Growing our Great Community through Equality, Diversity and Inclusion
Imagine the brilliance of a mind that can see patterns others miss, the dedication that fuels relentless focus, the empathy that provides a unique perspective in shaping patient care. Now, consider these strengths facing tough barriers – sensory overload in a busy ward, struggling with communication styles that feel misunderstood, or feeling out of place in a work environment that doesn’t quite fit.
Neurodivergent colleagues – those with autism, ADHD, dyslexia, and other conditions – bring these very strengths to the NHS and our commitment in return is clear:
to provide a safe and inclusive environment for all our neurodivergent staff members. To ensure our workforce is supported and valued, we aim to:
Appreciate the unique skills, strengths, and perspectives each individual brings to the organization.
Create accommodating and comfortable environments for individual needs whenever possible.
Foster an environment that promotes staff well-being.
Remove barriers to full participation for our neurodivergent staff.
This is a step towards unlocking their full potential, fostering a truly inclusive environment where everyone thrives. Ensuring neurodivergent colleagues feel supported at work not only promotes fairness it strengthens the incredible team we are.
What is neurodiversity?
Neurodiversity is the term that explains the natural variation in everyone’s brain including thinking processes, information processing, and learning approaches.
This definition highlights that each individual has their own neurodiversity – as all our brains are different. However, statistics suggest that over 15% of people in the UK, or roughly 1 in 7 individuals, are neurodivergent.
Dyslexia, dyspraxia, autism, attention deficit disorders (ADHD), tourette syndrome, are some examples of the most widely recognised neurodivergent conditions.
Understanding neurodivergent colleagues or employee
Most neurodivergent conditions are experienced within a spectrum – meaning that the experience of each will differ between individuals and a person can also identify with more than one neurodivergent condition. However, can commonly include differences in cognitive functions including attention, executive function (task planning), sensory processing, learning, sociability, and mood. The impact and presentation of any or all of these traits can vary over time and can be impacted by multiple factors.
Neurodivergent conditions tend to be invisible, which can create barriers for individuals in accessing the support and accommodations that would help them thrive in the workplace and the wider society. As each individual’s experience varies, so too will the accommodations that may best meet their needs. Some examples of accommodations include providing clear communication strategies, offering sensory-friendly spaces, and providing the structure of activities ahead of time.
It is important to use inclusive language when discussing neurodiversity, and individuals’ personal choices on how they identify should always be respected. However, identity-first language is generally preferred among neurodivergent communities, such as saying ‘autistic people’ rather than ‘people with autism’.
Examples of Challenges Experienced by Neurodivergent Colleagues
Difficulties with social and communication skills, such as articulating ideas, making or maintaining eye contact, and engaging in social norms like office small talk.
Sensory overload triggered by factors such as overhead fluorescent lighting, competing noises, or uncomfortable temperatures.
Difficulty retaining information from large blocks of text.
Challenges with spelling, grammar, or mathematics.
Increased risk of stress, anxiety, depression, and burnout, often exacerbated by a lack of understanding, resistance to accommodations, and feelings of being unsupported or stigmatised in the workplace.
Examples of Strengths of Neurodivergent Colleagues
Creative and innovative thinking that enables them to recognize unique solutions across a wide variety of situations.
Specialised, detailed knowledge and skills within their areas of interest.
High levels of empathy and emotional intelligence.
Strong attention to detail and the ability to recognise patterns.
Clear and direct communication style.
Terminology and Key Terms
Definitions relating to neurodiversity can be contentious and lack uniformity, they are also undergoing continual evolution as our understanding of the subject widens.
The following organisations have created glossary’s of key terminology which individuals may find helpful:
How can managers support neurodivergent team members?
1. Embrace Open Communication and Individualised Support:
Initiate open conversations with neurodivergent staff in a private setting, focusing on their needs and preferences. The workplace adjustment passport can be helpful for these discussions.
Instead of assuming challenges or needs, ask how you can best support them.
Remember, neurodiversity is a spectrum. Each person’s needs will be unique, so tailor your approach accordingly.
The needs of neurodivergent individuals can change or fluctuate over time and can be impacted by other ongoing life events – regularly checking with neurodivergent staff is essential to ensure that adjustments are still suitable.
2. Prioritise Clear Communication and Flexibility:
Provide clear and concise instructions, both written and verbal, with opportunities for clarification.
Consider offering additional formats for information, like bullet points, flowcharts, or audio recordings.
Be open to flexible work arrangements, like noise-canceling headphones or adjusted deadlines, to help them excel.
3. Celebrate Strengths and Foster an Inclusive Environment:
Recognise and celebrate the unique strengths neurodivergent colleagues bring to the team.
Educate the team about neurodiversity and encourage open communication to build a more inclusive and understanding work environment.
Create an environment where they feel safe to disclose their support needs and reassured that privacy will always be respected.
Another important consideration to make when engaging with neurodivergent staff is the importance and validity of self-diagnoses. Many individuals, are not diagnosed or are misdiagnosed with other conditions throughout their childhood and early adulthood. This means that as an adult when they begin to suspect that they are neurodivergent either do not have access to medical support or diagnosis or chose not to pursue this.
Good Recruitment Practice for Neurodivergent Staff
Recruiting neurodivergent staff may involve adapting practices, and providing reasonable adjustments. Some examples of good recruitment practices are:
Reviewing job adverts and person specifications to ensure that they use clear, concise language and emphasise the essential criteria.
Offering applicants the opportunity to disclose that they are neurodivergent or have disabilities that may require reasonable adjustments during the recruitment process.
Provide candidates with clear, information about how to reach the interview location, ideally with visual cues. Share details about what they can expect during the interview, including who they will meet, the interview’s duration, and its format. Ensure the interview takes place in a quiet, distraction-free space.
If requested and where appropriate – such as competency based interviews – provide questions in advance to give candidates time to process them. If this is requested, questions should be provided to all candidates – not just the person requesting them – with as much notice as possible. During the interview, ask the questions in the same sequence they were provided. This does not preclude managers from asking follow-up questions for clarification.
Be mindful of the potential bias of ‘first impressions’ and refrain from negatively judging body language or limited social interaction.
Provide clear guidance on what they can expect following the interview including timescales to be notified of the outcome.
Sexual Harassment, Sexism, Misogyny, Violence Against Women (VAW) and Gender Based Violence (GBV) are a breach of the NHS Greater Glasgow and Clyde (NHSGGC) Code of Conduct and carry disciplinary action.
Our Commitment to an Equally Safe Workspace
It is everyone’s duty to tackle sexual harassment at work and ensure we have no tolerance for this in our culture. NHSGGC has a zero-tolerance approach to sexual harassment in all its forms.
The NHSGGC Cut It Out programme and our aim to achieve the Equally Safe at Work (ESaW) accreditation strengthens our plans, policies, and approaches to prevent Violence Against Women (VAW), all forms of Gender-Based Violence (GBV), and inequality in the workplace.
Through these programmes, we aim to:
Tackle sexual harassment and Violence Against Women (VAW)
Address inequalities and advance gender equality in the workplace
Prevent Gender-Based Violence (GBV) both in our organisation and the wider community
Ensure all staff feel “safe, supported and empowered” to report harassment, VAW or other inappropriate behaviours
Build trust, confidence, and knowledge so staff know their concerns will be dealt with appropriately when reported, and;
Ensure managers are equipped to deal with issues that are raised.
Harassment is unwanted conduct relating to a protected characteristic (such as age, disability, race, sex, or sexual orientation) which violates an individual’s dignity or creates an intimidating, hostile, degrading, humiliating, or offensive environment. It may also relate to other personal characteristics like trans identities, weight, or social status.
Examples of Sexual Harassment include:
Offensive jokes, banter and comments
Ostracising or “freezing out”, ignoring and staring
Patronising comments and remarks
Mimicking
Use of derogatory terms
Inappropriate personal questions or comments
Belittling or patronising comments or nicknames
Assault or other non-accidental physical contact, including disability aids
The display, sending or sharing of offensive letters, publications, objects, images or sounds
Graffiti
Offensive comments about appearance or clothing
Suggestions that sexual favours may further a career or that refusal may hinder it (e.g., regarding promotions or salary).
Deliberate and consistent behaviours which demonstrate a non-acceptance of aspects relating to protected or personal characteristics, for example, failure to use requested gender pronoun for a transitioning individual
Our Explicit Stance: Zero-Tolerance, the Code of Conduct and Once for Scotland Policies
NHS Greater Glasgow and Clyde (NHSGGC) have a zero-tolerance policy towards Violence Against Women (VAW), Gender-Based Violence (GBV), sexism, misogyny, and sexual harassment.
These behaviours are a direct breach of the NHSGGC Code of Conduct and our organisational values of Care and Compassion, Dignity and Respect, Openness, Honesty and Responsibility, and Quality and Teamwork.
We deal with these reported instances seriously and consistently. Any form of harassment or bullying, including sexual harassment, will be treated as misconduct or gross misconduct and handled under the NHS Scotland Workforce Conduct Policy and the Bullying and Harassment Policy.
Any such conduct will be addressed immediately via the Code of Conduct and the appropriate Once for Scotland policies. Please ensure you are familiar with these linked documents:
Special Leave for Victims of Gender-Based Violence
The Cut it Out/ESaW Programme Board has approved an Explicit Statement on Special Leave for staff who are victims of Gender-Based Violence (GBV), including domestic abuse, sexual harassment, stalking, and sexual violence.
This statement, part of the “Once for Scotland Special Leave Policy,” ensures that affected staff can take time off to seek support, attend appointments, and take steps toward their safety and recovery. This is a key part of our goal to foster a safe and inclusive workplace.
Flexible Working and Our Equality Goals
A major part of our commitment to gender equality is helping staff achieve a healthy work-life balance. Flexible working is actively promoted across NHSGGC because it:
Addresses inequality and helps create a fairer workplace environment
Supports safety: We recognise that a colleague may wish to apply for flexible working because they are experiencing Violence Against Women (VAW) or Gender Based Violence (GBV)
Reduces stress and supports those with caring responsibilities
If you have experienced or are witnessing sexual harassment, it is vital that you feel able to come forward and access the right support. Support and advice are available to any member of staff who has experienced harassment: Here
Your Privacy and Confidentiality
If you are affected by harassment, VAW or GBV, you will be treated with compassion and discretion:
Need-to-Know Basis: Information is only shared with those who absolutely need it to keep you safe or manage an investigation (like HR or Occupational Health).
Informed Consent: We will always tell you who needs to know and why before any information is shared.
Providing Feedback on Case Handling
We are committed to improving our response. If you have gone through the reporting process, you can provide feedback on how it was handled by speaking to the HR Support and Advice Unit: 0141 278 2700 (Option 2).
Workplace Equalityand Intersectionality
NHSGGC recognise that Violence Against Women (VAW) is a root cause of women’s inequality in the labour market. Abuse often prevents staff, who are disproportionately women, from fully participating in work, which can lead to absence, financial instability, or stalled career progression.
Our commitment is “intersectional”, we acknowledge that harassment and violence are experienced differently depending on a person’s identity. We ensure our support and policies are inclusive of the unique experiences of all staff, particularly:
Women from black and minority ethnic backgrounds
Disabled women
LGBTQ+ staff, and;
Other groups who face overlapping forms of discrimination.
By addressing these specific barriers, we advance equality of opportunity and foster a safe, respectful environment for everyone.
Management Training: Supporting staff is a key part of the manager’s job and this module offers guidance and support on issues relating to harassment at work. Any member of staff in NHSGGC who has responsibility for managing NHSGGC staff in their teams can sign up for training using this link: Sexual Harassment – NHSGGC
Turas Learn has an e-learning module on sexual harassment. This resource created by Close the Gap, will help support line managers across NHSGGC to identify sexual harassment, understand wider gender inequalities, support colleagues and highlight relevant policies and good practice.
Active Bystander Training: Innovative and award-winning training session which provides skills to challenge unacceptable behaviours, including those which may have become normalised over time. Book places for 2025/26 via the Cut It Out page on Staffnet. (If you cannot access Staffnet, email ggc.staffexperience@nhs.scot).
Speak Up! (LearnPro Course 330): An NHS module to support staff to challenge inappropriate behaviours.
Violence Against Women at Work (LearnPro Course 353): Modules will equip managers with the skills to recognise the signs of Gender Based Violence (GBV), understand its impact on staff and ensure appropriate support and assistance is provided within our working environment.
Flexible Working (LearnPro Course 350): Will assist managers in confidently navigating and understanding flexible working requests, ensuring a fair and consistent application of policy across all teams.
Rape Crisis Scotland – Helpline for anyone over 13 who has experienced sexual violence, no matter when or how it happened. Sexual harassment, whether at work or elsewhere, is a form of sexual violence. Helpline: 08088 01 03 02
Self-reflection tool for employees to help reflect on behaviours they are experiencing in the workplace, and to help you determine whether what they are experiencing is harassment: Am I being harassed at work reflection tool
NHS Greater Glasgow and Clyde believe that all staff should be able to thrive and flourish at work. It is a core role of the organisation and managers to support staff to enable them to do this.
For a staff member with a disability and / or a long-term health condition, standard working practices should be reasonably adapted to enable that member of staff to continue to work. Doing this will:
Enable the staff member to feel appreciated and valued at work
Help us retain staff and reduce sickness absence
Ensure that we comply with relevant equality legislation
Remove barriers to full participation to all our staff
Implement reasonable adjustments to avoid the time spent managing sickness absences.
Putting in place a reasonable adjustment can mean that a member of staff is treated differently from their colleagues and is in fact what we are required to do under the law. This is the difference between treating team members equally and equitably.
Our Reasonable Adjustment Guidance explains what reasonable adjustments are and how managers should support any of their staff with disabilities or long-term conditions.
As part of supporting staff through reasonable adjustments, managers may wish to explore flexible working options that can help remove or reduce workplace barriers. Two NHS Scotland policies can be especially helpful:
Flexible Work Location Policy – this sets out how staff can request to work from different locations, including from home, where appropriate.
Flexible Work Pattern Policy – this provides guidance on adapting working hours, patterns, or shift arrangements to meet individual needs.
These options can support staff with health conditions, disabilities, or other circumstances where flexibility is a key enabler to remaining in work or returning to work safely.
The Neurodivergent Sub-Group of the Staff Disability Forum have, in partnership, developed a webpage aimed at helping staff support and work with neurodivergent colleagues.
Some helpful case studies and links to further resources are below.
Case Study 1 – a member of staff who experiences sensory issues and wears hearing aids
Susanne, aged 23 years, is a newly recruited staff member within an inpatient setting. She is a trainee within the Audiology team. She wears hearing aids in both ears and did not disclose information about her disability during the interview. However, she informed her manager when offered the job. Her manager contacted HR to seek advice about how to proceed and support this recruitment process as well as Susanne with reasonable adjustment to work within the team.
What adjustments would make a difference?
Discussing the role and responsibilities with Susanne.
Speaking with Susanne to gain a greater understanding of her needs.
Making a referral to Occupational Health.
Discussing potential adjustments to equipment or environment that may be required. Providing extra time to carry out record keeping and lengthening appointment time with patients.
Gaining consent from Susanne to disclose information about her needs with the team and specifically her supervisor.
Provision of emotional support from peers and colleagues to ensure Susanne feels that she is heard and listened to.
Creating a personalised fire evacuation plan.
Case Study 2 – an employee returning to work after a long-term sickness absence following a stroke
The experienced employee was referred to Occupational Health (OH) following his return to work after a stroke. He is 41 years old and does not want to go for medical retirement.
The employee has difficulty concentrating, focusing on tasks and can appear to be anxious, and therefore to be struggling physically. During the OH consultation, the employee indicated that his cognition, hearing and physical functions were impacted. He was under the care of rehabilitation for 8 months. Prior to the appointment, the staff member had no clue about any adjustments but was keen to return to work to keep him occupied.
At the rehab centre, he met therapists (OT, Physio, and Audiology) who were able to improve the functioning to manage activities of daily living (ADLs), but this required time.
Key Issues:
The ward environment is busy and distracting.
Having difficulty remembering processes and therefore anxious that they appear to be not coping, which affects physical functioning such as typing/ writing.
Unable to walk long distances.
Adjustments suggested:
The OH Staff Nurse identified and proposed a graded return to work with increased meetings with the supervisor. Would be happy for workplace adjustments passport to be completed covering:
Support with routine planning.
To use a quiet office to complete his written work, such as care plans.
Prepare check lists for tasks/processes.
Using flowcharts to make following processes easier, as the standard operating processes contained too much information, which caused confusion.
During rounds/meetings, they use a note-taking app on their work phone.
Use of aid when walking.
Taking frequent breaks as and when required.
Flexibility to work from home when too tired to stay on site. It was noted throughout this agreement that duties would gradually increase and skills improve.
Case Study 3 – Member of staff entering the menopause
Anna is a nurse in a community setting. About 4 years ago – aged 48, she stared to notice symptoms. “Not the stereotypical night sweats and changes to my periods, but struggled with sleeping, sore joints, low mood and generally not feeling myself”.
She was lacking in confidence – been in her job a long time so was feeling that she should be at the top of her game, but couldn’t remember things, was worried about driving, prescribing and stressed that she would make mistakes at work.
Lucky that she worked where there are lots of colleagues who were really supportive and said that it sounded like the peri-menopause. They suggested Anna had a chat with her GP who provided her medication.
Anna didn’t talk to her line manager about it at the time, because she felt that she should have been able to manage things. Anna didn’t want to be seen to be moaning or seen as weak. While she feels she should have been able to, Anna didn’t have that relationship with her line manager at that time.
What adjustments would have made a difference?
The single biggest thing that would have made a difference is some flexibility with start times. Her team had an 8.30am meeting before the clinic day starts and Anna liked be present at the meeting, not rushing in at 8.30am. If she’d had had a bad night with no sleep, that was incredibly difficult for her. Just to have known it was OK to text and say ‘had a bad night’ and get support from her manager to start a bit later, took away a lot of her stress and anxiety.
The other thing that was important was emotional support from peers and colleagues. Just someone to off-load to, have a chat and listen to.
Anna reflects that this needs a gentle approach because people might not be ready to accept the stage they are at, can be resistant to accepting that the symptoms are menopause. Her experience was that self-care is a big thing too – not just about medication.
Case Study 4 – adjustments for individual with Attention Deficit Hyperactivity Disorder
The employee was referred to Occupational Health as a Management referral due to performance and capability issues as a newly qualified Staff Nurse.
The employee had difficulty with focussing on tasks and appeared to be anxious. During the Occupational Health consultation the employee indicated that when they were university they had been diagnosed as having ADHD and had been supported with written work assignments and placements as a student. As this was their first qualified Nurse post they did not know if they needed any adjustments.
As a newly qualified Staff Nurse they had a Preceptor (mentor) who was already providing one to one support to become familiar with the ward and processes to be followed. The Staff Nurse identified that they were developing a good bond with their Preceptor, and would be happy for a workplace adjustments passport to be completed and shared with the Preceptor and the Senior Nursing team.
Issues identified by the Staff Nurse was that they found the ward environment busy and distracting and had difficulty remembering processes and anxious that they appeared to be not coping.
We discussed the Scottish ADHD coalition Guide to ADHD (www.scottishadhdcoalition.org) in the workplace and used this to identify specific issues and solutions that the Staff Nurse may find useful.
Adjustments suggested
Increased meetings with the mentor, initially daily to supervise work and plan the daily tasks.
To work with the Preceptor as buddy rather than ad hoc catch ups.
To use a quiet office to complete her written work, care planning and prepare check list for tasks/ processes.
There was already SOP (standard operating processes) but the Staff Nurse identified they were too much information on them and these caused them difficulty. They realised if they made bullet points they could follow processes easier.
During rounds/ meetings, use a note taking app on their works phone.
Once they became familiar with the ward routine they did not require as much feedback but continued to have meeting with the mentor so any difficulty was identified as soon as possible.
Building a Better Workplace: Working together to ensure our workplace is free of racism.
We want all staff in NHSGGC to feels safe, respected, and valued. Our workplace should always be a place where differences are celebrated and where everyone has the chance to thrive, regardless of their background or identity.
If you believe you or one of your colleagues has been the victim of bullying or harassment, you can find out more information on our factsheet or access the new helpline by calling 0141 201 8545, Monday, Tuesday, Wednesday and Friday from 9am to 4pm and Thursday’s between 12.00pm to 4pm.
There is more information about how to contact HR for support and advice on HR Connect.
If you witness or experience racism, don’t stay silent. Use your voice to challenge it. Remember, bystander intervention can be incredibly powerful.
Talk openly and honestly about race and racism with your colleagues. Open dialogue is key to understanding and building empathy.
Utilize our dedicated channels: If you feel uncomfortable speaking up directly, you can use our confidential Bullying and Harassment Helpline or speak to one of our Bullying and Harassment Confidential Contacts
Get Involved:
Join the BME Staff Network: Connect with colleagues from similar backgrounds, share experiences, and support each other. You can join as a BME member of staff or as an ally.
Attend our Bystander Training: Learn how to effectively intervene in situations of racism and discrimination. See the links to sign up at the bottom of this page.
Become an Ally: Actively support and advocate for colleagues from diverse backgrounds.
Remember, every action, big or small, makes a difference. By speaking up, intervening, and getting involved, we can create a workplace where everyone feels respected and empowered.
Let’s build a Better Workplace, free from racism and discrimination. Together, we can make a positive change.
Active Bystander Training
‘Active Bystander’ is an innovative and award-winning training session which provides skills to challenge unacceptable behaviours, including those which may have become normalised over time. Places can be booked for these 75 minute sessions in 2025/26 via our Cut It Out page on Staffnet. If you are an NHSGGC employee and unable to access Staffnet, please email ggc.staffexperience@nhs.scot with your name, job title and work base, so that we can book you on.
Six Resources you can use to help make your workplace inclusive and welcoming.
Speak Up!
if you see have any concerns or issues at work, please Speak up! This could be about your working life, the quality of service we offer or the care provided to our patients. You can find out more about how to Speak Up on our dedicated webpage.
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‘Growing our inclusive culture: Empowering everyone to promote Respect, Kindness and Equity.’
Thank you for attending the third annual NHSGGC Workforce Equality, Diversity and Inclusion (EDI) Conference, which was held on Thursday 14 August 2025, at the Queen Elizabeth University Hospital, Teaching and Learning Centre.
The workforce conference began with powerful opening remarks from Professor Jann Gardner, NHSGGC Chief Executive, followed by Dr Lesley Thomson KC, NHSGGC Board Chair. Delegates also received a comprehensive overview of the NHSGGC Workforce Equality Group Action Plan 2025-2026 from Liam Spence, Head of Staff Experience.
The 2025 EDI conference theme was “Growing our inclusive culture: Empowering everyone to promote Respect, Kindness and Equity”. The day included an inspirational keynote presentation from Dr Barbara Banda, you can view Barbara’s presentation here, presentation.
Through her consultancy, Neish Training, Gillian works across the UK with individuals and organisations in all sectors to help them fulfil their potential. The focus of her work is power, whether challenging the power inequities of racism, sexism and the other ‘isms’ or developing personal power through personal development programmes. Gillian designed and facilitates NHSGGC’s Leadership Programme for staff from Black and Minority Ethnic communities.
Led by Close the Gap, this session by Collett O’Connor explored how gender norms and stereotyping about women’s capabilities and interests can result in a segregation in the types of work that men and women do and how these can often underpin violence against women. The term ‘violence against women’ refers to violent and abusive behaviour that is carried out against women, primarily by men, as a result of their gender. This abusive behaviour can be physical, emotional, psychological, sexual or economic and stems from women’s deep-rooted inequality.
Police Scotland’s Lyndsay Brown led this session about hate crime, behaviours which are both criminal and rooted in prejudice. The legal definition of hate crime is “any crime which is understood by the victim or any other person as being motivated (wholly or partly) by malice or ill will towards a social group.”
The person experiencing hate does not always need to be in one of these groups. We looked at why the act or offence was committed and the perceptions of those involved.
This breakout was presented by Steven Reid and focuses on the importance of “reasonable adjustments” for staff with disabilities or long-term health conditions, as required by the Equality Act 2010. Steven’s talk provided strong examples of adjustments, such as changes to the workplace or working arrangements. It also specifically addresses neurodiversity, noting that it’s a natural variation and not a disorder. The presentation encourages managers to have early and sensitive discussions with staff to ensure they have the support they need to thrive at work.
Dr Noreen Shields introduced the new NHSGGC Equality Scheme for 2025-2029, which outlines the Board’s commitment to creating a more fair and inclusive workplace. The scheme incorporates engagement and feedback from staff, patients and community groups. It sets out new equality outcomes and lays out the responsibilities of managers and staff in promoting equality and tackling discrimination. It also explains the process used to identify and deliver areas of improvement and the role we all share to help create a fairer NHSGGC.
This session took delegates through some of the key principles of Speaking Up and being an Active Bystander, empowering staff across NHSGGC to challenge poor behaviours. Drawing on lessons from our Sexual Harassment: Cut It Out programme, Anthony Craig, Senior EDI Advisor, showed delegates when we challenge poor behaviours, we can shift the boundaries of what is considered acceptable within our workplace culture.
Civility Saves Lives (CSL) breakout session was delivered by Julie Pearson and covered how we treat each other at work. The aim of the CSL campaign in NHSGGC is to encourage positive workplace relationships and environments where the culture is improved by promoting the value of kind, caring and respectful interactions. The campaign also aims to raise awareness and understanding of the impact that rude, unprofessional and unproductive behaviour has and how calling it out with a compassionate approach can help to address incivility.
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We have three Staff Forums and Network for BME, Disabled and LGBTQ+ staff members and their allies. These are staff led groups of employees, established to support colleagues in having their voices heard in respect of experiences working for NHSGGC.
Each Forum/Network has an appointed Chair and a growing membership of around 300 to 350 people.
The invitation to join a Forum/Network is open to everyone – please click the relevant tile below to find out more about joining and becoming a member.
We are committed to supporting our staff equality groups and have named Human Resource contacts to provide consistent support, information and advice to the Chair and members, with HR specific enquires and concerns.
Our Staff Forums and Network are inclusive, engaging and passionate, offering support, access and opportunity. Members are invited to share lived experiences if they choose, and exchange ideas and recommendations for continuous improvement. The Forums/Network enable constructive conversations and are a powerful source of influence.
Our commitment is to provide a safe, inclusive and diverse workplace.
Our staff’s wellbeing sits at the centre of all that we do. We all have a part to play in making sure that we provide an inclusive environment. An environment free from discrimination, bullying and harassment, enables everyone to achieve their full potential at work.
We will address any form of discrimination, bullying or harassment, intended or accidental, through our Once For Scotland Policies.
Additional to our organisational commitment, every employee has an equal responsibility for their own actions. Your responsibility is to ensure that you act in a safe and responsible manner.
If you feel that you are being harassed, bullied or discriminated against in any way, or if you are aware of harassment, bullying, discrimination affecting others, you are supported and encouraged to raise the matter through the appropriate channels quickly, to ensure the correct action is taken.
Thank you for your continued support in ‘Growing our Great Community’.
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The Black And Minority Ethnic (BME) Staff Network was established in 2018. This followed a consultation with key stakeholders about their lived experience. The Network is working closely with the Workforce Equality Group to continuously improve the workplace experience of BME staff.
If you would like to join the BME Staff Network, please email ggc.bmestaffnetwork@nhs.scot for more information. The network is for both BME members of staff and their allies.
If you wish to join the Network’s mailing list, please be assured that your personal details will not be disclosed. You can be part of the Network anonymously.
Emails sent will always be blind copied.
If you have any questions or suggestions, please feel free to contact us at ggc.staffexperience@nhs.scot
You can join our Facebook NHSGGC – BME Staff Network by contacting us, or by clicking the button below. There are some details required to verify that requests are from NHS Greater Glasgow and Clyde (NHSGGC) employees. Please remember that this Network is private, and confidentiality is expected from each member – this is a safe, trust-based space.
Sue Silva, Health Care Assistant, Rehabilitation and Assessment, Lightburn Hospital– Network Co-Chair
Sue Silva said: “I am delighted to be elected Co-Chair and I want to reaffirm the purpose of the Network as a safe, supportive and courageous space for BME staff across NHSGGC to raise issues, speak their truth and shape change. We stand together to challenge inequality, celebrate diverse cultures and be a voice to influence decisions that affect our working lives.”
Owolona Ogbe, Healthcare Chaplain, Glasgow Royal Infirmary– Network Co-Chair
Owolona Ogbe echoed Sue’s comments, adding: “If you’ve ever felt invisible, unheard or are struggling to carry on when no one is listening, then the Network is a place for you. I want all our members to know, you are not alone. As Co-chair I am just as passionate about the power of sharing positive experiences, to inspire colleagues to do more – stories of empowerment and belonging matter and show the progress we are making.”
Mehvish Ashraf, MRPharmS, Non-Executive Director – BME Board Champion
As a Non-Executive Director and Board’s BAME Champion, Mehvish brings a wealth of patient facing and senior management expertise from her career as a community pharmacist where she worked for an independent chain of pharmacies with sites across Scotland.
As a Muslim woman of colour, she has experienced Islamophobia and racism and is passionate about ensuring that we create a workplace that truly values diversity, creating the right culture, systems and support to enable this.
Mehvish is the Co-Chair of the Staff Governance Committee, Clinical and Care Governance Committee, the East Renfrewshire Integrated Joint Board and a Trustee of the Greater Glasgow and Clyde Healthcare Charity (formerly the Endowment Fund).
Aims
Provide a safe, supportive and confidential forum for sharing experiences.
Network and discuss identified issues that affect members of staff from BME groups.
Act as a platform for consultation and influence on issues impacting on the health, wellbeing and work of BME staff.
Facilitate opportunities for feedback on staff governance issues in relation to the experience of BME staff.
During the holy month of Ramadan many of our Muslim colleagues and patients observed the fast. This requires abstaining from food and drink from dawn to sunset, impacting various aspects of their daily lives.
We encourage managers to review the guidance and, where practicable, make adjustments to service plans for the month.
Leadership Programme 2025
Congratulations to thirty members of staff who completed the 2025 BME (Black and Minority Ethnic) Leadership Programme.
At the final session in September, future leaders delivered presentations on varied topics such as Advancing Financial Sustainability, Tackling Unconscious Bias in the Workplace, and Understanding the International Skilled Worker’s Journey.
They were joined by Natalie Smith, Interim Director of HR and OD, Mehvish Ashraf, Non-Executive Board Member and NHSGGC BME Champion, Cath Cooney, Vice Chair of the new People Committee, Liam Spence, Head of Staff Experience, and Samina Ansari, Chief Executive of Path Scotland, to hear the presentations and present certificates of achievement to this year’s graduates.
The BME Leadership Programme is part of a broader programme of anti-racism activities to ensure NHSGGC’s workforce represents the communities we serve. Almost 10% of the workforce is currently BME, however this is still lower at leadership levels.
You can find out more about our anti-racism plan at this dedicated page, including statements of support from both NHSGGC’s Chief Executive and Chair of NHSGGC.
BME Leadership Stories
NHSGGC continues on our journey to maximise inclusion and diversity within our workforce.
We compliment our existing portfolio of management and leadership development provision with our ‘Developing Leadership Skills’ programme specifically for Black and Minority Ethnic employees in NHSGGC.
Feedback from staff participating is detailed below.
David Ejim
“Since completing the training, I have taken up a promotion at the NHSGGC Care Home Collaborative as a Quality Improvement Advisor, which I credit in no small part to the Programme. In addition to building my confidence to go for this post, the training helped me develop skills which I use daily in my current role. I know the BME Leadership Development Programme has enriched my practice and therefore strongly recommend it.”
Kamaljit Khalsa
“I am Dr Kamaljit Khalsa, a Consultant Medical Microbiology based at the Queen Elizabeth University Hospital. I have just completed the BME Leadership Development Programme run by NHS Greater Glasgow & Clyde. The programme highlighted the value of diversity and equality within team settings. By networking and engaging with people from across the whole organisation it was useful to hear about some of the struggles and challenges faced including unconscious bias. Going forward we built on some common goals, ideas and aspirations. The small accountability groups enabled us to engage and gain support from one another. I would highly recommend this programme and feel it has improved my confidence, leadership skills and realised the importance of looking oneself.”
Dr Esther Azi
“I am Esther Azi, a Specialty Doctor with the West of Scotland Sexual Assault Response Co-ordination Services (SARCS). I was privileged to be part of the pioneer cohort that underwent the BME Leadership Development Programme.
I must say it was a rich and well packaged programme. From the brilliant facilitator Gillian Neish, the amazing colleagues from NHSGGC, I met and interacted with over six months from all disciplines and cadres, to the guest speakers with lived experiences and huge wealth of knowledge.
The programmed spanned six months, it was well spaced out and the virtual component allowed for flexibility. The break out sessions made it quite engaging and stimulating and the blend of reflective writing, oral presentations and life hacks from guest speakers made it possible for me to leave the programme with a lot of skills and confidence in approaching CV writing, interviews, leading teams and being assertive in the face of bullying or discrimination.
I particularly enjoyed the mindfulness and wellbeing moments we observed during each session, reminding us to take care of ourselves so we could give our best to our patients, the team, and the organisation at large. Joining the BME Network during the programme also meant I had on-going support after the course, as we were constantly reminded ‘support networks are their weight in gold’.
Since the programme, I have taken the initiative to lead on a project, which has made me more confident in putting forward ideas, working across different teams and be solution driven.
In all, I would highly recommend this programme for future cohorts. This would entail full participation to get the full range of tangible and intangible benefits.
Black History Month 2025 Celebration
In October, the BME Staff Network was delighted to host the celebration of Black History Month for their members. This year, the powerful theme was ‘Building Futures from the Past and Standing Firm in Power and Pride.’
The evening included
Guest speakers – including a poet and keynote speaker
Afro-Caribbean food, music & folklore
Networking with colleagues and community
Delegates enjoyed the opportunity to celebrate heritage, growth, and progress together.
Black History Month 2025 – Stalls throughout October
In October, the BME Staff Network met many colleagues at their stalls in various sites. It was an opportunity for colleagues to hear more about how the Network is supporting staff across NHSGGC and how to get involved.
South Asian Heritage Month 2025
In August, the BME Staff Network hosted an evening of reflection, culture, and connection in celebration of South Asian Heritage Month (SAHM) 2025, under this year’s theme “Roots to Routes”.
The event honoured the vibrancy and invaluable contributions of South Asian communities across our organisation.
This year’s theme reflected both the rich heritage that grounds South Asian communities and the personal and collective journeys that continue to shape our path forward.
Rooted in NHS Greater Glasgow and Clyde’s values of care, dignity, respect, openness, and inclusion, the evening was part of our ongoing journey to build a workplace where every voice is valued, and every heritage celebrated.
National NHS Minority Ethnic Network
NHSGGC Board and BME Staff Network are committed to supporting to the National NHS Minority Ethnic Network, established in 2021. The key work streams are:
Employment
Recruitment – Selection – Development – Career Progression
Accurate employee equality data enables us to make the right provisions for our staff. Monitoring diversity at all stages of the employee journey is an important means of growing and nurturing an inclusive workplace. It enables us to ensure our staff population is a direct representation of the patient population we serve.
We collect, analyse and publish employee equality data on our staff regularly, which helps us identify gaps and improvement opportunities. Understanding the demographics of our staff, we can better support everyone.
NHSGGC collect data on ethnicity, religion, age, marital status, disability, sex, sexual orientation and gender reassignment. These are all protected characteristics under the Equality Act 2010. As an organisation committed to equality of opportunity, it is important that we hold accurate data demonstrating our diverse staff group. We adhere to GDPR, confidentiality and data protection at all times.
We use employee information anonymously to generate data. This data helps us to ensure equality of opportunity in all areas of the employee journey. It enables us to develop policies and implement initiatives which ensure progress as an equal and inclusive employer.
All Personal Sensitive Information is held securely within eESS. Any updates or changes to this type of information is held in confidence, and will not be notified to your manager, HR or anyone else using the system.
We ask and encourage you to update and maintain your personal employee equality data on eESS you can do so by following Change Personal Information – NHS Scotland eESS. This enables us to continuously improve as an equal opportunities employer. It ensure the right resources, facilities and support are available for you.
If you would like to discuss employee data and how this can benefit you and the organisation, please contact ggc.staffexperience@nhs.scot
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