“Clinical Supervision provides nurses with space to reflect on and discuss aspects of their role that are motivating and inspiring them, and also those elements that are frustrating or concerning them. Nurses and their supervisors can then jointly work through how the former can be promoted and the latter addressed” (Scottish Government, 2017).
NHS Education for Scotland short animation giving an overview of clinical supervision
What is restorative clinical supervision?
The restorative model of clinical supervision is recognised as an approach to support reflective practice that can help build practitioners’ resilience by focusing on the individual’s (supervisee’s) experience, aiming to sustain their wellbeing and their motivation at work.
This is achieved through guided reflection, exploratory questioning and supportive challenge, enabling a focus on action planning and goal setting. Restorative clinical supervision offers practitioners the opportunity to regularly discuss the positive aspects of their work which is as important as exploring those issues they find more challenging (NHS Education for Scotland, 2021).
Why is restorative clinical supervision important?
Restorative clinical supervision is considered essential to support the nursing and midwifery workforce with the emotional challenges of their role, develop their reflective capabilities, and enable them to address professional challenges in new and innovative ways, thus contributing towards a healthy workplace culture (NHS Education for Scotland, 2022).
Why is clinical supervision important?
NHS Scotland is committed to enabling the nursing and midwifery workforce access to regular clinical supervision and support. This includes non-registered staff such as health and care support workers.
This commitment is required to ensure that safe, effective and high-quality person-centred care is provided to patients and support families and carers. In line with the Chief Nursing Officer for Scotland’s vision (Scottish Government, 2017), the aspiration is for all nurses and midwives to participate in clinical supervision appropriate to their role by 2030.
We recommend that all practitioners preparing to participate in restorative clinical supervision as supervisees, undertake Clinical supervision unit 1: fundamentals of supervision. Unit 1 is designed to provide you with an introduction to clinical supervision; what it is, the purpose, processes and potential benefits.
How do I become a clinical supervisor?
One of the ways in which to develop the skills to become a clinical supervisor is to participate in the Clinical Supervisor Preparation Programme. This programme is managed and facilitated by the practice education team in collaboration with the NHS Education for Scotland (NES) Nursing and Midwifery Practice Educators.
The programme will offer you an opportunity to participate in a programme using a blended learning approach which builds on the theoretical foundation provided by the self-directed online learning units. Completion of the units is undertaken in conjunction with the online skills development workshops. The programme will also provide you with an opportunity to practice and develop the knowledge and skills for the role of clinical supervisor.
What is the programme structure?
Participants are asked to engage with and complete the four self-directed online learning units (approx. 6hrs). They can be accessed on TURAS Learn and are part of the NES Clinical supervision resource. You will then be offered five facilitated skills development workshops accessed using MS Teams (approx.11hrs) or two in person study days held centrally within the board area.
How do I apply for the clinical supervisor preparation programme?
The enrolment process is managed and facilitated by the PE team. There is a current timetable for this year and the programme runs on Tuesdays and Wednesdays. Participants are requested to choose a cohort when booking for example, all Tuesdays or all Wednesdays. The enrolment form has a list of all the cohort dates and times you should complete this with your preferred dates.
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 organisational values of Care and Compassion, Dignity and Respect, Openness, Honesty and Responsibility, and Quality and Teamwork.
Through ‘Cut It Out’ and Equally Safe at Work (ESaW)
NHSGGC 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 and supervisors are equipped to deal with issues that are raised.
Understanding Sexual Harassment
It is everyone’s duty to tackle sexual harassment at work and ensure we have no tolerance for this in our culture. In January 2026, NHS Greater Glasgow and Clyde (NHSGGC) became the first NHS Board in Scotland to achieve Equally Safe at Work (ESaW) Bronze accreditation.
Through Cut It Out and ESaW, we are strengthening how we prevent and tackle sexual harassment, advance gender equality, and address Violence Against Women (VAW) and Gender-Based Violence (GBV) in all its forms.
We all have a role in creating a workplace where our colleagues feel safe, respected, and supported to speak up.
What is Harassment?
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 Harassment and Sexual Harassment include:
Offensive jokes, banter and comments
Indecent exposure
Unwelcome sexual advances, propositions or pressure for sexual activity, continued suggestions for social activity within or outside the workplace after it has been made clear that such suggestions are unwelcome
Suggestions that sexual favours may further a colleague’s career or refusal may hinder it, for example, promotions, salary increases etc
Leering, whistling or making sexually suggestive comments or gestures, innuendoes or lewd comments
Assault or other non-accidental physical contact, including disability aids
The display, sending or sharing of offensive letters, publications, objects, images or sounds
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
Graffiti
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
Sexual Harassment and the Law
Sexual harassment could be considered a criminal offence if there is stalking, physical assault, indecent exposure or cyber harassment.
This is not limited to physical sexual assault; it also includes:
Stalking (repeated unwanted following, watching, or communicating)
Indecent exposure
Cyber Harassment / Online Abuse, and;
Physical Assault.
What You Can Do: Support and Reporting
If you have experienced or are witnessing sexual harassment, VAW or GBV it is vital that you feel able to come forward and access the right support. The HR Support and Advice Unit (HRSAU) offer support and advice to any member of staff who has experienced harassment, you can also access help and advice by calling the helpline on: 0141 201 8545.
Reporting Sexual Harassment
While some workforce policies, specifically the NHS Once for Scotland Bullying and Harassment Policy, highlight “Early Resolution,” NHSGGC recognises that for cases of sexual harassment, VAW and GBV, early resolution as a first step may not be appropriate. You are not expected to resolve these issues yourself and you have the right to move straight to formal reporting or seek support or confidential advice through the following channels:
If you have experienced or witnessed sexual assault, or believe a crime has been committed (Stalking, Indecent Exposure), call Police Scotland on 999 or 101.
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 NHSGGC HR Support and Advice Unit. Telephone number: 0141 278 2700 (Press option 2).
NHSGGC Explicit Stance: Zero Tolerance, the Code of Conduct and Once for Scotland Policies
NHSGGC have a zero-tolerance policy towards any form of Sexual Harassment, VAW and GBV and we treat all reported instances of harassment seriously and consistently. Any form of bullying or harassment, including sexual harassment, is also a breach of our Code of Conduct and will be addressed immediately. Such behaviour is treated as misconduct or gross misconduct and is handled formally under the NHS Scotland Workforce Conduct Policy and the Bullying and Harassment Policy.
Please ensure you are familiar with these essential 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.
Stalking and Harassment Risk Assessment
To maintain the safety, health, and wellbeing of staff experiencing stalking or harassing behaviours, the exemplar Risk Assessment Form should be used to ensure suitable and sufficient safety and control measures are in place to support staff.
Persistent attempts to make contact with an employee, for example through email, telephone, social media, or on behalf of a third party following, watching or photographing an employee, repeated sending of overly personal, malicious or threatening messages or items.
“A (stalking) offence occurs when a person engages in a course of conduct on at least two separate occasions, which causes another person to feel fear or alarm, where the accused person intended, or knew or ought to have known, that their conduct would cause fear and alarm.” You can access the Police Scotland online Stalking Form to report an incident of stalking that has occurred within Scotland.
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), and;
Reduces stress and supports those with caring responsibilities.
Please ensure you are familiar with these essential linked policy documents:
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.
Supporting Your Career
Administration Staff
Workplace equality means everyone has a fair chance to succeed.
Please click on the above links, or you can find more information on the SharePoint page, contact one of the Administration Governance Managers for advice, or discuss your goals with your manager during your next PDP&R.
NHSGGC offers a comprehensive range of training modules and workshops designed to empower staff and managers with the skills to identify, challenge, and prevent sexual harassment and gender-based violence in the workplace.
Turas Learn has an e-learning module on sexual harassment. This resource created by Close the Gap, will help support line managers and staff across NHSGGC to identify sexual harassment, understand wider gender inequalities, support colleagues and highlight relevant policies and good practice.
Active Bystander Training: An innovative and award-winning training session open to all NHSGGC and HSCP staff, 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): These modules will equip managers with the skills to recognise the signs of Violence Against Women (VAW) and 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 Number: 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
All instructions and risk assessments for testing in patients with suspected or positive COVID-19 are listed below. This page will hold the most up to date version.
Please contact the relevant laboratory discipline in your sector if you are considering introducing a new POCT service in your area. Staff will be happy to talk you through the process and direct you to the paperwork required prior to approval and introduction of any service. As a first step we would encourage you to read the POCT policy and POCT checklist.
No new POCT service will be introduced or supported by the committee unless the POCT checklist is completed and signed off.
Internal quality control (IQC) involves analysis of control material of known concentration within predefined limits. This ensures the quality of the results produced prior to reporting any patient results from the POCT device
What is External Quality Assurance?
External Quality Assurance (EQA) involves analysis of a sample of unknown value from an external, independent source. The results are scrutinised by the EQA scheme provider and allow comparison of results across multiple sites. Participation in EQA allows monitoring of performance and possible early detection of a systematic problem with analysis of patient samples.
Any site wishing to introduce a new POCT service must enrol in a recognised EQA scheme.
Audit
The POCT team will perform audit of the service and provide feedback to the service lead. The audit outcomes and any corrective and preventative action are documented in the laboratory quality management system.
Was this helpful?
Yes
No
Thanks for your feedback!
The NHSGGC Point of Care Testing (POCT) committee meets bi-annually with the aim of policy-making and review of sector POCT groups. The committee also includes Primary Care representation with the aim of guiding appropriate POCT governance in the community. The POCT Co-ordinators management group meets quarterly, with multidisciplinary representation and includes user representation where appropriate. The group focus on implementation and monitoring of POCT activity within each sector.
If you use POCT in your clinical area you must ensure your device is registered with the NHSGGC POCT committee.
What is Point of Care Testing (POCT) Testing?
Point of Care testing is defined as ‘Diagnostic testing that is performed near to or at the site of patient care with the result leading to a possible change in the care of the patient.*’ This normally takes place in a non-laboratory setting by appropriately trained non-laboratory staff.
ISO 227870: 2016 Point of Care Testing (POCT) – Requirements for Quality and Competence.
Potential Advantages of POCT
Rapid turnaround of results
Reduced patient waiting times
Earlier impact on clinical decision making
Financial efficiencies
Less invasive
Smaller sample volumes
Accessibility
Ability to reach remote places
Improved healthcare access
Potential Disadvantages of POCT
Expensive compared to conventional laboratory testing
Cost of consumables, IQC, EQA
Staff resource required at source of testing
Sample quality
Higher rate of pre-analytical errors are associated with POCT due to poor sample quality
Staff Training, competence and documentation
Appropriate training and continued competency checks required to ensure accurate results
POCT may need to be manually entered into patient record which is potentially problematic
Safety
Clear protocols required for infection control, storage and disposal of clinical waste etc.
Point of Care Testing (POCT) Services Offered in NHSGGC
Please note, not all services are available in all sectors.
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.
Allied Health Professions are a crucial part of the NHS, making up one third of the clinical workforce.
Art Therapist
Diagnostic Radiographer
Dietitian
Dramatherapist
Music Therapist
Occupational Therapist
Orthoptist
Orthotist
Paramedic
Physiotherapist
Podiatrist
Prosthetists
Speech and Language Therapist
Therapeutic Radiographer
The Return to Practice process enables you to re-register with the HCPC after a period of time away from your profession. There are many reasons why you may not have practiced such as caring/parental responsibilities, illness, travel or other career routes. We value the skills you have gained whilst you have been away and look forward to your return.
Different requirements apply depending on how long you have been out of professional practice.
NHS Careers Scotland has all the information you need about the steps to re-registration including the links to the HCPC who manage the final step.
Now is the time to return and help to deliver safe and effective care for the people of Scotland.
Was this helpful?
Yes
No
Thanks for your feedback!
Measles is a highly infectious, rash illness that can lead to severe complications. Europe is currently seeing a resurgence of measles. Cases imported to Scotland, from the rest of the UK and elsewhere, could propagate local outbreaks within under-vaccinated communities.
Protection of healthcare workers (HCW) is especially important in the context of their ability to transmit measles or rubella infections to vulnerable groups. While they may need MMR vaccination for their own benefit (including protection against mumps), they should also be immune to measles and rubella for the protection of their patients.
It should be noted that staff exposed to measles who don’t have appropriate evidence of immunity should be excluded from 5 to 21 days after exposure.
Staff Immunity
Assessment of healthcare workers MMR status is undertaken by the occupational health service at pre-employment. Due to the recent resurgence of measles it is recommended that all healthcare settings review the measles status of their staff. This is particularly important in higher risk areas including Emergency Departments and those staff working with particularly vulnerable patients e.g. haematology, oncology, maternity, paediatric and adult infectious disease units.
Satisfactory evidence of protection would include documentation of having received two doses of MMR, or positive antibody tests for measles and rubella.
Managers/Supervisors – Please complete the attached form detailing any members of staff identified as requiring MMR or, are unsure regarding their immunity/immunisation status and forward confidentially to the occupational health service via email occupational.health@ggc.scot.nhs.uk
Alternatively, if a staff member would prefer to discuss this confidentially with Occupational Health please advise they contact us by email as above or call 0141 201 0600.
Occupational Health will then review the staff lists provided and arrange for an appointment if required. We will initially be prioritising the higher risk areas and areas where staff are working with vulnerable patients including;
Paediatrics
Neonatal
Maternity
Emergency Departments
Health visitors/family nurses; school nurses / additional needs schools nurses
Haematology / oncology
Infectious Diseases
Rheumatology
Renal
For the purposes of confirming satisfactory evidence the following will be applied.
All HCWs who have documented evidence of two doses of MMR or positive antibody tests for measles and rubella should be considered immune to measles and no further action is required.
HCW’s who do not have this evidence will be offered two doses of MMR.
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.
We use cookies to analyse traffic to our site and to enable certain functions such as forms and YouTube videos. These do not collect personal information. By clicking "Accept All", you consent to our use of cookies, or you can customise the options.
This website uses cookies
Websites store cookies to enhance functionality and personalise your experience. You can manage your preferences, but blocking some cookies may impact site performance and services.
Essential cookies enable basic functions and are necessary for the proper function of the website.
Name
Description
Duration
Cookie Preferences
This cookie is used to store the user's cookie consent preferences.
30 days
CloudFlare provides web performance and security solutions, enhancing site speed and protecting against threats.
Sequence rules uses cookies to track the order of requests a user has made and the time between requests and makes them available via Cloudflare Rules. This allows you to write rules that match valid or invalid sequences. The specific cookies used to validate sequences are called sequence cookies.
session
cf_ob_info
The cf_ob_info cookie provides information on: The HTTP Status Code returned by the origin web server. The Ray ID of the original failed request. The data center serving the traffic
session
cf_chl_rc_m
These cookies are for internal use which allows Cloudflare to identify production issues on clients.
session
__cfruid
Used by the content network, Cloudflare, to identify trusted web traffic.
session
__cf_bm
Cloudflare's bot products identify and mitigate automated traffic to protect your site from bad bots. Cloudflare places the __cf_bm cookie on End User devices that access Customer sites that are protected by Bot Management or Bot Fight Mode. The __cf_bm cookie is necessary for the proper functioning of these bot solutions.
session
__cflb
When enabling session affinity with Cloudflare Load Balancer, Cloudflare sets a __cflb cookie with a unique value on the first response to the requesting client. Cloudflare routes future requests to the same origin, optimizing network resource usage. In the event of a failover, Cloudflare sets a new __cflb cookie to direct future requests to the failover pool.
session
_cfuvid
The _cfuvid cookie is only set when a site uses this option in a Rate Limiting Rule, and is only used to allow the Cloudflare WAF to distinguish individual users who share the same IP address.
session
cf_clearance
Whether a CAPTCHA or Javascript challenge has been solved.
session
cf_use_ob
The cf_use_ob cookie informs Cloudflare to fetch the requested resource from the Always Online cache on the designated port. Applicable values are: 0, 80, and 443. The cf_ob_info and cf_use_ob cookies are persistent cookies that expire after 30 seconds.
session
__cfwaitingroom
The __cfwaitingroom cookie is only used to track visitors that access a waiting room enabled host and path combination for a zone. Visitors using a browser that does not accept cookies cannot visit the host and path combination while the waiting room is active.
session
cf_chl_rc_i
These cookies are for internal use which allows Cloudflare to identify production issues on clients.
session
cf_chl_rc_ni
These cookies are for internal use which allows Cloudflare to identify production issues on clients.
