who are pre menopause, going through menopause, and periods. Women are also more likely to be carers and this policy will support in finding that balance. The Trust also have a menopause policy to support staff and managers Menopause policy
Sexual Orientation (Lesbian, Gay, Asexual, Bisexual, and Straight)
x The policy is for all employees within the Trust, irrespective of their sexual orientation. 74.41% Heterosexual/Straight 3.02% Gay/Lesbian 1.53% Bisexual 20.91% Not stated
Including but not limited to social economic factors (i.e. poverty and or isolation), caring responsibility, unemployment, homelessness, urbanisation, rurality, health inequalities, and new arrivals.
Nonprotected characteristics x The policy is for all staff within the Trust, irrespective of role and banding.
ERA Action Planning Form Action Plan Owner:
Commencement date:
FOR EQUALITY DIVERSITY AND INCLUSION TEAM Date of Assessment: (dd/mm/yyyy)
Arfan Bhatti
08/11/2025