Agenda Document Pack - Employee, Equalities, Diversity and Inclusion Forum - 04/03/2026
South Lanarkshire Council · 4 March 2026
Back to Employee, Equalities, Diversity and Inclusion Forum — 4 March 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 24 February 2026 Dear Councillor Employee, Equalities, Diversity and Inclusion Forum The Members listed below are requested to attend a meeting of the above Forum to be held as follows:- Date: Wednesday, 04 March 2026 Time: 14:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Mo Razzaq (Chair), Margaret Cowie (Depute Chair), Walter Brogan, Janine Calikes, Ross Clark, Grant Ferguson, Ross Lambie, Catherine McClymont, Mark McGeever, Kirsten Robb Substitutes Mathew Buchanan, Poppy Corbett, Cal Johnston-Dempsey, Gavin Keatt, Katy Loudon, Norman Rae, 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Employee, Equalities, Diversity and Inclusion Forum held on 5 November 2025 submitted for approval as a correct record. (Copy attached) 3 - 6 Item(s) for Consideration 3 Age Friendly South Lanarkshire Presentation by the Manager, Seniors Together. 4 Council-wide Workforce Monitoring – 1 October to 31 December 2025 Report dated 30 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 7 - 28 5 Finance and Corporate Resources – Workforce Monitoring – 1 October to 31 December 2025 Report dated 30 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 29 - 36 6 Annual Report on Mainstreaming Equalities and Diversity – Finance and Corporate Resources Report dated 6 January 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 37 - 48 7 Disability Policy Report dated 16 February 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 49 - 80 8 Employee, Equalities, Diversity and Inclusion Action Plan Progress Report Report dated 12 February 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 81 - 90 9 Forward Plan for Employee, Equalities, Diversity and Inclusion Forum Report dated 23 February 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 91 - 94 Urgent Business 10 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Ishara Opatha Clerk Telephone: 07385 370069 Clerk Email: ishara.opatha@southlanarkshire.gov.uk 2
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EMPLOYEE, EQUALITIES, DIVERSITY AND INCLUSION FORUM Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 5 November 2025 Chair: Councillor Mo Razzaq Councillors Present: Councillor Ross Clark, Councillor Margaret Cowie, Councillor Grant Ferguson, Councillor Catherine McClymont, Councillor Kirsten Robb Councillors' Apologies: Councillor Walter Brogan, Councillor Janine Calikes, Councillor Ross Lambie, Councillor Mark McGeever Attending: Education Resources T Graham, Depute Headteacher, Duncanrig Secondary School; K Reilly, Quality Improvement Officer (Inclusion) (East Kilbride Area) Finance and Corporate Resources A Bell, Personnel Officer; A Floyd, Learning and Development Adviser; K Gormal, Employee, Development and Diversity Manager; S Jessup, Administration Assistant; E McPake, HR Business Manager; I Opatha, Administration Officer; T Slater, Administration Adviser Also Attending: M Kennedy, NASUWT; T Slaven, UNISON 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Employee, Equalities, Diversity and Inclusion Forum held on 27 August 2025 were submitted for approval as a correct record. The Forum decided: that the minutes be approved as a correct record. 3 Success Looks Different at Duncanrig T Graham, Depute Headteacher, Duncanrig Secondary School, East Kilbride, accompanied by pupils Milo and Ava, gave a presentation on the Children in Scotland Success Looks Different Award for 2024/2025 received by the school. Information was provided on the:- purpose of the award, which was to allow schools to highlight how they celebrated the wider successes of their pupils with additional needs in a way that went beyond academic achievement and Scottish Qualifications Authority (SQA) qualifications activities undertaken by the school to celebrate the success of pupils, including pupil leadership, sports events and accredited wider achievement 2 3
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Milo and Eva also shared their own roles, experiences and achievements, explaining how they became Inclusion Ambassadors and launched a podcast to celebrate individual successes within the Duncanrig Community Support Base. Members congratulated the school and pupils on the award and expressed their thanks for the informative presentation. The Quality Improvement Officer (Inclusion) (East Kilbride Area) undertook to provide members of the Forum with a copy of the podcast and extended an invite for members to visit the Support Base. The Forum decided: that the presentation be noted. 4 Council-wide Workforce Monitoring – 1 July to 30 September 2025 A report dated 8 October 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the following Council-wide employee information for the period 1 July to 30 September 2025:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews recruitment monitoring The HR Business Manager responded to members’ questions in relation to various aspects of the report. The Forum decided: that the report be noted. [Reference: Minutes of 27 August 2025 (Paragraph 3)] 5 Education Resources - Workforce Monitoring – 1 July to 30 September 2025 A joint report dated 8 October 2025 by the Executive Directors (Finance and Corporate Resources) and (Education Resources) was submitted on the following employee information for Education Resources for the period 1 July to 30 September 2025:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews The HR Business Manager responded to members’ questions in relation to various aspects of the report. The Forum decided: that the report be noted [Reference: Minutes of the Employee Issues Forum of 20 August 2024 (Paragraph 4)] 4
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6 Annual Report on Mainstreaming Equalities and Diversity – Education Resources A report dated 12 September 2025 by the Executive Director (Education Resources) was submitted providing an update on the strategic and operational work being undertaken and planned by Education Resources to meet the commitments within the Mainstreaming Equalities Report 2025 to 2029. Earlier this year, the Council published its Mainstreaming Equalities Report 2025 to 2029, which set 5 Equality Outcomes with a focus on actions to produce results intended to achieve specific and identifiable improvements in people’s life chances. Education Resources would lead on outcome 3, ‘to ensure that Education Resources had fully embedded the United Nations Convention on the Rights of the Child (UNCRC) in all our actions from 2025 to 2029’. Information was provided on:- work being undertaken to ensure compliance with the UNCR (Incorporation) (Scotland) Act which placed a duty on local authorities to respect and protect children’s rights, including:- the development and launch of a refreshed ‘Making Rights Real’ toolkit opportunities to keep parents informed the creation of a new e-learning module created by children and young people the involvement of children and young people in the planning, delivery and participation in events updating the ‘Treat Me Well’ anti-bullying guidance counselling and community mental health and wellbeing supports the focus of equalities work in the following 6 areas:- race equality and anti-racism poverty care experienced children and young people lesbian, gay, bisexual and transgender (LGBT) inclusive education gender based violence supporting children and young people with disability and additional support needs the next steps and priorities for the next academic year The Quality Improvement Officer (Inclusion) (East Kilbride) responded to members’ questions in relation to various aspects of the report and undertook to:- feedback to a member when the Forestry and Outdoor Learning Award would be rolled out provide a future update to the Forum on the updated ‘Treat Me Well’ anti-bullying guidance The Forum decided: that the work being undertaken by Education Resources in terms of mainstreaming equalities be noted. [Reference: Minutes of the Equal Opportunities Forum of 7 August 2024 (Paragraph 3)] In terms of Standing Order No 14, the Chair adjourned the meeting following this item of business at 3.05pm. The meeting reconvened at 3.10pm without the attendance of Councillor McClymont 7 Forward Programme for Future Meetings A verbal update was provided by A Floyd, Learning and Development Adviser on the development of a forward programme for future Forum meetings. 5
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A survey had been issued to gather members’ suggestions for the forward programme with the responses received so far highlighting the following issues:- minority ethnic recruitment the Supreme Court decision and single sex spaces gender balance in the workforce whether staff networks should be open to all staff protected characteristics such as sex, age, disability and race, gender re-assignment, marriage and civil partnerships, religion, belief, sexual orientation, pregnancy and maternity Members, who had not already done so, were requested to complete the survey by the end of November 2025 to allow a report to be prepared for the next meeting of the Forum in March 2026. A member requested more presentations similar to the one by Duncanrig Secondary School heard at this meeting. The Forum decided: (1) that the verbal update be noted; and (2) to note that the survey should be completed by the end of November 2025 with suggested topics for inclusion in future meetings. [Reference: Minutes of 27 August 2025 (Paragraph 7)] 8 Urgent Business There were no items of urgent business. 6
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Report Agenda Item Report to: Employee, Equalities, Diversity and Inclusion Forum Date of Meeting: 4 March 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Council-wide Workforce Monitoring – 1 October to 31 December 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information relating to the Council for the period 1 October to 31 December 2025 [1purpose] 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for the period 1 October to 31 December 2025 relating to the Council be noted:- attendance statistics occupational health accident/incident statistics discipline, grievance and Dignity at Work cases analysis of leavers and exit interviews recruitment monitoring Staffing Watch as at 13 December 2025 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to the Employee, Equalities, Diversity and Inclusion Forum. This report for the Council provides information on the position for the period 1 October to 31 December 2025. 4. Attendance Statistics 4.1. Information on absence statistics for the Council and each Resource, as analysed for December 2025, is provided in appendices 1 to 8. Points to note are:- The Council’s absence rate for December 2025, shown in Appendix 1, is 7.5% which represents an increase of 0.5% when compared to the previous month and an increase of 0.5% when compared to December 2024. When compared to December 2024, the APT&C absence rate has increased by 0.2%, the teachers’ figure has increased by 0.2% and the manual workers’ figure has increased by 1.0%. 4 7
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Based on annual trends and the absence rate to December 2025, the annual average absence rate for the Council for 2025/2026 is 6.1%. In comparison to December 2024 (Appendix 8):- psychological and respiratory conditions are the top 2 reasons for absence total days lost due to psychological conditions have increased by 996 days total days lost due to respiratory conditions have increased by 610 days Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place, and additionally, Personnel Services works in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 5. Occupational Health 5.1. Information on Occupational Health for the period 1 October to 31 December 2025 is provided in Appendix 9. during the period there were 477 employees referred for a medical examination, which is an increase of 71 when compared to the same period last year. Both musculoskeletal and psychological conditions continue to be the main reasons for medical referrals a total of 495 employees attended physiotherapy treatment, showing a decrease of 2 when compared to the same period last year. Of the 495 employees referred, 70% remained at work whilst undertaking treatment during this period, 532 employees were referred to the Employee Support Officer, showing a decrease of 12 when compared with the same period last year. Of the referrals made this period, 84% related to personal reasons 175 employees were referred to the PAM Assist counselling service this period, showing a decrease of 12 when compared with the same period last year. All the referrals made this period were made directly by employees. Personal reasons accounted for 18% of the referrals made, 14% were for work-related reasons and 68% was for other reasons 13 employees were referred for Cognitive Behavioural Therapy this period, an increase of 5 when compared to the same period last year 6. Accidents/Incidents 6.1. The accident/incident report for 1 October to 31 December 2025 is contained in Appendix 10. the number of accidents/incidents recorded was 635 of those, all 635 have been investigated of those investigated, no specified injuries were recorded of those investigated there were 115 minor accidents/incidents of those investigated there were no accidents that resulted in an absence lasting over 3 days of those investigated there were 3 accidents that resulted in an absence lasting over 7 days 8
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7. Discipline, Grievance, Dignity at Work Hearings and Mediation Referrals 7.1. Information on Disciplinary, Grievance Hearings, Dignity at Work and Mediation Referrals for 1 October to 31 December 2025 is contained in appendices 11, 12a and 12b. During the period:- a total of 61 disciplinary hearings were held across Resources within the Council, this figure has decreased by 2 when compared to the same period last year action was taken in 58 of these cases. One appeal was raised against the outcome and was pending our target is to convene disciplinary hearings within 6 weeks, 49% of hearings met this target 8 grievances were submitted, of which 7 are currently being investigated and 1 was resolved at stage 2 11 Dignity at Work complaints were raised, all of which are currently being investigated 1 referral for mediation was submitted 8. Analysis of Leavers and Exit Interviews 8.1. Information on the number of leavers and exit interviews for the period 1 October to 31 December 2025 is contained in Appendix 13. Exit interviews are conducted with employees who leave voluntarily. Labour Turnover Using information compiled from Resources and Staffing Watch information as at 13 September 2025, the Council’s turnover figure for 1 October to 31 December 2025 is as follows:- 110 leavers eligible for exit interviews/15,447 employees in post = Labour Turnover of 0.7%. Based on the figure at December 2025, the annual labour turnover figure for the financial year 2025/2026 for the Council is 3.2%. 8.2. Analysis of Leavers and Exit Interviews:- 110 employees left the Council that were eligible for an exit interview, this is a decrease of 32 when compared with the same period last year a total of 24 exit interviews were conducted which is a decrease of 13 when compared with same period last year 9. Recruitment Monitoring 9.1. Information on Recruitment Monitoring for 1 October to 31 December 2025 is contained within Appendix 14. From an analysis of Equal Opportunities Monitoring Forms, the main points to note are:- overall, 4,544 applications and 4,544 completed Equal Opportunities Monitoring Forms were received of those applicants who declared themselves as disabled (271), 160 were shortleeted for interview and 10 were appointed of those applicants of a black/ethnic minority background (551), 185 were shortleeted for interview and 15 were appointed 9
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Of those applicants who are Ex-armed forces (53), 21 was shortleeted for interview and 1 was appointed 10. Staffing Watch 10.1 There has been an increase of 227 in the number of employees in post from 13 September 2025 to 13 December 2025. Details of the staffing watch are contained in Appendix 15. 11. Employee Implications 11.1. There are no implications for employees arising from the information presented in this report. 12. Financial Implications 12.1. All financial implications are accommodated within existing budgets. 13. Climate Change, Sustainability and Environmental Implications 13.1. There are no climate change, sustainability or environmental implications arising from the information presented in this report. 14. Other Implications 14.1. There are no implications for risk in terms of the information contained within this report. 15. Integrated Impact Assessment and Consultation Requirements 15.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 15.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 30 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self-aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Employee, Equalities, Diversity and Inclusion Forum – 5 November 2025 10
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List of Background Papers Monitoring information provided by Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Maxwell, HR Business Manager Ext: 4647 (Tel: 01698 454647) E-mail: Elaine.Maxwell@southlanarkshire.gov.uk 11
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 5.2 5.2 6.0 April 2.8 2.9 3.5 April 7.0 7.3 7.3 April 5.1 5.2 5.7 May 5.1 5.4 5.6 May 3.2 3.0 3.8 May 6.2 7.1 7.4 May 5.1 5.3 5.6 June 4.9 5.3 5.6 June 2.2 2.8 2.9 June 6.5 7.2 7.5 June 4.7 5.2 5.4 July 4.0 4.3 4.6 July 1.1 1.0 1.4 July 5.8 6.3 6.5 July 3.8 4.1 4.3 August 4.2 4.6 5.0 August 1.3 1.9 1.7 August 6.2 7.5 7.0 August 4.1 4.7 4.7 September 5.2 6.2 5.9 September 2.9 3.5 4.1 September 7.6 8.3 8.3 September 5.3 6.1 6.1 October 5.2 6.3 6.0 October 2.7 3.8 4.2 October 7.1 7.7 8.4 October 5.1 6.0 6.2 November 6.1 7.0 6.8 November 4.3 5.0 5.3 November 8.1 8.4 8.8 November 6.2 6.9 7.0 December 6.7 7.1 7.3 December 4.8 5.4 5.6 December 7.8 8.5 9.5 December 6.6 7.0 7.5 January 5.8 6.8 January 4.8 4.9 January 7.8 8.3 January 6.1 6.7 February 6.3 7.0 February 4.9 4.9 February 8.0 9.0 February 6.4 7.0 March 6.3 7.0 March 4.1 4.5 March 8.1 8.4 March 6.3 6.8 Annual Average 5.4 6.0 6.1 Annual Average 3.3 3.6 3.9 Annual Average 7.2 7.8 8.0 Annual Average 5.4 5.9 6.1 Average Apr-Dec 5.2 5.7 5.9 Average Apr-Dec 2.8 3.3 3.6 Average Apr-Dec 6.9 7.6 7.9 Average Apr-Dec 5.1 5.6 5.8 7273 4022 4400 15695 Council Wide No of Employees at 31 December 2025 No of Employees at 31 December 2025 Appendix 1 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Council Wide APT&C Teachers No of Employees at 31 December 2025 No of Employees at 31 December 2025 Manual Workers 12
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 3.6 3.2 3.5 April 6.3 6.8 7.2 April 6.0 6.3 6.6 April 5.1 5.2 5.7 May 3.7 3.1 2.6 May 6.3 6.3 7.4 May 5.9 5.9 6.6 May 5.1 5.3 5.6 June 4.3 4.1 3.6 June 5.9 6.4 7.4 June 5.7 6.0 6.8 June 4.7 5.2 5.4 July 2.3 3.8 3.6 July 4.6 4.5 5.9 July 4.3 4.4 5.5 July 3.8 4.1 4.3 August 3.0 3.4 2.5 August 5.2 6.2 6.7 August 4.9 5.7 6.1 August 4.1 4.7 4.7 September 2.5 3.8 3.5 September 7.1 7.5 8.2 September 6.4 6.9 7.4 September 5.3 6.1 6.1 October 2.0 4.2 3.3 October 7.0 7.2 8.2 October 6.3 6.7 7.4 October 5.1 6.0 6.2 November 2.6 3.6 3.3 November 8.1 8.3 8.6 November 7.3 7.6 7.7 November 6.2 6.9 7.0 December 3.0 3.8 4.6 December 7.5 8.1 9.1 December 6.8 7.4 8.4 December 6.6 7.0 7.5 January 3.6 3.9 January 7.4 7.8 January 6.9 7.2 January 6.1 6.7 February 4.0 4.0 February 7.8 8.7 February 7.2 7.9 February 6.4 7.0 March 3.2 3.5 March 7.9 8.2 March 7.2 7.4 March 6.3 6.8 Annual Average 3.2 3.7 3.5 Annual Average 6.8 7.2 7.8 Annual Average 6.2 6.6 7.1 Annual Average 5.4 5.9 6.1 Average Apr-Dec 3.0 3.7 3.4 Average Apr-Dec 6.4 6.8 7.6 Average Apr-Dec 6.0 6.3 6.9 Average Apr-Dec 5.1 5.6 5.8 586 2828 3414 15695 Manual Workers Resource Total No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 Appendix 2 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Community and Enterprise Resources APT&C Council Wide 13
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 5.0 5.4 6.8 April 2.8 2.9 3.5 April 3.8 4.0 4.9 April 5.1 5.2 5.7 May 5.4 6.0 6.6 May 3.2 3.0 3.8 May 4.2 4.4 5.0 May 5.1 5.3 5.6 June 4.8 5.5 6.3 June 2.2 2.8 2.9 June 3.4 4.1 4.4 June 4.7 5.2 5.4 July 3.4 3.2 3.8 July 1.1 1.0 1.4 July 2.2 2.0 2.4 July 3.8 4.1 4.3 August 4.0 3.9 4.4 August 1.3 1.9 1.7 August 2.5 2.8 2.8 August 4.1 4.7 4.7 September 5.9 6.6 5.8 September 2.9 3.5 4.1 September 4.3 4.9 4.8 September 5.3 6.1 6.1 October 5.5 6.5 6.6 October 2.7 3.8 4.2 October 4.0 5.0 5.2 October 5.1 6.0 6.2 November 7.1 7.8 8.2 November 4.3 5.0 5.3 November 5.6 6.2 6.6 November 6.2 6.9 7.0 December 8.1 8.6 8.5 December 4.8 5.4 5.6 December 6.3 6.8 6.9 December 6.6 7.0 7.5 January 6.6 8.0 January 4.8 4.9 January 5.6 6.3 January 6.1 6.7 February 7.2 8.4 February 4.9 4.9 February 6.0 6.5 February 6.4 7.0 March 7.5 8.3 March 4.1 4.5 March 5.7 6.2 March 6.3 6.8 Annual Average 5.9 6.5 6.8 Annual Average 3.3 3.6 3.9 Annual Average 4.5 4.9 5.2 Annual Average 5.4 5.9 6.1 Average Apr-Dec 5.5 5.9 6.3 Average Apr-Dec 2.8 3.3 3.6 Average Apr-Dec 4.0 4.5 4.8 Average Apr-Dec 5.1 5.6 5.8 3200 4022 7222 15695 Appendix 3 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Education Resources Council WideAPT&C Teachers Resource Total No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 14
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 3.6 2.8 3.0 April 0.0 0.0 0.0 April 3.6 2.8 3.0 April 5.1 5.2 5.7 May 3.9 3.2 2.7 May 0.0 0.0 0.0 May 3.9 3.2 2.7 May 5.1 5.3 5.6 June 4.2 3.2 2.9 June 0.0 0.0 0.0 June 4.2 3.2 2.9 June 4.7 5.2 5.4 July 3.5 3.5 3.0 July 0.0 0.0 0.0 July 3.5 3.5 3.0 July 3.8 4.1 4.3 August 3.8 2.6 4.0 August 0.0 0.0 0.0 August 3.8 2.6 4.0 August 4.1 4.7 4.7 September 3.9 3.2 4.0 September 0.0 0.0 0.0 September 3.9 3.2 4.0 September 5.3 6.1 6.1 October 3.2 3.2 3.9 October 0.0 0.0 0.0 October 3.2 3.2 3.9 October 5.1 6.0 6.2 November 3.5 4.6 4.5 November 0.0 0.0 0.0 November 3.5 4.6 4.5 November 6.2 6.9 7.0 December 3.3 4.4 4.7 December 0.0 0.0 0.0 December 3.3 4.4 4.7 December 6.6 7.0 7.5 January 2.8 3.7 January 0.0 0.0 January 2.8 3.7 January 6.1 6.7 February 3.5 3.5 February 0.0 0.0 February 3.5 3.5 February 6.4 7.0 March 2.6 3.7 March 0.0 0.0 March 2.6 3.7 March 6.3 6.8 Annual Average 3.5 3.5 3.6 Annual Average 0.0 0.0 0.0 Annual Average 3.5 3.5 3.6 Annual Average 5.4 5.9 6.1 Average Apr-Dec 3.7 3.4 3.6 Average Apr-Dec 0.0 0.0 0.0 Average Apr-Dec 3.7 3.4 3.6 Average Apr-Dec 5.1 5.6 5.8 815 0 815 15695 Appendix 4 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Finance and Corporate Resources No of Employees at 31 December 2025 No of Employees at 31 December 2025 APT&C Council WideManual Workers No of Employees at 31 December 2025 Resource Total No of Employees at 31 December 2025 15
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 5.7 5.3 5.6 April 6.9 7.2 4.8 April 6.2 6.1 5.3 April 5.1 5.2 5.7 May 4.9 5.2 4.5 May 6.1 8.1 5.7 May 5.4 6.4 5.0 May 5.1 5.3 5.6 June 5.4 5.7 5.1 June 6.8 8.4 6.0 June 6.0 6.8 5.5 June 4.7 5.2 5.4 July 5.0 5.3 5.2 July 8.1 8.6 6.4 July 6.2 6.7 5.7 July 3.8 4.1 4.3 August 5.1 5.5 5.4 August 8.5 8.8 6.0 August 6.4 6.9 5.7 August 4.1 4.7 4.7 September 4.7 7.5 5.9 September 7.8 7.4 6.7 September 6.0 7.5 6.2 September 5.3 6.1 6.1 October 4.9 7.3 5.7 October 5.2 6.0 7.1 October 5.0 6.8 6.3 October 5.1 6.0 6.2 November 4.8 6.8 6.9 November 6.7 6.2 7.8 November 5.6 6.5 7.2 November 6.2 6.9 7.0 December 5.1 6.4 6.6 December 7.4 5.8 8.9 December 6.0 6.2 7.5 December 6.6 7.0 7.5 January 4.4 7.0 January 6.0 6.2 January 5.0 6.7 January 6.1 6.7 February 5.2 7.0 February 6.3 7.1 February 5.6 7.0 February 6.4 7.0 March 5.3 6.8 March 7.2 5.9 March 6.1 6.4 March 6.3 6.8 Annual Average 5.0 6.3 6.0 Annual Average 6.9 7.1 6.6 Annual Average 5.8 6.7 6.2 Annual Average 5.4 5.9 6.1 Average Apr-Dec 5.1 6.1 5.7 Average Apr-Dec 7.1 7.4 6.6 Average Apr-Dec 5.9 6.7 6.0 Average Apr-Dec 5.1 5.6 5.8 883 549 1432 15695 Appendix 5 Housing & Technical Resources Resource Total Absence Trends - 2023/2024, 2024/2025 & 2025/2026 APT&C Manual Workers Council Wide No of Employees at 31 December 2025No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 16
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 6.5 6.5 7.0 April 9.4 8.8 9.4 April 7.4 7.3 7.8 April 5.1 5.2 5.7 May 5.8 5.8 6.6 May 8.4 9.5 8.6 May 6.6 7.0 7.2 May 5.1 5.3 5.6 June 5.5 6.0 6.6 June 8.6 9.2 8.7 June 6.5 7.0 7.3 June 4.7 5.2 5.4 July 5.4 6.5 6.8 July 8.8 11.2 9.0 July 6.5 8.0 7.5 July 3.8 4.1 4.3 August 4.8 6.9 7.1 August 8.6 11.4 8.7 August 6.0 8.4 7.7 August 4.1 4.7 4.7 September 5.6 7.2 7.7 September 9.3 12.0 10.0 September 6.8 8.8 8.5 September 5.3 6.1 6.1 October 6.5 7.5 7.0 October 8.5 11.0 10.1 October 7.1 8.6 8.0 October 5.1 6.0 6.2 November 7.3 8.1 6.6 November 9.0 10.0 10.1 November 7.8 8.7 7.8 November 6.2 6.9 7.0 December 7.4 7.0 7.6 December 9.5 11.6 11.2 December 8.1 8.5 8.8 December 6.6 7.0 7.5 January 7.0 6.7 January 10.3 11.3 January 8.1 8.2 January 6.1 6.7 February 7.0 7.0 February 9.9 11.6 February 7.9 8.5 February 6.4 7.0 March 7.1 7.5 March 9.4 10.7 March 7.9 8.6 March 6.3 6.8 Annual Average 6.3 6.9 7.0 Annual Average 9.1 10.7 10.0 Annual Average 7.2 8.1 8.0 Annual Average 5.4 5.9 6.1 Average Apr-Dec 6.1 6.8 7.0 Average Apr-Dec 8.9 10.5 9.5 Average Apr-Dec 7.0 8.0 7.8 Average Apr-Dec 5.1 5.6 5.8 1789 1023 2812 15695 Appendix 6 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Social Work Resources APT&C Council WideResource TotalManual Workers No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 17
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Appendix 7 Absence by long and short term From: 1 October to 31 December 2025 Community and Enterprise 3414 2.3 5.1 7.4 2.8 4.9 7.7 2.4 6.0 8.4 Education 7222 1.9 3.3 5.2 2.6 4.0 6.6 2.0 4.9 6.9 Finance and Corporate 815 0.9 3.0 3.9 2.1 2.4 4.5 1.9 2.8 4.7 Housing & Technical 1432 2.3 4.0 6.3 2.6 4.6 7.2 2.6 4.9 7.5 Social Work 2812 6.0 2.0 8.0 2.2 5.6 7.8 3.0 5.8 8.8 Council Overall for October to December 2025 15695 2.0 4.2 6.2 2.6 4.4 7.0 2.3 5.2 7.5 November 2025 Total Short Term % Total Long Term % Resource Total Absence % December 2025 Total Short Term % Total Long Term % Resource Total Absence % Resource No of employees Resource Total Absence % October 2025 Total Short Term % Total Long Term % 18
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From : 1 December 2025 to 31 December 2025 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1675 27 1419 14 120 16 414 19 814 19 4442 19 Psychological 1669 27 3722 37 317 42 760 35 1608 37 8076 34 Stomach, Bowel, Blood, Metabolic Disorders 524 8 1063 11 70 9 195 9 369 8 2221 9 Respiratory 1050 17 2147 21 152 20 405 19 858 20 4612 20 Other Classification 1279 21 1710 17 92 18 385 18 701 16 4167 18 Total Days Lost By Resource 6197 100 10061 100 751 100 2159 100 4350 100 23518 100 Total Work Days Available From : 1 December 2024 - 31 December 2024 Total WDL % Total WDL % Total WDL % Total WDL % Total WDL % Musculoskeletal 1493 28 1378 14 44 7 457 27 907 21 4279 20 Psychological 1337 25 3484 36 216 32 470 28 1573 37 7080 33 Stomach, Bowel, Blood, Metabolic Disorders 720 14 902 9 50 7 179 11 453 11 2304 11 Respiratory 697 13 2017 21 283 42 270 16 735 17 4002 19 Other Classification 1030 20 1904 20 83 12 317 19 561 13 3895 18 Total Days Lost By Resource 5277 100 9685 100 676 100 1693 100 4229 100 21560 100 Total Work Days Available Finance and Corporate Housing and Technical Resources 142214 74003 145960 16124 71394 15524 27382 Finance and Corporate 28649 49570 Appendix 8 Attendance Monitoring Absence Classification Reasons Community and Enterprise Resources Social Work Resources Total WDL By Reason 49707 Education Resources Percentage Housing and Technical Resources Education Resources Reasons Community and Enterprise Resources Social Work Resources Total WDL By Reason Percentage 19
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Appendix 9 Teachers Others 111 37 64 26 84 155 88 52 96 10 58 102 Oct-Dec 2024 Oct-Dec 2025 Oct-Dec 2024 Oct-Dec 2025 Oct-Dec 2024 Oct-Dec 2025 108 128 105 109 0 0 78 71 264 242 0 2 111 91 23 26 0 0 18 17 24 48 0 1 54 57 128 107 Social Work 3 1 128 131 544 532 Not Disclosed 5 9 497 495 Total 8 13 Reason Oct-Dec 2024 Oct-Dec 2025 Work Stress 33 25 Addicition 2 1 Personal 12 31 Anxiety/Depression 119 114 Bereavement 21 4 Total 187 175 Analysis of Counselling Referrals by Cause Total Finance and Corporate Housing and Technical Housing and Technical Social Work Social Work Total Community and Enterprise Community and Enterprise Education (Teachers) Education Education (Others) Finance and Corporate Total (Oct-Dec 2024) 406 No of Employees Referred For Physiotherapy No of Employees Referred To Employee Support Officer No of Employees Referred For Cognitive Behavioural Therapy Resource Resource Total (Oct-Dec 2025) 477 Education Finance and Corporate Housing & Technical Social Work Totals Finance and Corporate Education Community and Enterprise Resource Housing and Technical Occupational Health Reports From: 1 October 2025 - 31 December 2025 comparison with 1 October 2024 - 31 December 2024 Medical Referrals Community and Enterprise 20
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Oct-Dec 2024 Oct-Dec 2025 Oct-Dec 2024 Oct-Dec 2025 Oct-Dec 2024 Oct-Dec 2025 Oct-Dec 2024 Oct-Dec 2025 Oct-Dec 2024 Oct-Dec 2025 Oct-Dec 2024 Oct-Dec 2025 Specified Injury 0 0 0 0 0 0 0 0 0 0 0 0 Specified Injury (Violence) 0 0 0 0 0 0 0 0 0 0 0 0 Total Specified Injury* 0 0 0 0 0 0 0 0 0 0 0 0 Over 7 Day 5 3 1 0 0 0 2 0 3 0 11 3 Over 7 Day (Violence) 0 0 2 0 0 0 0 0 0 0 2 0 Total Over 7 Day** 5 3 3 0 0 0 2 0 3 0 13 3 Over 3 Day 0 0 0 0 0 0 0 0 0 0 0 0 Over 3 Day (Violence) 0 0 0 0 0 0 0 0 0 0 0 0 Total Over 3 Day** 0 0 0 0 0 0 0 0 0 0 0 0 Minor Injury 17 17 31 68 0 0 5 6 17 24 70 115 Near Miss 1 5 6 23 0 0 1 0 1 8 9 36 Violence (Physical) 11 14 201 403 0 0 0 0 14 14 226 431 Violence (Verbal) 2 3 26 37 0 0 2 2 9 8 39 50 Total Minor*** 31 39 264 531 0 0 8 8 41 54 344 632 Total Finalised 36 42 267 531 0 0 10 8 44 54 357 635 Accident 0 0 0 0 0 0 0 0 0 0 0 0 Incident 0 0 0 0 0 0 0 0 0 0 0 0 Violence (Physical) 0 0 0 0 0 0 0 0 0 0 0 0 Violence (Verbal) 0 0 0 0 0 0 0 0 0 0 0 0 Near Miss 0 0 0 0 0 0 0 0 0 0 0 0 Total to be investigated**** 0 0 0 0 0 0 0 0 0 0 0 0 Total Events/Month 36 42 267 531 0 0 10 8 44 54 357 635 ****In process relates to records not yet investigated/defined by managers *Specified Injury is any fracture (other than fingers/toes), amputation, loss or sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE Appendix 10 Analysis of Accidents / Incidents From: 1 October 2025 - 31 December 2025 comparison with 1 October 2024 - 31 December 2024 Accidents by Month of Occurrence Community and Enterprise Education Finance and Corporate Housing & Tech Social Work TOTAL **Over 3 Day /Over 7 Day absence relates to events outwith the specified injury category that resulted in an absence or inability to do normal work for more than 3/7 days (not including day of injury) ***A minor injury is an injury not covered by Over 7 day, Over 3 day or Specified 21
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APT&C Manual / Craft Teachers Total APT&C Manual / Craft Teachers Total Community and Enterprise 1 26 N/A 27 0 0 N/A 0 1 26 N/A 27 9 3 15 44% 27.44 Education 3 0 5 8 0 0 0 0 3 0 5 8 1 1 6 25% 8 Finance and Corporate 1 0 N/A 1 0 0 N/A 0 1 0 N/A 1 0 0 1 0% 1 Housing and Technical 3 5 N/A 8 0 0 N/A 0 3 5 N/A 8 4 2 2 50% 8 Social Work 5 12 N/A 17 2 1 N/A 3 3 11 N/A 14 3 8 6 65% 17 Total (Oct-Dec 2025) 13 43 5 61 2 1 0 3 11 42 5 58 17 14 30 49% 61 Total (Oct-Dec 2024) 17 44 2 63 1 6 0 7 16 38 2 56 7 29 27 57% 63 APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total Total (Oct-Dec 2025) 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 1 Total (Oct-Dec 2024) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 *Resources nil responses are not included in figures Appeal's Panel From: 1 October - 31 December 2025 Appeal's Panel Total 00 Appendix 11 Outcome of Appeals Not Upheld From: 1 October 2025 - 31 December 2025 comparison with 1 October 2024 - 31 December 2024 Appeals pending to date Record of Disciplinary Hearings No of weeks to convene Disciplinary Hearing Total 3 % Held within 6 Weeks No of Appeals No Action APT&C 4-6 6+3Teachers Total No of Disciplinary Hearings Upheld APT&C Upheld in Part Teachers Resource Resource Action Taken Upheld Upheld in Part Manual/ Craft Outcome of Disciplinary Hearings Manual/ Craft 2 Withdrawn 00 Not Upheld Total Appeals Pending 22
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Appendix 12a Record of Grievances From: 1 October 2025 - 31 December 2025 comparison with 1 October 2024 - 31 December 2024 Grievances No of Grievances No Resolved at Stage 1 No Resolved at Stage 2 No Resolved at Stage 3 Still in Process Total (Oct-Dec 2025) 8 0 1 0 7 Total (Oct-Dec 2024) 7 2 5 0 0 Dignity at Work From: 1 October 2025 - 31 December 2025 comparison with 1 October 2024 - 31 December 2024 Dignity at Work No of Incidents No Resolved at Informal Stage No Resolved at Formal Stage No of Appeals Appeals in Process Still in Process Total (Oct-Dec 2025) 11 0 0 0 0 11 Total (Oct-Dec 2024) 6 0 4 0 0 2 23
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Referrals for Workplace Mediation As at December 2025 Workplace Mediation Oct-25 Nov-25 Dec-25 No of Referrals 0 0 1 *No of Successful Cases 0 0 0 *No of Unsuccessful Cases 0 0 0 No of cases unsuitable for mediation 0 0 0 Workplace Mediation Oct-24 Nov-24 Dec-24 No of Referrals 1 0 0 *No of Successful Cases 0 0 0 *No of Unsuccessful Cases 0 0 0 No of cases unsuitable for mediation 0 1 0 *successful/unsuccessful case outcomes may be shown outwith the month they were referred. Appendix 12b 24
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Appendix 13 From 1 October 2025 - 31 December 2025 Reason for leaving Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Total % Career Advancement 6 18 3 4 5 36 33% Personal Reasons 2 12 0 1 3 18 16% Moving outwith area 2 0 0 0 6 8 7% Child Caring / Caring Responsibilities 4 1 0 0 1 6 5% Disatisfaction with terms and conditions 1 1 0 0 0 2 2% Travelling difficulties 0 0 0 1 0 1 1% Poor relationship with managers / colleagues 0 0 0 0 0 0 0% Further Education 0 0 0 0 0 0 0% Other 11 13 5 4 6 39 35% Total no. of leavers per Resource eligible for an exit interview 26 45 8 10 21 110 Number of exit interviews conducted 3 11 1 2 7 24 % of leavers interviewed 12% 24% 13% 20% 33% 22% From 1 October 2024 - 31 December 2024 Total no. of leavers per Resource eligible for an exit interview 34 54 6 19 29 142 Number of exit interviews conducted 8 14 2 5 8 37 % of leavers interviewed 24% 26% 33% 26% 28% 26% * Note these totals include temporary employees Analysis of leavers and exit interviews 25
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Resource Total F/T P/T F/T P/T Total Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Community & Enterprise Resources 3363 1237 343 244 1539 2430.44 5.00 1672.59 414.51 270.11 48.63 17.60 0.00 2.00 0.00 Education - Others 3157 94 85 559 2419 2416.45 6.00 1160.79 1056.21 131.47 49.40 11.00 0.00 1.58 0.00 Education - Teachers 4139 672 126 2136 1205 3543.83 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3543.83 Finance & Corporate Resources 815 186 19 370 240 730.87 8.00 80.84 346.12 216.80 56.11 23.00 0.00 0.00 0.00 Housing & Technical 1407 779 115 362 151 1303.30 3.00 209.36 686.94 361.02 32.29 9.00 0.00 1.69 0.00 Social Work Resources 2793 191 233 958 1411 2390.91 3.00 324.89 1458.28 479.06 92.08 32.60 0.00 1.00 0.00 9271.97 (excluding Teachers) Total All Staff 15674 3159 921 4629 6965 12815.80 25.00 3448.47 3962.06 1458.46 278.51 93.20 0.00 6.27 3543.83 Resource Total F/T P/T F/T P/T Total Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Community & Enterprise Resources 3358 1243 338 242 1535 2429.25 5.00 1680.29 411.70 263.72 48.94 17.60 0.00 2.00 0.00 Education - Others 3100 97 81 561 2361 2391.81 6.00 1155.43 1038.62 129.78 49.40 11.00 0.00 1.58 0.00 Education - Teachers 4043 673 111 2143 1116 3542.61 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3542.61 Finance & Corporate Resources 810 182 23 364 241 722.80 8.00 87.21 333.36 216.12 56.11 22.00 0.00 0.00 0.00 Housing & Technical 1384 763 116 351 154 1277.13 3.00 208.85 668.54 352.76 33.29 9.00 0.00 1.69 0.00 Social Work Resources 2752 192 228 942 1390 2361.61 3.00 315.94 1442.62 472.16 94.29 32.60 0.00 1.00 0.00 9182.60 (excluding Teachers) Total All Staff 15447 3150 897 4603 6797 12725.21 25.00 3447.72 3894.84 1434.54 282.03 92.20 0.00 6.27 3542.61 Appendix 15 Quarterly Joint Staffing Watch Return : Number Employed On 13 December 2025 Analysis by Resource Total Number of Employees Full-Time Equivalent Male Female Salary Band Quarterly Joint Staffing Watch Return : Number Employed On 13 September 2025 Analysis by Resource Total Number of Employees Full-Time Equivalent Male Female Salary Band 27
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Report Agenda Item Report to: Employee, Equalities, Diversity and Inclusion Forum Date of Meeting: 4 March 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Finance and Corporate Resources – Workforce Monitoring – 1 October to 31 December 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 October to 31 December 2025 relating to Finance and Corporate Resources [1purpose] 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for 1 October to 31 December 2025 relating to Finance and Corporate Resources be noted:- attendance statistics occupational health accident/incident statistics discipline, grievance and Dignity at Work cases analysis of leavers and exit interviews Staffing watch as at 13 December 2025 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to the Employee, Equalities, Diversity and Inclusion Forum. This report for Finance and Corporate Resources provides information on the position for 1 October to 31 December 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of December 2025 for Finance and Corporate Resources. The Resource absence figure for December 2025 was 4.7%, this figure has increased by 0.2% when compared to the previous month and is 2.8% lower than the Council-wide figure. Compared to December 2024, the Resource absence figure has increased by 0.3%. Based on the absence figures at December 2025 and annual trends, the annual average absence for the Resource for 2025/2026 is 3.6% compared to a Council- wide average figure of 6.1%. 5 29
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Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health overall, 75 referrals were made this period. This represents an increase of 19 when compared with the same period last year. 4.3. Accident/Incident Statistics There was no accident/incident recorded within the Resource this period. This remained the same when compared with the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 1 disciplinary hearing was heard by the Resource. This remained the same when compared with the same period last year. No appeal was heard by the Resource, and no appeals were pending. No Grievance or Dignity at Work complaints were raised within the Resource during the period, these figures are unchanged when compared with the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were 8 leavers this period who were eligible for an exit interview. This figure has increased by 2, when compared with the same period last year. One exit interview was conducted in this period, this figure has decreased by 1 when compared to the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been an increase of 5 employee in post from 13 September 2025 to 13 December 2025. 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. 30
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Jackie Taylor Executive Director (Finance and Corporate Resources) 30 January 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Employee, Equalities, Diversity and Inclusion Forum – 5 November 2025 List of Background Papers Monitoring information provided by Finance and Corporate Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Eileen McPake, HR Business Manager Ext: 4647 (Tel: 01698 454647) E-mail: Eileen.McPake@southlanarkshire.gov.uk 31
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 3.6 2.8 3.0 April 0.0 0.0 0.0 April 3.6 2.8 3.0 April 5.1 5.2 5.7 May 3.9 3.2 2.7 May 0.0 0.0 0.0 May 3.9 3.2 2.7 May 5.1 5.3 5.6 June 4.2 3.2 2.9 June 0.0 0.0 0.0 June 4.2 3.2 2.9 June 4.7 5.2 5.4 July 3.5 3.5 3.0 July 0.0 0.0 0.0 July 3.5 3.5 3.0 July 3.8 4.1 4.3 August 3.8 2.6 4.0 August 0.0 0.0 0.0 August 3.8 2.6 4.0 August 4.1 4.7 4.7 September 3.9 3.2 4.0 September 0.0 0.0 0.0 September 3.9 3.2 4.0 September 5.3 6.1 6.1 October 3.2 3.2 3.9 October 0.0 0.0 0.0 October 3.2 3.2 3.9 October 5.1 6.0 6.2 November 3.5 4.6 4.5 November 0.0 0.0 0.0 November 3.5 4.6 4.5 November 6.2 6.9 7.0 December 3.3 4.4 4.7 December 0.0 0.0 0.0 December 3.3 4.4 4.7 December 6.6 7.0 7.5 January 2.8 3.7 January 0.0 0.0 January 2.8 3.7 January 6.1 6.7 February 3.5 3.5 February 0.0 0.0 February 3.5 3.5 February 6.4 7.0 March 2.6 3.7 March 0.0 0.0 March 2.6 3.7 March 6.3 6.8 Annual Average 3.5 3.5 3.6 Annual Average 0.0 0.0 0.0 Annual Average 3.5 3.5 3.6 Annual Average 5.4 5.9 6.1 Average Apr-Dec 3.7 3.4 3.6 Average Apr-Dec 0.0 0.0 0.0 Average Apr-Dec 3.7 3.4 3.6 Average Apr-Dec 5.1 5.6 5.8 815 0 815 15695 Appendix 1 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Finance and Corporate Resources No of Employees at 31 December 2025 No of Employees at 31 December 2025 APT&C Council WideManual Workers No of Employees at 31 December 2025 Resource Total No of Employees at 31 December 2025 32
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Oct - Dec Oct - Dec 2024 2025 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 23 26 TOTAL 56 75 Oct - Dec Oct - Dec 2024 2025 Total Accidents/Incidents 0 0 Oct - Dec Oct - Dec 2024 2025 Total Number of Hearings 1 1 Time Taken to Convene Hearing October - Oct to Dec 2025 0-3 Weeks 4-6 Weeks Over 6 Weeks 0 0 1 Oct - Dec Oct - Dec 2024 2025 Number of Grievances 0 0 Oct - Dec Oct - Dec 2024 2025 Number of Incidents 0 0 ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different Appendix 2 FINANCE AND CORPORATE RESOURCES 10 26 5 6 18 17 CAUSE OF ACCIDENTS/INCIDENTS *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. RECORD OF DIGNITY AT WORK ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7- day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS 33
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Oct - Dec Oct - Dec 2024 2025 Career Advancement 2 3 Other 4 5 Total Number of Leavers Eligible for Exit Interview 6 8 Number of Exit Interviews conducted 2 1 Percentage of interviews conducted 33% 13% ANALYSIS OF REASONS FOR LEAVING Appendix 2a FINANCE AND CORPORATE RESOURCES 34
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As at 13 December 2025 Total Number of Employees F/T P/T F/T P/T 186 19 370 240 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 8.00 80.84 346.12 216.80 56.11 23.00 0.00 0.00 0.00 730.87 As at 13 September 2025 Total Number of Employees F/T P/T F/T P/T 182 23 364 241 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 8.00 87.21 333.36 216.12 56.11 22.00 0.00 0.00 0.00 722.80 Appendix 3 JOINT STAFFING WATCH RETURN FINANCE AND CORPORATE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 815 MALE FEMALE TOTAL *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 810 35
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Report Agenda Item Report to: Employee, Equalities, Diversity and Inclusion Forum Date of Meeting: 4 March 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Annual Report on Mainstreaming Equalities and Diversity – Finance and Corporate Resources 1. Purpose of Report 1.1. The purpose of the report is to:- advise the Forum of the strategic and operational work being undertaken by Finance and Corporate Resource to meet the commitments within ‘South Lanarkshire Working for You’ Mainstreaming Equalities Report 2025 to 2029 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- (1) that the content of the report be noted; and (2) that the work being undertaken by Finance and Corporate Resources in terms of mainstreaming equalities be noted. 3. Background 3.1. The Executive Director (Finance and Corporate Resources) is responsible for developing strategies to meet the Council’s statutory duties and commitments on equality and diversity, both within the Resource and Council wide. This is in the Council’s role both as an employer and as a provider of services. 3.2. The Public Sector Specific Duties outline the key responsibilities for public bodies and include statutory requirements to report against equality outcomes and to continue to evidence that decisions relating to policy and practice are properly assessed against the general duties which are to:- eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act; advance equality of opportunity between people who share a protected characteristic and those who do not; and foster good relations between people who share a protected characteristic and those who do not. 3.3. The first four-year cycle for the Public Sector Equality Duties (PSED) ended in April 2017. The Scottish Government committed to reviewing the PSED-specific duties and began work on this in 2018. However, work on this review was disrupted by the COVID-19 pandemic, requiring resources to be diverted. The intention was for revised regulations to be introduced in late 2022 and come into force by end of April 2025. However, the changes are still to take place, with further actions detailed in paragraph 3.4. 6 37
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3.4. The Scottish Parliament Equalities, Human Rights and Civil Justice Committee agreed at its meeting on 17 December 2024 to undertake an inquiry on the operation of the PSED in Scotland. The Committee agreed to explore whether the Scottish Government's proposed reforms will improve the delivery of the general duty. More specifically, the Committee agreed to focus on the following themes:- the extent to which the Scottish-specific duties are delivering on the aims of the general duty and improving outcomes for people with protected characteristics; the extent to which public authorities understand the terms of the aims of the general duty and the requirements of the Scottish-specific duties; whether the proposed reforms will assist public authorities in embedding an equalities focus; why the Scottish Government's original proposals have been changed; and how effective the Equality and Human Rights Commission is at regulating public authorities’ performance against the PSED. To inform the inquiry, the Committee launched a call for views on 7 February 2025 closing on 28 February 2025. The Committee received 51 submissions. In the report The Operation of the Public Sector Equality Duty in Scotland (30 September 2025), drawing on the evidence it received, the Committee reflects on the key themes it set out at the outset of this inquiry and makes recommendations for how it considers the PSED in Scotland could be delivered more effectively to improve outcomes for people with protected characteristics. The report into the Operation of the Public Sector Equality Duty in Scotland can be found here. 3.5. The report laid out a series of conclusions. A complete list is included in Appendix 1. Key recommendations are:- there is concern that PSED is not being adequately resourced and is treated as an add-on rather than a key priority the committee urges the Scottish Government to provide leadership to the sector public authorities cannot exist in paralysis awaiting new guidance while outcomes for those with protected characteristics decline 4. Supporting Equalities 4.1. Finance and Corporate Resources is responsible for the co-ordination and implementation of equality and diversity legislation, good practice, and advancing equality for all. 4.2. Officers from the Resource provide both lead and support roles for several equalities related working groups, networks and forums including:- the corporate Equality and Diversity Working Group and any of its short life groups, for example, Integrated Impact Assessments (IIA). Following its conclusion, the Council began to deliver IIAs in October 2024 the network of Resource Diversity Liaison Officers, who monitor recruitment and provide advice to managers on equality issues in employment and the employee forums the co-ordination of the Employee Network – Caring, Disability, Ethnicity and LGBT Matters Seniors Together in South Lanarkshire and the Older People’s Assembly 38
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5. Mainstreaming Equalities 5.1. The Council meets its statutory duties by ensuring that equality and diversity matters are effectively mainstreamed and built into strategic planning and performance monitoring. The Council’s Equality and Diversity Strategy indicates this can be supported by undertaking IIAs, which have been in place since mid-October 2024 and include the requirements to consider a range of duties including:- Equality Act 2010 protected characteristics Socio-Economic – Fairer Scotland Duty Human Rights Children and Young People’s Rights Armed Forces Duty Consumer Duty Sustainability Each Resource is required to identify how equalities will be mainstreamed and to evidence a commitment to mainstreaming equalities in Resource/Service Plans. This can be evidenced through Resources having equalities as a standing item on the agenda of Resource/Senior Management Team meetings and Joint Consultative Committees (JCCs). It is further evidenced through annual reporting to this Forum and in the updates Resources provided as part of the 2025 mainstreaming equalities progress report. 5.2. The latest equalities mainstreaming progress report was published on the Council website in April 2025. 5.3. Whilst leading on the mainstreaming framework for the Council, the Resource has also made mainstreaming equalities progress within the service areas noted below. 6. Mainstreaming Equalities Progress 6.1. Administration and Legal Services - In addition to its support to elected members and the Council’s decision-making processes, Administration and Legal Services has responsibility for providing a full range of legal advice and support to the Council’s Resources and Services, including on information governance matters, managing electoral events and licensing, and the administration of licensing and registration services to the public. The service is also leading on IIAs. Specific actions relating to electoral activities are shown below. Under the Equality Act 2010, Returning Officers (RO) have a duty to anticipate the needs of disabled voters and make reasonable adjustments to remove substantial disadvantage for those voters. This means they must take steps to understand and anticipate, on an ongoing basis, the needs of disabled voters – with different types of disability, support and access requirements within their area so that they can make informed decisions about how best to meet these needs by making reasonable adjustments, including providing appropriate equipment and support. This includes the selection of polling venues to ensure accessibility. In advance of the May 2026 elections and following feedback from voters and staff at the recent Hamilton, Larkhall and Stonehouse by-election, there are a number of ongoing initiatives within the Elections Office to improve voter accessibility for disabled voters, and to ensure compliance with the updated guidance. This includes developing the external webpage to provide better information to disabled voters in advance of their attendance at a polling place and reviewing staff training to ensure:- 39
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that barriers faced by disabled voters are understood ensuring staff in polling places know how to use the equipment supplied for disabled voters how to proactively identify if someone may need assistance i.e. those with non- visible disabilities or those who are clinically vulnerable to support the Council’s commitment to accessibility and inclusivity during the election period, a British Sign Language (BSL) interpreter will be booked to attend in person both the pre- and post-nomination candidate and agent briefing sessions recordings of these BSL interpretations will be available for future reference. This will help ensure that information is accessible to all prospective candidates and agents, promote equal participation in the democratic process and demonstrate good practice in meeting the diverse needs of our communities A review of the Council’s BSL videos on elections has also been undertaken, to ensure the content remains fit for purpose. This review was undertaken in conjunction with colleagues in the Council’s equality team. Engagement will continue with this team in the run up to the election to ensure that any other needs of disabled voters are considered. 6.2. Dialogue is ongoing on a national level, managed by the Electoral Management Board for Scotland, to develop additional accessibility support for voters. This includes a tactile overlay which will provide braille and embossed numbering for ballot papers, allowing visually impaired voters to vote independently with more confidence. The overlay has been trialled successfully by visually impaired users and refined based on their feedback. A national telephone support line is also proposed which will provide audio files for each ballot paper and constituency, with a dedicated public awareness campaign to promote it, once developed. 6.3. The Benefits and Revenue Team continues to provide support to South Lanarkshire residents, including payment of clothing grants and free school meals (FSM), some changes in relation to this include:- extending the clothing grant and FSM Support to include nursery-aged children (age 3+) in South Lanarkshire eligibility is expanded to include Primary 6 and Primary 7 pupils who receive the Scottish Child Payment - Scottish Government Change effective from February 2025 South Lanarkshire has been selected as a pilot local authority for free school meals for S1 to S3 pupils in receipt of Scottish Child Payment. The Pilot schools are Calderglen High, Larkhall Academy, Lesmahagow High, and Trinity High. 6.4. Money Matters Advice Service (MMAS) continues to play a vital role in helping the Council meet its equality, socio-economic and human-rights duties. The service works daily with residents most affected by poverty and inequality - including disabled people, older adults, lone parents, minority ethnic communities and families with children - and provides accessible welfare rights, money advice, energy advice and crisis support. This directly supports the Fairer Scotland Duty by increasing household incomes, preventing crisis and reducing inequalities of outcome. MMAS also contributes to wider duties around children and young people’s rights, the Armed Forces Covenant and basic human rights by ensuring residents can access essential support quickly and fairly. 40
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Over the past year the Service has delivered strong results, securing significant financial gains for residents and expanding its energy and fuel-poverty work. MMAS was recognised nationally as a Fuel Poverty Hero at this year’s Energy Action Scotland conference - Scotland’s leading fuel-poverty event. Looking ahead, the Service will continue to modernise, improve accessibility, develop early-intervention pathways and enhance its use of data and insight. This will ensure MMAS continues to support the Council in meeting its equality, consumer and sustainability duties while delivering fair and protective outcomes for those most at risk. 6.5. Communications and Strategy Services promote the Council’s commitment to equality and diversity externally and internally, providing access to information on Council services, overseeing the co-ordination of Resource and Service Planning, and taking a lead role in promoting the work of the Council through the media, the design of publicity material, and the development of the Council website. This is a vital area of equality and diversity work. The Council’s commitment to equality must be communicated effectively both to employees and members of the community. The Community Participation and Empowerment team engages with communities and citizens to ensure all groups are involved in how our services are shaped for the future. Some examples of its contribution to the Equality and Diversity Strategy in the last year include:- a continued approach to improving the accessibility of the Council’s website and complying with new legislation and industry accessibility standards. The website has an application which reads out text, and the service develops new forms and content with the customer in mind, and accessibility is tested early with members of the community, including those with disabilities approval of the funding for the development of a new website in late 2025 allows for the use of more accessible software functions when the new site is developed in 2026 digital office accessibility audit on the existing website concluded in 2025 the Council website renewed its contract for ‘Recite Me’, a website tool that offers a range of on-demand accessibility solutions to ensure that the website is user- friendly for people with disabilities and language support, through customisable options the Research and Improvement team carried out work to ensure the Council’s performance reporting is accessible by creating a dashboard which illustrates performance figures using a graphical approach to appeal to a wider group of people the Community Participation Team continued to help groups with community activities in areas of deprivation, mostly for children, young people and family activities to promote community cohesiveness and inclusion the Community Participation Team helped provide budget engagement for the Lived Experience Advisory Panel (LEAP) service users by assisting people with sight loss to take part in the 2025/2026 budget consultation by reading out the budget survey and recording responses the Community Participation Team coordinated access to free period products across all communities. the Community Participation Team manages the ‘Can Do Fund,’ which included applications for disabled exercise groups the Community Engagement Team continue to facilitate neighbourhood planning activity. Targeted community engagement and capacity building support ensure that residents living in some of the Council’s most disadvantaged areas have a voice. Residents are central in identifying and addressing locally perceived priorities, including the delivery of neighbourhood plans. Place-based participatory budgeting funds are aligned to the delivery of neighbourhood plans, 41
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promoting participatory democracy. Residents are involved in developing community led projects, setting priorities and the allocation of these funds through public vote. 6.6. Customer Services Centre – a Customer Engagement Review Group was established in 2024 to review the Council’s approach to delivering customer services. A Customer Experience Strategy is being drafted, and new technology solutions are being considered for delivering improvements to customer services. The Customer Services Centre remains the primary point of contact for all South Lanarkshire residents, with initial contact typically via telephone, email, or online forms. These digital options enable residents to interact with the Council 24/7, which is particularly helpful for those unable to reach us during office hours. 6.7. Finance Services – conducted the annual budget consultation exercise to engage with a wide variety of community members and representative groups. As part of the United Nation Convention on the Rights of Children (UNCRC) incorporation requirements, the Council took steps to include the voices of children and young people in the Council 2026/2027 budget setting process, this activity was led by colleagues in education resources. 6.8. IT Services Contribution to Mainstreaming Equalities Information Technology Services provide a critical support function to all Resources of the Council as the single provider of information and communications technology. The IT Service plays a pivotal role in embedding equality and inclusion across all aspects of digital transformation within the Council. By ensuring that technology is accessible, secure, and designed for everyone, IT underpins the delivery of fair and inclusive public services. Accessible Digital Platforms - Our IT team ensures that Council websites, applications, and online services comply with recognised accessibility standards such as Web Content Accessibility Guidelines (WCAG). This includes supporting assistive technologies, providing multilingual options, and applying inclusive design principles so that citizens with disabilities or language barriers can access services without disadvantage Digital Inclusion - The IT Service actively supports initiatives to reduce digital exclusion, including community connectivity projects, device loan schemes, and digital skills training. These programmes help ensure that vulnerable groups have equitable access to online services and opportunities, reinforcing our commitment to inclusion Security and Privacy - Equal access also means equal protection. IT safeguards personal data through strong cybersecurity measures and compliance with General Data Protection Regulation (GDPR), ensuring that all service users can trust the Council’s digital platforms 6.9. Personnel Services The service facilitates the partnership working agreement with the trade unions to ensure there is fair and equitable representation of all employee groups. This includes Trade Union representation at individual, service and Resource level. The Trade unions are actively involved in all personnel service policy development and reviews. The Council’s employment strategies and approach to joint working are consistently recognised externally. 42
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the Maximising Attendance Policy has been reviewed, and the policy wording and guidance have been updated to ensure they reflect the full range of supports available to employees and particularly to reflect tailored adjustments put in place for disabled employees the Local Government Benchmarking Framework is used by local authorities to compare performance against an agreed set of indicators. In terms of equalities for 2024/2025, the Council reported a gender pay gap of 1.5%, in line with the Scottish average and that 62.0% of Council employees are women compared to a Scottish average of 60.0% in addition, South Lanarkshire Council is committed to providing support to members of the armed forces, veterans and their families, which is set out in the Armed Forces Community Covenant. During 2025 the Council achieved the Gold Award for the Defence Employer Recognition Scheme a review of the recruitment equalities monitoring information, recruitment training for hiring managers and the Council’s advertising arrangements is currently being undertaken in line with the commitments made in the Employee, Equalities, Diversity and Inclusion (EEDI ) Forum action plan. The findings of this review will be reported to the EEDI Forum in the first quarter of 2026 6.10. Vocational Development Team When recruiting for the Modern Apprenticeship (MA) programme, ‘Positive about Disability’ messages are in all adverts, diverse images are used on marketing materials, and there is an increased use of social media to promote vacancies. Vacancies are shared with all South Lanarkshire schools, including those with Additional Support Needs (ASN) bases, as well as across the Equality Forums and Council Resources. Any participants who are looked after care leavers are tracked to ensure a positive destination following the MA programme. Identified care leavers are also guaranteed an interview. The team continue to work in close partnership with colleagues in Education Resource to promote and support young people from a variety of school programmes and backgrounds and see continued success with care leavers and Foundation Apprentices progressing to various options within the MA programme. The Council reported the following data in relation to MA activity participants from protected groups:- Table 1 2024/2025 Q1 figs In training Council new starts for the year National figure – new starts BME 1.5% 2.5% 5.7% Care leaver/ experienced 4.6% 2.5% 2.6% MAs who noted a disability 9.2% 2.5% 16.7% 2024/2025 Q2 figs In training Council new starts for the year National figure – new starts BME 1.1% 3.4% 6.2% Care leaver/ experienced 6.7% 6.9% 2.6% MAs who noted a disability 10.7% 10.3% 17.1% It is worth noting there was a great deal less recruitment of new apprentices to the Council completed in 2024/2025 and in quarter 1 of 2025/2026, compared to previous 43
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years – this is mainly due to Resource budgets. Resources must have budget in place to allow them to recruit new apprentices. In 2025/2026 as of date of writing, MA starts have been mainly used for existing staff, already in post, except for 13 craft apprentices and 6 Housing Assistant Apprentices which were advertised and recruited to in July and August of last year. Q2 statistics show an improving figure an improvement from Q1 but is still below the national average with the exception of care leavers. 7. Communication and Support 7.1. The Employee Network’s aim is to raise awareness of the Council’s equality commitment to employees. Each of the four themes within the network can be attended by any employee. The Network is there to not only provide support to individuals but also to influence the work of the Council, shaping policies and practice. 8. Partnerships 8.1. The Resource supports several partnerships including: - 8.1.2. Seniors Together is a partnership project working with South Lanarkshire Council to deliver Scotland’s first Age Friendly Community. It is a network of organisations providing a collective voice for older people to help them achieve an improved society in older age. Some of the successes of Seniors Together include:- ongoing consultation with Older People through the delivery of the South Lanarkshire Older Peoples Assembly. Three have been delivered in 2025 providing updates on the development of Age Friendly South Lanarkshire by the Leader of the Council delegates at the Assembly are also provided with important information in their local place and can speak in confidence to professionals from services such as Money Matters, Trading Standards and Energy Companies the Older People’s Assembly is chaired by the Older People’s Champion and input is provided by the Chairperson and vice-chairpersons of the Seniors Together Project international Day of Older People takes place on 1 October each year. Seniors Together took the lead in South Lanarkshire by publicising the International Day to key stakeholders and launching the day by installing a new publicity banner at Council Headquarters, with publicity arranged with the Older People’s champion an outreach event was held at Waverley Court Sheltered Housing complex so that more vulnerable older people could access some of the information and activities generally available for those delegates that attend Older People’s Assemblies. This event was supported by South Lanarkshire Leisure and Culture a living Well in Later Life Conference was held on 22 October in The Townhouse in Hamilton and aimed at Older People and professionals. Seniors Together delivered this with their partners from South Lanarkshire Leisure and Culture keynote speakers included Professor Alan Gow from Heriot Watt University who provided an input called ‘Brain Roulette’. This input encouraged delegates to think about Healthy Brains and to understand how to stay sharp and keep well as they age focus groups and consultation: The Seniors Together Chairperson is now a member of the Community Planning Partnership Board and is working alongside officers to develop an Action Plan to deliver Age Friendly South Lanarkshire. She provides a voice for older people in this forum a series of focus groups were held with older people to look at Checklists developed by the World Health Organisation that are used as measures to identify if a neighbourhood or place can be assessed as Age Friendly 44
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8.1.3. South Lanarkshire Community Planning Partnership - The Council and its partners have a statutory duty under the Community Empowerment (Scotland) Act 2015 to reduce socio economic inequalities, delivered through the Community Plan 2022 to 2032, which aims to tackle poverty, deprivation and inequality while improving residents’ lives and prospects. The Plan promotes meaningful community involvement through locality Community Partnerships, Neighbourhood Planning groups, Age Friendly work with Seniors Together, and youth led climate and nature initiatives. Its three ambitions focus on investing in people, improving collective learning and practice, and placing sustainability and local areas at the centre of decision making. The Plan is supported by statutory partnerships covering Children’s Services, Community Learning and Development, and Health and Social Care, each working collaboratively to improve outcomes and wellbeing across the area. 8.1.4. Community Led Community Partnerships have been established across all four localities — Cambuslang/Rutherglen, Clydesdale, East Kilbride and Strathaven, and Hamilton (including Blantyre, Bothwell, Larkhall, Stonehouse, and Uddingston) — to act as community-led intermediaries between local groups and the Community Planning Partnership Board. Led by local volunteers and supported by the Community Engagement Team and partner services, these Partnerships identify local priorities, report quarterly to the Leadership Board, and contribute directly to decision-making. In 2025, extensive engagement involving over 250 people helped highlight common local inequalities, with members working alongside the Community Development Officer and Council services to address issues and develop solutions. All reports and further information are available on the Community Planning website Community Partnerships. 8.1.5. Neighbourhood Planning Stakeholder Groups Neighbourhood Planning, established in 2017, targets inequalities in ten priority areas across South Lanarkshire by enabling local communities—supported by the Community Engagement Team and partner organisations—to identify needs and set their own priorities through locally developed plans. Alongside this, the Area is progressing Age Friendly South Lanarkshire, delivered with Seniors Together and the Health and Social Care Partnership, to embed Work Health Organisation (WHO) Age Friendly standards and ensure services better support an ageing population, including through a 2025 workshop involving older residents and partners. Young people are also supported to influence local action on climate and nature, with the South Lanarkshire Youth Council and Schools Youth Forum meeting annually with the Community Planning Leadership Board, most recently in October 2025, highlighting priorities such as community litter picks and improved youth engagement. Additionally, South Lanarkshire is one of three council areas piloting the Marmot Place Programme, working with Public Health Scotland and the Institute of Health Equity to reduce health inequalities, with a focus on giving every child the best start in life and addressing child poverty. Further information can be found on the following websites: Community Planning; Community Matters; Age Friendly South Lanarkshire; Marmot Place Planning. 9. British Sign Language Activities 9.1. Supporting the Council meets the actions in the BSL Plan, the Public Sector Equality Duty, and to ensure accessibility for everyone is maximised, BSL content on key Council services and community information continues to be included on the external website which is available at www.southlanarkshire.gov.uk/BSL. 9.2. BSL content on the Council website can be accessed from a BSL ‘button’ that is on each page of the website. It is use and positioning was discussed and agreed with the BSL Lanarkshire Steering Group. 45
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9.3. The Lanarkshire BSL Plan is available on the Council website. This was produced in partnership with the BSL Steering Group, who are:- North Lanarkshire Council NHS Lanarkshire 10. Gaelic Language Activities 10.1. South Lanarkshire Council continues to work with Bord na Gaelic. 11. Performance Measurement 11.1. Improvements to capture equalities related data on service provision are ongoing and the use of technology for consultation is driving these changes forward. Some of the progress in the past year has been:- Oracle Fusion, the Council’s new HR, Finance and Procurement system, was fully implemented in August 2024 with the aim of providing managers and employees access to the latest technology that helps everyone deliver effectively for South Lanarkshire. In general users are now familiar with the system, and support for employees and managers continues to be developed to improve awareness of new functionality as it becomes available. Requests for additional support or tailored fusion awareness sessions can be made for consideration via the Oracle Fusion steering groups or resource learning and development boards, supporting employees and managers to use Oracle Fusion effectively, through developing a range of training materials and awareness sessions variety of formats supporting members of the EEDI Forum with updates on changes to legislation and its implications for the Council as well as co-ordinating the programme of Resource annual reports partnership working with Trade Unions 12. Action Plan 12.1. The Council will continue to develop partnership working to ensure that good practice around equalities is promoted, and that there is a shared vision in relation to the Equality Act and the Scottish specific duties. 12.2. To develop the BSL Local Plan for South Lanarkshire through partnership working with the South Lanarkshire BSL Working Group. The plan will be published early 2025/2026. 13. Employee Implications 13.1. As outlined in the report, the Equality and Diversity Policy and accompanying legislation has implications for the Council as an employer and work here is reflected in the Council’s employment and training strategies as described above. 14. Financial Implications 14.1. As equalities considerations are being mainstreamed any financial implications will come from existing budgets. 15. Climate Change, Sustainability and Environmental Implications 15.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 16. Other Implications 16.1. There is risk to the Council if Resources do not have due regard to the Public Sector Equality Duty which lead to non-compliance with equalities legislation. 46
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17. Integrated Impact Assessment and Consultation Requirements 17.1. The report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and, therefore, no impact assessment is required. 17.2. There was no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 6 January 2026 Link(s) to Council Values/Priorities/Outcomes Fair, open and sustainable Focused on people and their needs Working with and respecting others Excellent employer Accountable, effective, efficient and transparent Ambitious, self-aware and improving Previous References Equal Opportunities Forum – 21 August 2019 Equal Opportunities Forum – 11 November 2020 Equal Opportunities Forum – 23 February 2022 Equal Opportunities Forum – 13 September 2023 Employee, Equalities, Diversity and Inclusion Forum - 11 December 2024 List of Background Papers ♦ None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Karen Gormal, Learning, Organisational Development and Diversity Manager Tel: 01698 454715 Email: karen.gormal@southlanarkshire.gov.uk 47
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Appendix 1 – Conclusions from the Operation of the Public Sector Equality Duty in Scotland review A complete version of the paper, along with downloadable PDF, can be found on the Scottish Parliament’s website. It is of concern to the Committee that while a number of public authorities may be meeting certain compliance and process requirements in relation to the PSED, there is not nearly enough focus on delivering outcomes. There needs to be a significant shift in culture to focus on outcomes as well as processes, ensuring that public bodies have a robust understanding of the PSED and the Equality Act 2010. In order to make this change the Scottish Government must work with public authorities to better appreciate why this lack of understanding has transpired, including examining the impact of guidance, the influence of external advice and whether appropriate advice has been taken. The Committee recognises that we are at a time of significant funding challenges for public authorities and at such times the capacity to focus on the aims such as those under the PSED can be severely challenged. However, the Committee considers that it is even more vital that public authorities focus on these aims at this time. This should be a priority, not an add on for public authorities. To deliver positive outcomes under the PSED, consideration should be given to the available resources to support public bodies with this work. The Committee urges the Scottish Government to provide leadership and resources to improve understanding and delivery of the PSED in public authorities. The Committee recognises that there have been very significant delays by the Scottish Government in the process of reform. This process must now be accelerated and resources put into it in the Scottish Government to ensure this happens. At the same time, there must be reflection on the proposed reforms. As it stands, the Committee is not persuaded that they are sufficiently ambitious to effect the transformative change that is required. Although this might delay the realisation of reforms it should not in the meantime prevent public authorities from pursuing improvements in how they deliver on the aims of the PSED and seek to improve outcomes for people with protected characteristics. There will always be the next strategy or the next reform to come and public authorities cannot exist in a paralysis waiting for that clarity while the outcomes for those with protected characteristics decline. The Committee looks forward to considering the Scottish Government's response to this report. The Committee recognises, however, that this is not the end of a process. This is an ever-evolving climate and the Scottish Government must be flexible to respond to new challenges as they emerge. The Committee would also encourage its successor committee to follow-up on this work and ensure that not only is the Scottish Government responding to the recommendations of this report, but it is demonstrating flexibility in its response to any new challenges. Moreover, as noted at the beginning of this report, the Committee will return to this issue in the context of the EHRC's revised Code of Practice on Services, Public Functions, and Associations once that has been approved by the UK Parliament. 48
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Report Agenda Item Report to: Employee Equalities Diversity and Inclusion Forum Date of Meeting: 4 March 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Disability Policy 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] recommend the introduction of a standalone Disability Policy, to enhance and support the Council duties, in accordance with ‘The Equality Act 2010’ [1purpose] 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted; (2) that the draft Disability Policy at Appendix 1 be noted; and (3) to note that the Policy will be remitted to the Finance and Corporate Resources Committee on 6 May 2026 for approval. [1recs] 3. Background 3.1. In 2018, South Lanarkshire Council became a Disability Confident Scheme member Level 3, awarded by the Department of Work and Pensions. This was in recognition of the Council’s commitment to successfully retain and employ disabled people and those with health conditions. As a Disability Confident Employer, it is important to ensure that the Council continues its work in this area and a Disability Policy has been developed to strengthen the Council’s commitment to equality, diversity and inclusion, in line with the Equality Act 2010 and best practice. 3.2. The Council has longstanding policies and procedures that currently include and address disability exclusion, such as The Equality and Diversity Policy, the Maximising Attendance Policy and associated policies such as the Scheme of Special Leave and Mental Health and Wellbeing. Through partnership working between personnel and the trade unions it was recognised that there was a need to provide visibility on the practical support consistency and practical support available to employees and managers on disability. 3.3. The creation of a standalone Disability Policy is an important step to ensure as a Council we continue to and enable all employees to thrive. Its aim is to ensure fair treatment for disabled employees and applicants, promote reasonable adjustments, and support retention and recruitment of talent. The Policy will be applied in conjunction with the other relevant Council policies and frameworks. 7 49
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4. Disability Policy - Improvements Introduced 4.1. The new Policy adopts the ‘Social model of disability’ this informs the workforce about promoting equality of opportunity and tackling discrimination against disabled people. This model describes disability not as a medical issue, but one where disabled people face daily barriers in society such as attitudinal, environmental, institutional, information and communication barriers. 4.2. The Policy as detailed in Appendix 1, sets out the standards expected and allows for clearer integration with other existing related policies such as Maximising Attendance, and Mental Health and Wellbeing. It provides disability definitions and provides guidance documents attached to support its use. A summary of the key areas in the new Policy is detailed below. 4.3. Supporting Disabled Employees – the Policy sets out the expectations of the Council on what should be done to support disabled employees, breaking down any stigma associated with discussing disability. 4.4. Roles and Responsibilities - The Council is responsible for implementing and monitoring equality and the application of the Disability Policy, this will be supported by Heads of Service and Personnel Services through training, consultation, and regular reviews. Through the Policy, Employees are encouraged to disclose disabilities, engage in making reasonable adjustments, and manage their own wellbeing. Managers will handle information sensitively, ensure reasonable adjustments are in place as appropriate, and promote an inclusive culture across the Council ensuring fair treatment. Diversity Liaison Officers will provide advice and support to managers and employees on legal obligations and reasonable adjustments. 4.5. Recruitment and Selection – As part of the Disability Confident Scheme the Policy provides clarity on inclusive recruitment practices within the Council, including encouraging disabled applicants to apply, first by making reasonable adjustments throughout the recruitment process as required and ensuring fair selection based on essential criteria. The Council will ensure that adverts are designed to attract all candidates, and a Guaranteed Interview Scheme offers interviews to disabled applicants who meet the role’s essential requirements. As well as during recruitment, the Policy also provides information on how managers support a new employee and existing employees who disclose a disability. 4.6. Reasonable Adjustment Passport – The Council currently has in place a Tailored Adjustment agreement form used to record the agreements between an employee and their manager that records workplace adjustments to support employees with disabilities or health conditions that require this. The rebranding of this form, a reasonable Adjustment Passport’ allows a refocus, this passport will stay with the employee throughout their employment, it is reviewed when roles or needs change and ensures continuity without repeated explanations. 4.7. Support for Employees (New and Existing) - Overall the Policy provides applicants, employees and managers with clarity on how the Council can provide support to disabled employees for the lifecycle of being a South Lanarkshire Council employee. 5. Next Steps 5.1. The Employee, Equalities, Diversity and Inclusion Forum is asked to note that the new Disability Policy will be remitted to Finance and Corporate Resource Committee on 6 May 2026. 50
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5.2. After full approval is provided, the Policy will be communicated via management bulletin and personnel circular. 5.3. As part of the employee and management communications, employees and managers will be asked to complete the relevant disability and related Policy training. This will lead to a blended learning approach of e-learning and live scenario/case study-based training to ensure managers understand the Policy in practice. 6. Employee Implications 6.1. The Disability Policy provides clear guidance to employees and managers on how they will be supported should they declare that they have a disability or a health condition which needs reasonable adjustments. Installing confidence not only in employees but also applicants in terms of the Policy underlining the Council’s inclusive recruitment practices. 6.2. Having this Policy will enable employees to be more open when they need support and reasonable adjustments and in turn, this may also reduce or remove some workplace stress and potentially absences and increased support around return to work. 6.3. The Policy provides employees with greater reassurance that disclosures relating to disability or health conditions will be managed sensitively and confidentially - and importantly without risk of stigma, discrimination or disadvantage. 6.4. With this new Policy, employees may feel more valued and included, which can lead to improved morale and job satisfaction. 7 Financial Implications 7.1. There are no financial implications, as at present, where reasonable adjustments do incur a cost for the service, this is normally met via Access to Work grants process. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability or environmental implications arising from the information presented in this report. 9. Other Implications 9.1. There are no other implications associated with this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. An integrated impact assessment has been carried out in relation to this Policy, which will enhance existing arrangements and provide clear guidance and support to employees and managers on the Council’s approach to disability. 10.2. The development of the Disability Policy has been encouraged and fully supported by the trade unions. Feedback from trade unions and colleagues within equalities and diversity, have contributed to the creation of this Policy. Jackie Taylor Executive Director (Finance and Corporate Resources) 16 February 2026 51
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Link(s) to Council Values/Priorities/Outcomes Values Focussed on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Fair, open and sustainable Excellent employer Ambitious, self-aware and improving Priorities We will work with people first and reduce inequality Outcomes People live the healthiest lives possible. Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Name: Michelle Milne Designation: Head of Personnel Services Tel: 01698 454330 E-mail: michelle.milne@southlanarkshire.gov.uk 52
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Appendix 1 Disability Policy Version [0.1], 27/01/2026 Introduction South Lanarkshire Council is committed to developing, maintaining and supporting a culture in which equality inclusion and diversity is valued. As part of that disabled employees and applicants are treated fairly as defined in the Equality Act 2010. The Equality Act 2010 provides protection against discrimination, harassment and victimisation on the grounds of disability. The Equality Act 2010 defines a disability as “a physical or mental impairment which has a substantial and long-term adverse effect on your ability to carry out normal day-to-day activities.” The Council is a member of the Disability Confident Scheme and has Disability Confident Leader, Level 3 membership. Information on the scheme can be found here. Membership of the Disability Confident Scheme is administered by the Department for Work and Pensions and recognises the Council’s commitment to successfully retaining and employing disabled people and those with health conditions. The legal definition and further explanation of disability under the Equality Act 2010 is provided at Appendix 1. Scope This Policy applies to all Council employees and workers and job applicants to the Council. The Equality Act 2010 states that employers must also make reasonable adjustments for contractors and self-employed people hired to personally do the work. Legislation and Associated Policies The Equality Act 2010 is the principal piece of legislation that supports this Policy. Document control Title Maximising Attendance Policy Owner Michelle Milne, Head of Personnel Services, Finance and Corporate Resources Prepared by Suzanne Berkley, Employee Wellbeing Adviser Version Approved Date approved Review Date 1 Executive Committee 01.04.2026 01.04.2028 53
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This Policy and Procedure should also be read and applied in conjunction with other Council policies/frameworks such as: • Maximising Attendance, • Dignity at Work, • Grievance, • Flexible Working, • Special Leave, • Mental Health & Wellbeing, • Equality and Diversity. Aims The purpose of this Policy is to ensure that the Council ensures that disabled applicants and employees can fulfil their employment potential and it recruits and retains talent, skills and experience. The Council aims to provide all future and current employees with equality in access to the full range of recruitment, career development, promotion, training and other employment opportunities. The Council will ensure that there is no unfair discrimination on grounds of disability and that access to employment and promotion in the Council is based on merit. The Council has adopted the "social model of disability" to inform our workforce to promote equality of opportunity and to tackle discrimination against disabled people. This describes disability not as a medical issue, but one where disabled people face daily barriers in society such as attitudinal, environmental, institutional, information and communication barriers. Supporting disabled employees Supporting managers should do all that they can to support disabled employees and should break down and remove any stigma associated with discussing disability. Talk Inform Support Manage 54
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Managers Employees Talk Managers will have confidential discussions with their employees about their needs Employees will have open and honest discussions with their manager about their needs Inform Managers will ensure that employees are aware of all the supports available to them Employees will provide relevant information to their manager to mutually agree the best supports to remove or reduce any difficulties at work Manage Managers will ensure that the correct supports are in place for their employees and will review the effectiveness of adjustments in place Employees will advise their manager of any changes to their condition/circumstances in order to review the effectiveness of adjustments in place Support Managers should help create a culture where disabled employees are valued Employees should be provided with support if needed to help aid discussion about barriers in employment for disabled people Roles and responsibilities Our Responsibilities Overall, the Council is responsible for ensuring equality inclusion and diversity practices, and the full implementation and monitoring of this Policy. Heads of Service have a specific responsibility for implementing and monitoring equal opportunities within their own service. The Head of Personnel Services will, in addition, have responsibility for: a) ensuring the Disability Policy is implemented and monitored b) co-ordinating, managing and standardising policies, procedures and practices c) the provision of necessary training and guidance for employees and elected members to achieve equality of opportunity in all areas of employment throughout the Council South Lanarkshire Council make the following commitments to ensure effectiveness of the Policy: a) to consult, where appropriate, with relevant trade unions and other appropriate employee representative groups on the content, implementation and monitoring of the Policy b) to ensure the Policy is made known to all employees and job applicants and that all employees are made aware of their responsibilities under the Policy c) to provide training and guidance for employees as appropriate d) to provide training and guidance for managers as appropriate e) to examine and regularly review employment procedures and practices with a view to promoting equality of opportunity and eliminating discrimination 55
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f) to regularly monitor Policy effectiveness and identify possible areas for action Employee Responsibilities Although the primary responsibility for ensuring equality of opportunity in employment rests with the Council as an employer, the Policy can only be truly effective if it has the commitment of all employees. Individual employees at all levels have responsibility under both legislation and the Policy for assisting in the promotion of equality and the prevention of discrimination. In particular, individual employees should: a) inform their line manager about their disability in order for the necessary support to be put in place b) support equality initiatives, value diversity and contribute to an inclusive culture c) have open conversations with their manager about their disability and fully engage with the process including completing the Reasonable Adjustment Passport in conjunction with their manager, attending appointments with occupational health (as appropriate) and considering other interventions/support measures to help d) take personal responsibility and appropriate measures to manage their own health and wellbeing, including seeking medical advice, and bring any health or work-related issues to the attention of their manager at the earliest opportunity e) apply to Access to Work for financial assistance with the costs of equipment or additional support where this is required Managers Responsibilities All managers have responsibility to assist in the promotion of equality, the prevention of discrimination and ensuring the full implementation of the Policy. In particular managers have the following responsibilities: a) handle personal information sensitively and with discretion b) create opportunities for employees to declare a disability and encourage them to do so c) receive concerns from employees in the event they feel they are not being treated fairly and discuss with Personnel Services d) consult with employees and Personnel Services if required to decide what adjustments can reasonably be made, ensuring these are put in place and completed on the Reasonable Adjustment Passport e) understand their responsibilities in line with this Policy f) treat all employees fairly and do not discriminate against disabled employees g) be responsible for promoting equality, valuing diversity and contributing to an inclusive culture h) involve occupational health as appropriate Diversity Liaison Officers (DLO’s) DLO’s have the following responsibilities a) facilitate dialogue between the line manager and disabled employees, if required 56
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b) advise the line manager about the legal obligations as an employer c) advise the line manager about sources of specialist advice and support d) advise the line manager about the process of agreeing changes to a current or future employee’s role as a reasonable adjustment Reasonable Adjustment Passport The Reasonable Adjustment Passport, Appendix 1, is a document that facilitates discussion between managers and employees to agree reasonable adjustments. Reasonable adjustments are supports that enable individuals to enter, and remain, in employment. New employees to the Council who have a disability may be asked to support the completion of the form prior to commencing employment to ensure that all reasonable adjustments are in place for the start of their employment. The Reasonable Adjustment Passport is mutually agreed between the employee and the manager. The Reasonable Adjustment Passport travels with an employee throughout the employment cycle and should be reviewed when there are any changes to their current role or if an employee transfers to another role. When a Reasonable Adjustment Passport is updated, the manager must record the details on the HR System under document of records. Employees are responsible for ensuring that the agreed adjustments remain relevant, given that symptoms of disabilities can change/evolve over time and the effectiveness of adjustments may change. Employees who have existing adjustments in place that have not been formalised using the protocol, should contact their line manager and complete the Reasonable Adjustment Passport. Any changes to a Reasonable Adjustment Passport must be agreed between the employee and line manager. Recruitment and Selection As part of the Disability Confident Scheme membership the Council will continually take action to improve how we recruit, retain and develop disabled employees. The Council encourages applications from disabled candidates and will make reasonable adjustments where possible at all stages of the recruitment process. The Council has policies in place including, the Workforce Strategy, and the Equality and Diversity in Employment Policy which detail the supports available when recruiting disabled people. The Council will continue to review and develop recruitment and promotion procedures in accordance with legislation. All advertisements, job descriptions, person specifications etc. will comply with the terms of this Policy and will be worded and displayed in ways designed to encourage applications from all suitable potential applicants. To this end, clear job descriptions and objective person specifications (using only necessary and relevant criteria to do the job) will be used. The Council will ensure that it is as inclusive as possible by ensuring that adverts for posts detail the benefits that are available, including Flexible Working and the Agile Working Guidance. Selection will be based solely on the extent to which candidates possess the essential criteria for the post. We will also ensure that employees and elected members involved in the 57
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recruitment process are given adequate and appropriate training. Candidates will only be assessed against relevant, clearly identified requirements for the job. As part of the recruitment process the Council will make reasonable adjustments as necessary for applicants applying for posts within the Council. Guaranteed Interview Scheme The Council operates a guaranteed interview scheme for disabled applicants. This is a commitment to interview disabled applicants when they meet the essential criteria for the post which they have applied. Applicants will identify if they consider themselves to be disabled on their application form to allow managers to identify them. If the applicant does not demonstrate that they meet the essential criteria they will not be guaranteed an interview. Discussing Disability with Individuals It is not acceptable to ask any job applicant about their health or any disability, as a matter of course, until the person has been selected as the successful candidate and adjustments require to be discussed. However, applicants are encouraged to provide details if they consider themselves as disabled and if they require any facilities and/or assistance for interview. Recruiting managers can ask questions to understand the applicant’s needs for reasonable adjustments for the recruitment process to ensure disabled applicants are not placed at a disadvantage. Reasonable adjustments may include the following: • having a support worker attend the interview, • extend time given for the interview, or • move to an accessible location. Individual applicants should discuss their requirements with the recruiting manager. New employees All new employees are required to complete a health questionnaire as part of the recruitment process. Where required, depending on the information contained within the questionnaire, a pre-employment appointment may be arranged with Occupational Health, and/or the employee may be required to attend a meeting with the prospective manager along with a member of the DLO Team to discuss the information provided. If the person is required to attend Occupational Health, a report will be sent to the recruiting manager following assessment, this will confirm whether the appointee is fit to undertake the role they have been offered and outline any adjustments that are required to allow them to confidently and safely carry out their duties. The Council will consider all reasonable adjustments to facilitate employment and will discuss this with the successful candidate. Managers should make these adjustments in a timely manner to allow the appointee to start work as soon as possible and should support the new employee whilst waiting for the adjustments to be put in place. The manager should complete the Reasonable Adjustment Passport, and this will be recorded on the HR System. The Reasonable Adjustment Passport should follow the employee throughout 58
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their career with the Council and should be reviewed and updated on a regular basis in agreement with the employee and their support needs, but no less than one year. Assistance, such as providing specialised equipment, can be provided from the Access to Work scheme if this is appropriate, further information on Access to Work is detailed later in the Policy. More information on the Reasonable Adjustment Passport and the process for implementing reasonable adjustments is available in Appendix 2 and 3. Existing members of staff If a current employee becomes disabled or experiences a change to their pre-existing disability the Council will consider and implement reasonable adjustments to enable the employee to continue in their role. This may impact on attendance levels and in these circumstances the relevant sickness absence policies should be followed. When an employee becomes disabled, the first step should be to meet with the employee and discuss how this impacts on their ability to carry out their role and what supports they feel are required. An occupational health referral will be made for assessment and advice on what adjustments are required. Following this, a meeting will take place to discuss the information and complete the Reasonable Adjustment Passport which will formally record what has been agreed and put in place. The Reasonable Adjustment Passport should follow the employee throughout their career with the Council and should be reviewed and updated on a regular basis. In some cases, it may be that an employee is no longer able to carry out their role and a suitable alternative role should be sought. This may be recommended by occupational health, and a manager would discuss this with the employee and consider what options are available. Employees would be supported through the process set out in the Switch2 Policy. The Council operates a Flexible Working Policy and Special Leave Policy which should be utilised when an employee is experiencing symptoms. For example, flexible start and finish times. Further information is available in Appendix 4 which details the four stages to the process. Retention The Council undertakes, so far as is reasonably practicable, to ensure that employees who are disabled or become disabled are able to remain in their role, before a consideration of other alternatives. For employees that become disabled during the course of their employment, professional advice may be sought from a range of sources and may include the provision of equipment and adaptions. The Council has an Employee, Equality, Diversity and Inclusion (EEDI) Forum. The forum supports the Council’s efforts to recruit, retain, and develop disabled employees. 59
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Absence from Work The Council’s maximising attendance Policy and procedures should be used to manage all sickness absence. Where an employee’s disability results in absence from work, managers should ensure that they support the employee through the procedure. Further consideration should be given to any reasonable adjustments that would aid the employee in their attendance at work. Working environment The Council will take reasonable steps to ensure that the working environment enables disabled employees to take up and retain posts for which they are suitably experienced and/or qualified. Wherever possible disabled employees will be consulted over changes to the working environment and employment practices to ensure that, so far as is reasonably practicable, their needs are recognised and met. Where appropriate, advice about such changes will be sought from the line manager and diversity liaison officers, and professional advice from Occupational Health. The Council must seek to establish working conditions which encourage the full participation of disabled employees where it is reasonably practicable to do so. The Council will also do what is reasonably practicable to ensure the retention of existing disabled employees through the adjustment of work and/or working arrangements, training or other appropriate measures, where necessary. The Council, when investing in new or refurbishing buildings will make every practical effort to anticipate for the needs of disabled employees. Access to Work There is a government scheme called Access to Work, Access to Work, which can help individuals get or stay in work if they have a physical or mental health condition or disability. The support individuals get will depend on their needs. Through Access to Work, individuals can apply for: • a grant to help pay for practical support with their work • support with managing their mental health at work • money to pay for communication support at job interviews Access to Work can help with extra costs which would not be reasonable for an employer or prospective employer to pay. For example, Access to Work might pay towards the cost of getting to work if the disabled person cannot use public transport, or for assistance with communication at job interviews. 60
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Informing of a Disability All employees are encouraged to make their disability known to their line manager and to request adjustments to the working environment as necessary. Every effort will be made to put reasonable adjustments in place. The Council knows the importance and benefits of having a diverse workforce. Different people bring different skills and experiences to the workplace at the same time enrich our workplaces and the work we do. The Council gathers and analyses information about the characteristics of its employees which includes disabled or non-disabled information. This information tells us about how diverse our workforce is. It helps us understand the different needs of our employees and where there are disproportionately low numbers of people with particular characteristics compared to the local population. Most importantly it can highlight where inequalities exist, and we can then take corrective action. All employees are encouraged to complete the Personal Details section on Fusion, where the Council gather the diversity information from. This information is highly confidential and is only ever used anonymously. Support Mechanisms Disability Liaison Officers are available to offer support to disabled employees. Their role will involve: • helping to raise the profile of issues around disability and how to address and prevent them • actively listening and understanding people's experiences • learning about disability discrimination and using what they learn to influence others The Network meeting called Disability Matters is another form of support for disabled employees and their role will be to: • share experiences • support each other • raise issues that need addressing • host and facilitate events for disabled employees A full list of supports available is provided in Appendix 5. How to make a complaint The Equality Act says that it would be discrimination “to treat a disabled person in a particular way which, because of his or her disability, amounts to treating him or her badly and the treatment cannot be shown to be justified”. The Council are required to make reasonable adjustments if any ‘provision, criterion or practice’ or ‘any physical feature of premises’ places a disabled person at a substantial disadvantage in comparison with persons who are not disabled. 61
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Employers have a duty to take reasonable steps in order to prevent the provision, criterion or practice, or feature, having that effect. If an employee feels they are being discriminated against because of their disability or feels that the Council have failed to make a reasonable adjustment, they can raise a grievance in the first instance to resolve their complaint. Governance and Review of Policy The Council is committed to ensuring that this Policy and all related procedures are effective in supporting disabled employees and implementing reasonable adjustments. Essential to achieving this aim is adequate investment, and continuous review and evaluation which will be undertaken when necessary or as determined by a change in Policy, procedure or legislation. The EEDI forum supports the Council’s commitment by monitoring and reviewing feedback on disability related matters which it gathers from across its Resource and service areas and other equality issues. 62
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Appendix 1 Disability Definitions The Equality Act 2010 outlines the following definition of disability “You’re disabled under the Equality Act 2010 if you have a physical or mental impairment that has a ‘substantial’ and ‘long-term’ negative effect on your ability to do normal daily activities.” The act covers disabled people and people who have had a disability in the past. Explanations of: 1. Impairment The definition covers physical and mental impairments. These include: • Impairments affecting senses, such as sight and hearing • Mental impairments including learning disabilities and mental illness (if it is recognised by a respected body of medical opinion) The government has issued guidance, under the Act, about whether an impairment has a substantial or long-term effect. This guidance does not in itself impose legal obligations on an employer or service provider, but a tribunal or court must when considering a complaint about discrimination take into account any of the guidance which appears to be relevant. 2. Substantial For an effect to be substantial, it must be more than minor or trivial Examples: The following are examples that are likely to be considered substantial: • Inability to see moving traffic clearly enough to cross a road safely • Inability to turn taps or knobs • Inability to remember and relay a simple message correctly 3. Long-term These are effects that: • Have lasted at least 12 months; or • Are likely to last at least 12 months, or • Are likely to last for the rest of the life of the person affected Long-term effects include those which are likely to recur. For example, an effect will be considered to be long-term if it is likely to both to recur, and to do so at least once beyond the 12-month period following the first occurrence. 4. Day to day activities The act does not define what is considered to be day-to-day activities, however these are likely to include normal activities carried out by most people on a regular basis, for example: 63
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• Using everyday objects such as a keyboard • Lifting, moving or carrying everyday objects such as a chair • Having a conversation or using a telephone • Getting washed and dressed • Preparing and eating food • Carrying out household tasks • Walking and travelling by various forms of transport • Taking part in social activities People who have had a disability in the past are also protected against discrimination, harassment and victimisation. This may be particularly relevant for people with fluctuating and/or recurring impairments/health conditions. A number of conditions may be considered to be a disability as outlined below 1. An individual is treated as disabled without having to show their condition has a substantial and long-term adverse effect on their ability to carry out normal day-today activities in the following situations: a. Where the individual has cancer, HIV infection or multiple sclerosis they are considered to have a disability from the point of diagnosis b. Where a consultant ophthalmologist has certified someone as blind, severely sight-impaired or partially sighted, the Act regards them as disabled 2. Where an individual has a “progressive condition”, initially the effect on their ability to carry out normal day-to-day activities may not be sufficiently serious to amount to a substantial adverse effect. However, they are treated as disabled if their condition is likely to have a substantial adverse effect on their day-to-day in the future. This means that an individual with a progressive condition may qualify for protection as a disabled person before the adverse effects of their condition become serious. Progressive conditions increase in severity over time and, for example include: • dementia • muscular dystrophy • motor neurone disease 3. Impairments can include: • sensory impairments, such as those affecting sight or hearing; conditions which can range from the following: o Myalgic encephalomyelitis (ME), o Diabetes o Arthritis o Depression, o Schizophrenia, o Phobias, o Personality disorders, o Autism, o Dyslexia, o Learning disabilities o Injury to the brain • Those impairments affecting body organs such as: o Asthma o Heart disease o Musculoskeletal conditions 64
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• Impairments caused by injury, damage and disorders which affect bones, muscles, joints ligaments, tendons and nerves; and conditions/effects produced by injury to the body. Employers have a duty to make reasonable adjustments to their practices and premises to accommodate disabled people, where any arrangements or physical features of premises cause a substantial disadvantage. Examples of reasonable adjustments that may be considered include the following: • Giving or arranging training • Providing more flexible working hours or arrangements • Assigning the person to a different workplace • Acquiring or modifying equipment • Making adjustments to premises • Adjustment to work or working practices (where reasonably practicable) The Act also introduced a new public sector equality duty (PSED), which replaces the general duties in the disability equality duty. The PSED requires the Council to show due regard to the need to: • eliminate discrimination, harassment, victimisation and any other conduct that is prohibited by or under the Act • advance equality of opportunity between people who share a relevant protected characteristic and people who do not share it • foster good relations between people who share a relevant protected characteristic and people who do not share it. Time off for treatment, specialist reviews and disability related sickness absence will be taken into consideration in the application of the Councils Maximising Attendance Policy. More detail can be found in the HM Government document Equality Act 2010 Guidance. 65
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Appendix 2 Reasonable Adjustment Passport Introduction The Council is committed to supporting all employees with a disability, long or short-term condition and/or impairment. If an employee has a temporary or permanent condition, which could affect their ability to work, their needs should be assessed to identify adjustments which could be implemented to help to support the individual at work. Scope The Reasonable Adjustment Passport provides a record of the reasonable adjustments that have been agreed between an employee and their line manager. The purpose of the form is to provide a framework for discussions between employees and managers to agree adjustments required, record the outcome of these discussions and to provide any new manager with details of agreed adjustments. The Reasonable Adjustment Passport helps to: • Ensure relevant parties are clear about the adjustments that have been agreed, and a record is held. • Reduce the need to reassess and renegotiate adjustments each time an employee changes jobs, is relocated or is assigned a new manager. • Provide the employee and manager with the basis for future conversations about workplace adjustments. What are reasonable adjustments? Reasonable adjustments are changes an employer makes to remove or reduce a disadvantage related to someone's disability. For example: • making changes to the workplace • changing someone's working arrangements. • finding a different way to do something. • providing equipment, services, or support Reasonable adjustments are specific to an individual person. They can cover any area of work. It is not enough for employers to provide disabled people with exactly the same working conditions as non-disabled people. Employers must make reasonable adjustments by law. Some disabled people might not need or want adjustments, although this might change over time. Equality Legislation The law (Equality Act 2010) says that employers must make reasonable adjustments for: • employees and workers • contractors and self-employed people hired to personally do the work. • job applicants. Employers must make reasonable adjustments when: 66
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• they know, or could reasonably be expected to know, someone is disabled. • a disabled staff member or job applicant asks for adjustments. • someone who's disabled is having difficulty with any part of their job. • someone's absence record, sickness record or delay in returning to work is because of, or linked to, their disability. The employer must also: • make reasonable adjustments for anything linked to someone's disability – for example an organisation might not allow dogs at work but make a reasonable adjustment for someone with an assistance dog. • make sure other people do what's needed for a reasonable adjustment to work – for example if someone needs information presented in a certain format, making sure other people at work do that. An employer could be liable under the law if they do not do these things. For example, if someone does not get the reasonable adjustments, they need at work they could make a disability discrimination claim to an employment tribunal. What is reasonable depends on each situation. The employer must consider carefully if the adjustment: • will remove or reduce the disadvantage – the employer should talk with the person and not make assumptions. • is practical to make. • is affordable; and • could harm the health and safety of others. The employer does not have to change the basic nature of the job. For example, if someone in a call centre asks for a job that does not involve taking calls, this might not be reasonable if there is no other job to give them. An employer does not have to make adjustments that are unreasonable. However, they should still find other ways to support the disabled person. This could include making other adjustments that are reasonable. The majority of adjustments will be simple and inexpensive. The list below provides some examples of adjustments, but this is not exhaustive: • providing specialist equipment such as a keyboard or mouse • adapting building access including modifying doorways and/or installing ramps • adjusting working hours or patterns of work • allowing time off for rehabilitation, assessment, or treatment • consideration of seating arrangements • offering training and development opportunities When should the reasonable adjustment passport be used? This should be used when: • an employee requests adjustments because they have a disability that affects them at work or • when a manager recognises there is a need. 67
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The request for adjustments may be made following medical advice from a GP and Occupational Health adviser. The arrangements may be short term – e.g., in the case of a phased return to work following absence or can be a longer-term arrangement. If the arrangement is short term, this will be recorded and the arrangement will end on the date specified, unless otherwise reviewed and agreed. Employees may have disclosed their disability previously or this may become known because of a recent absence, as part of a return to work or attendance review discussion. There may be an existing arrangement, not formally recorded, and this reasonable adjustment passport form provides an opportunity to formally record adjustments. Managers should also consider that new employees may require a reasonable adjustment at work, as advised by Occupational Health as part of the Council’s pre-employment health screening process, and should use the reasonable adjustment passport form to record this. Managers should seek advice from Personnel Services as required. The Reasonable Adjustment Passport is used to record what has been agreed, an implementation date and is signed by both parties. An electronic signature will be accepted. If the employee’s line manager changes, they do not have to explain their requirements each time and the Reasonable Adjustment Passport should follow the employee throughout their career with the Council and should be reviewed and updated on a regular basis. Advice and Support Advice and guidance to support the Reasonable Adjustment Passport can be sought from Occupational Health and Diversity Liaison Officers, as appropriate. There should be an initial meeting between the employee and the manager to discuss and agree required adjustments. The attached form is used as a framework for the discussion. Primarily the discussion takes place between the employee and their current line manager. If necessary, Personnel can attend the initial meeting to provide advice and support the process. Meeting to discuss Reasonable Adjustment Passport At the meeting full consideration will be given to the adjustments requested by the employee, considering advice provided by Occupational Health and Diversity and Liaison Officers. This will include exploration of all alternative options and timescales: for adjustments to be put in place; length of time that tailored adjustments will be required; and reviews, etc. If a Personal Emergency Evacuation Plan (PEEP) is required for the employee advice should be sought from the Health and Safety team. Recording the Outcome Once the adjustments have been agreed they should be recorded on the form and signed by the manager and the employee. The manager should upload the form to document of records on Fusion. The employee should retain a copy for their own records and ensure it is made available to any new manager or if they change job. What happens if there is a change in circumstances? It is the employee’s responsibility to discuss and agree with their manager any change to their personal circumstances such as a change in their condition. If the employee changes job and/or line manager they should make their new line manager aware of the adjustments in place, as detailed on the form. A formal meeting is only required if there is a need to change the adjustments in place. Any new adjustments should be recorded on a separate form and processed as stated previously. 68
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If there is a service need to change the employee’s duties/ tasks, then a review of the adjustments will be necessary before any new duties/ tasks are implemented. A change in line management does not require the existing adjustments to be renegotiated as they have previously been agreed. What happens if you can’t come to an agreement? If an employee and their manager cannot agree the adjustments to be put in place, then either should discuss this with Personnel Services in the first instance. Funding and Procuring Adjustments It is the employers’ responsibility to fund reasonable adjustments and most adjustments for employees cost nothing or very little. However, some disabled employees will require practical support with work, for instance: specialist equipment and assistive software; support workers, like a BSL interpreter, a job coach, or a travel buddy; costs of travelling to work, if they cannot use public transport; adaptations to a vehicle so they can get to work; or physical changes to the workplace. Access to Work can provide grants to disabled employees to help with practical support at work; mental health support; and communication support at interviews. If it has been identified that the employee needs specific assistive technology or telephonic equipment, the manager should contact IT who will undertake an assessment and arrange for the appropriate assistive technology to be put in place. Please see the attached step by step process for dealing with reasonable adjustments. Training for managers on disability equality and reasonable adjustments enquires can made to Personnel Services in the first instance. Reasonable Adjustment Passport Employee Name Employee Number Manager Name / Position Date of Request Date Agreed Date adjustment implemented Date of first Review With the aim of supporting you, this reasonable adjustment passport may be reviewed and amended as necessary, but at the very least once a year or as follows: • At any regular one-to-one meeting / supervision. • At a return to work or attendance review meeting, following a period of sickness absence. • At six monthly and/or annual appraisal conversations. • Before a change of job or duties or introduction of new technology or ways of working. • Before or after any change in circumstances for either party. • On request The agreed adjustments may be put in place before an employee commences employment with the Council. Q1 Please tell us about your disability or condition that affects your daily life 69
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Q2 Do you need support to get to work? This could include help when using public transport, a taxi, adaptations to a vehicle or a travel buddy ☐ No ☐ Yes If ‘Yes’ please provide details? Q3 Do you need support to access work premises? This could include lifts, ramps for a wheelchair, widened doors, reserved parking or clear signage ☐ No ☐ Yes If ‘Yes’ please provide details? Q4 Does your condition vary depending on the day, time of day or the environment or situation you are in ☐ No ☐ Yes If ‘Yes’ please provide information on how often this happens and what extra help would you need when things are most difficult Q5 Do you need support communicating and interacting with other people? This could include: • adjusted interview process to take into account differences in communication styles, for example additional processing time, prompting to give more or less information • a British Sign Language interpreter or video relay support service support or lip speakers • a notetaker. ☐ No ☐ Yes If ‘Yes’ please provide details? Q6 Do you require any specialist IT programmes? This could include programmes like: • Jaws • Dragon • ZoomText • Read and Write Gold • document reading equipment ☐ No ☐ Yes If ‘Yes’ what have you used? Supplementary Questions Would you need training to use any specialist IT programmes? ☐ No ☐ Yes If ‘Yes’ which ones? Q7 Do you require any specialist equipment? 70
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This could include: office equipment like a mouse, keyboards, chairs and desk including a fixed desk • a braille reader • a handheld magnifier • hearing aids • a wheelchair • noise cancelling headphones. ☐ No ☐ Yes If ‘Yes’ please provide details? Q8 Do you need any changes to the location that you would work in? This could include adjustable lighting or quiet spaces ☐ No ☐ Yes If ‘Yes’ please provide details? Q9 Do you need someone with you at work to support you? This could include a support worker or job coach to support you with workplace coping strategies, such as understanding expectations, following instructions, extra processing time, explaining unwritten rules or supporting your relationship with your manager. ☐ No ☐ Yes If ‘Yes’ please provide details? Other Relevant Information Please provide any other information that is relevant to your disability or condition and your employment with the Council In order to support me, my colleagues should be made aware of the following details about my disability/my condition Is a personal emergency evacuation plan (PEEP) required? ☐ No ☐ Yes If ‘yes’ the line manager must carry this out – guidance can be sought from the Health and Safety Team 71
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What adjustments have been agreed The following reasonable adjustments have been agreed Date implemented Date ended (if appropriate) I will let my line manager know if there are changes to my condition which have an effect on my work and/or if the agreed adjustments are not working. We will then meet to discuss any further reasonable adjustments or changes that could be made Employee Signature Date Manager Signature Date A copy of the Reasonable Adjustment Passport will be recorded on the HR System and will follow the employee through their employment cycle 72
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Appendix 3 Reasonable Adjustments Process (including Assisted Technology) What are Reasonable Adjustments? Reasonable Adjustments at work apply to all workers, including trainees, apprentices and contract workers. Under the Equality Act 2010, there is a legal duty on employers to make reasonable adjustments for disabled employees. As part of the act, employers are required to ensure that employees with disabilities, physical or mental health conditions are not substantially disadvantaged when applying for or doing their jobs. Disabled workers, as far as reasonable, must have the same access to everything involved from applying for a job to doing their job as a non-disabled person. The act advises that any proposed adjustment must be effective, practical and significant, however it is important to recognise that one size does not fit all, and individual circumstances must be considered when looking at adjustments. Examples of Reasonable Adjustments: • Acquiring or modifying equipment • Modifying instructions or reference manuals • Modifying the technology an employee uses to undertake their duties. • Providing a reader or interpreter • Adjusting working area • Altering working hours and pattern • Adjusting premises in which the person works It is recognised that some adjustments can be expensive, however this is not a reason not to make adjustments for individual employees. If you are concerned about proposed/required adjustments, please talk to a member of the Personnel Services for further advice and support. Who pays for Reasonable Adjustments? The employer is responsible for paying for any reasonable adjustments and therefore the cost of equipment will come out of service budgets. Access to Work can provide grants to disabled employees to help with practical support at work; mental health support; and communication support at interviews. Who decides what is Reasonable? Legal precedence does exist to provide an indication of what is considered reasonable, but it varies from person to person and organisation to organisation, however most reasonable adjustments can be agreed through communication and discussion with the employee. If you are unsure of what is a reasonable adjustment contact Personnel Services for support. 1. Process of Reasonable Adjustments for New Employees to the Council Step 1: When a candidate for a post has been advised that they have been successful for the job, the manager should review the Pre-employment Health Questionnaire that has been completed by the candidate. If the employee has detailed any disabilities, physical or mental health conditions, they should contact the employee to ask if any adjustments are required to allow them to undertake the duties and responsibilities of the post and/or access their work location. (If the conditions listed are of concern, the manager should arrange for a pre- employment medical assessment to take place after discussing the matter with their Resource Personnel contact). Step 2: 73
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If the new employee advises that they need any form of adjustment to their working environment, equipment or duties, the manager must complete a Reasonable Adjustment Passport form either over the phone, teams or in person. Step 3: If you can, arrange a DSE Assessment and Workstation Assessment before the employee commences but it must be completed before or after they start. The employee should be able to complete this themselves. However, where the employee’s medical condition or disabilities are complex, the manager should enlist the support of the Occupational Health to undertake the assessments. Step 4: If it is identified that the employee requires specific equipment such as a specific mouse, laptop riser or anything small for their workstation, the manager should arrange for these to be ordered as part of the normal stationary/office equipment ordering process. This should, where possible, be done in advance of the employee commencing employment with the Council. Step 5: Where it has been identified that the employee requires a specific desk or chair or other piece of large office equipment, specialist support should be sought by the manager from the Diversity Liaison Officer to ascertain if the Council already has the relevant equipment available, if this requires to be purchased or the employee needs to contact Access to Work. The manager should contact the company who will arrange an individual assessment of the employee’s needs and advise of the equipment required. It should be noted that these organisations tend to offer the most expensive option first and therefore managers are encouraged to question if cheaper alternatives are available. Equipment should be ordered from the organisation as necessary, where possible, in time for the employee commencing in their post. Step 6: If it has been identified that the employee needs specific assistive technology or telephonic equipment, the manager should contact IT who will undertake an assessment and arrange for the appropriate assistive technology to be put in place. Step 7: Where it is identified that the employee requires support to travel to and from work, and/or a significant number of adjustments are required, the manager should ask the employee to contact Access to Work. An Access to Work grant is money for practical support to help someone do their job. It is for people with a disability, health or mental health condition. The money provided can support things such as: • an expert assessment • specialist equipment • travel when public transport cannot be used. • a support worker (only if assessed by Access to Work as being required) How much an individual gets will depend on their circumstances, their allowances and the size of the employer. Step 8: The Reasonable Adjustment Passport should be fully completed by the manager and uploaded to document of records on Fusion. The Reasonable Adjustment Passport should 74
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follow the employee throughout their career with the Council and should be reviewed and updated on a regular basis. Step 9: If the employee leaves the employment of the Council, the manager must ensure that all equipment is returned to the Council. 2. Process of Reasonable Adjustments for Existing Employees of the Council Step 1: Where an existing employee of the Council advises their manager that they need reasonable adjustments applied to their work or working environment, they should be referred to Occupational Health for assessment and advice on what adjustments are required. (An occupational health assessment may not be necessary for cases of short-term injury/incapacity such as a broken wrist or leg as adjustments will be easily identified and put in place without the requirement for occupational health advice.) Step 2: If occupational health/employee advises that they need any form of adjustment to their working environment, equipment or duties, the manager must complete the Reasonable Adjustment Passport form either over the phone, on teams or in person with the employee. Step 3: It is advisable to request that a further DSE Assessment and Workstation Assessment is undertaken with the support of the Health and Safety Team to ensure that any existing equipment remains suitable or to identify alternatives. Step 4: If it is identified that the employee requires specific equipment such as a specific mouse, laptop riser or anything small for their workstation, the manager should arrange for these to be ordered as part of the normal stationary/office equipment ordering process. Step 5: Where it has been identified that the employee requires a specific desk or chair or other piece of large office equipment, specialist support should be sought by the manager from the Diversity Liaison Officer to ascertain if the Council already has the relevant equipment available, if this requires to be purchased or the employee needs to contact Access to Work The manager should contact the company who will arrange an individual assessment of the employee’s needs and advise of the equipment required. It should be noted that these organisations tend to offer the most expensive option first and therefore managers are encouraged to question if cheaper alternatives are available. Equipment should be ordered from the organisation as necessary. Step 6: If it has been identified that the employee needs specific assistive technology or telephonic equipment, the manager should contact IT who will undertake an assessment and arrange for the appropriate assistive technology to be put in place. Step 7: Where it is identified that the employee requires support to travel to and from work, and/or a significant number of adjustments are required, the manager should ask the employee to contact Access to Work. An Access to Work grant is money for practical support to help 75
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someone do their job. It is for people with a disability, health or mental health condition. The money provided can support things such as: • an expert assessment • specialist equipment • travel when public transport cannot be used. • a support worker (only if assessed by Access to Work as being required) How much an individual gets will depend on their circumstances, their allowances and the size of the employer. Step 8: The Reasonable Adjustment Passport should be fully completed by the manager and recorded on Fusion. The Reasonable Adjustment Passport should follow the employee throughout their career with the Council and should be reviewed and updated on a regular basis. Step 9: If the employee leaves the employment of the Council the manager must ensure that all equipment is returned to the Council. 76
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Appendix 4 Four stages of the process of Discussing a Disability with Disabled Employees Stage 1 – initial dialogue The initial step is for the employee to talk to their line manager about their disability and to record the nature of their disability on Fusion. (Employees should note that changing their disability status on Fusion is confidential and will not alert your manager that this has been changed). If the line manager is aware of the disability and/or is seeing signs that a disability has an impact upon the employee’s ability to carry out their duties, they should initiate discussion with them. Direct communication is required with the line manager to start the process of identifying support needs. The line manager should consult with a Diversity Liaison Officer if they require assistance during this process. If for any reason the employee does not feel able to have the initial conversation with their line manager they should speak to a Diversity Liaison Officer who will seek to facilitate a three-way dialogue involving themselves, the employee and line manager. Following this it may be necessary to make a referral to occupational health for advice on the reasonable adjustments. If any potential or actual health and safety issues, for example, fire safety and the need for a Personal Emergency Evacuation Plan (PEEP) are identified these need to be brought to attention of the Health and Safety Team. Stage 2 – assessment of disability It is important that the aspects of the disability are assessed before seeking to identify the most appropriate course of action: • The nature and current level of severity of the disability • The impact of the disability upon the employee’s work • The impact of work upon the health of the employee In order to obtain an assessment, in most cases a referral should be made to occupational health who will make the assessment. They may obtain information from those providing medical care to the employee. Stage 3 – assessment of impact and needs Once the nature and an understanding of the current impact on work of the disability is established in discussion with the employee, reasonable adjustments may then be considered to enable the employee to undertake their role. Employees should also be made aware of the Access to Work scheme who can assist in supporting the reasonable adjustments. It is the responsibility of the line manager to decide what adjustments can reasonably be made in the specific context in which the employee is working. Stage 4 – action Following assessment one or more of a number of courses of action may be required • Changes to the job role to role • Provision of equipment and auxiliary aids 77
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• Making changes to the workplace • Redeployment options • Ill health retirement only where appropriate and necessary to consider Reasonable Adjustments To Role In some cases, it may be that the employee is unable to undertake a limited number of duties associated with their role. Where the changes are minor and do not substantially affect the role, it may be possible to redistribute work within the section so that they can continue in their role. However, where adjustments to the role are significant, discussion regarding the impact of these adjustments needs to take place. Personnel Services should be involved in discussions with the line manager prior to any role adjustment(s) being agreed. This is to ensure that what is agreed is appropriate for the employee and any colleagues whose duties may be affected by any proposed changes. The employee and their line manager should discuss on an on-going basis that the adjustments continue to be effective. Provision Of Equipment and Auxiliary Aids Identified Through Assessment This might range from a specialist chair for someone experiencing back, neck or shoulder pain, to voice activated software for someone diagnosed as dyslexic through to a suite of equipment for someone with a serious visual impairment. Provision Of Physical Adjustments To Council buildings In consultation with the Health and Safety team physical adjustments to Council buildings as a reasonable adjustment will be given due consideration. Switch 2 Options Where it is concluded that the nature and impact of the disability means it is not possible to make adjustments for the employee to safely continue in their current role the Council has an obligation to explore whether there are vacancies in roles that the employee could undertake. The Switch 2 procedure should be followed. 78
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Appendix 5 Supports Employee Network – Disability Matters Details on when the Employee Network meet are available on the intranet or by contacting equalities@southlanarkshire.gov.uk. Employees are entitled to paid time off to attend meetings, though they must request attendance through their manager, and this will be granted on a service needs basis. The meetings offer a safe environment for employees to share their experiences and to seek advice and guidance. They are also an effective means of sharing good practice and passing on information to shared interest groups. The meetings should be highlighted to employees who may feel isolated or who wish to speak with individuals in a similar circumstance. Employee Assistance Programme (EAP) EAP provider Pam Wellbeing is available to help 24 hours a day, 7 days per week. The service is free for employees and is confidential. Employees can choose to contact the EAP for advice and support, or to arrange an appointment for a structured counselling session. To access this service employees can self-refer, confidentially by calling 0800 882 4102. Other ways to access counselling is via their wellbeing app and portal called Champion Health where a live chat function can be used to make contact a PAM counsellor. Where helpful and in agreement with the employee, managers can make ‘soft referral’ to PAM Wellbeing on behalf of the employee. The form is sent directly to PAM Wellbeing and requests that they make contact with the names employee. This form is available on the intranet. The Champion Health App/Portal also has a variety of wellbeing information on different wellbeing topics. Once registered to the website, employees can choose to download the Champion Health App and have quick access to wellbeing information on the go. Access to Work: www.gov.uk/access-to-work 79
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Report Agenda Item Report to: Employee, Equalities, Diversity and Inclusion Forum Date of Meeting: 4 March 2026 Report by: Executive Director (Finance and Corporate Resource) Subject: Employee, Equalities, Diversity and Inclusion Action Plan Progress Report 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an updated position on the Employee, Equalities, Diversity and Inclusion (EEDI) Action Plan [1purpose] 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted; and (2) that progress against each of the actions in the plan be noted. [1recs] 3. Background 3.1. Recruitment equalities monitoring information is reported through the Workforce Monitoring Report, which is presented to, Resource Committees, this Forum, and other relevant groups. 3.2. The monitoring reports provide detailed information on the number of applicants at key stages of the recruitment process, specifically: applications received, applicants interviewed, and applicants appointed. At each stage, the data is separated by sex, age, disability, ethnicity, and previous service in the armed forces. This information is drawn from the equalities monitoring proforma completed and submitted by applicants during the recruitment process. 3.3. A recent assessment of data shows the November 2025 percentage of Black and Minority Ethnic (BME) applicants appointed to Council posts was broadly representative of the South Lanarkshire BME population figure of 4.4%. Table 1, overleaf, demonstrates an increase in the proportion of applicants who self‑identified as BME and who progressed to interview. Appointment outcomes have also shown improvement during the 2024/2025 period. 8 81
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Table 1 2025/26 (Apr- Sep) 2024/25 2023/24 2022/23 2021/22 2020/21 2019/20 % of BME people aged 16-64 years in South Lanarkshire 4.4% 4.4% 4.4 % % of all applicants that declare BME 12.6% 11.2% 12.7% 5.5% 3.8% 3.4% 3.1% % of people interviewed that declare BME 8.2% 5.9% 10.1 % 3.6% 2.7% 3.2% 2.9% % of appointments that declare BME 3.9% 2.4% 4.6 % 2% 1.6% 2.3% 2.1% 3. 4. The EEDI Action Plan was noted the Forum in May 2025. This paper provides an update on the five actions outlined in the Action Plan as outlined in Appendix 1. 1. Review Recruitment Processes 2. Training for Recruitment Panels 3. Diverse Interview Panels 4. Enhanced Advertising 5. Collaborate with Community Organisations 4. EEDI Action Plan – Progress to Date 4.1. Action 1 – Review Recruitment Processes a review of the workforce monitoring reports has taken place, and proposals to change the presentation of the recruitment equalities monitoring information have been approved. Going forward this new format will be included in all workforce monitoring reports tabled at the relevant committees and forums. anonymous hiring and blind shortlisting to remove unconscious bias has been introduced and continues to support the recruitment process. further analysis of the equalities monitoring information for the period July to September 2025 is being undertaken and the findings will be shared with the Forum at its next meeting on 17 June 2026. a review of the recruitment process is underway to streamline, simplify and improve the experience for all candidates, regardless of their ethnic background or other protected characteristics. This work will form part of the revised recruitment policy, associated guidance and wider recruitment strategy planned to launch in the last quarter of 2026. 82
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another inclusive measure that is being considered for panels as part of recruitment strategy review is the sharing of interview questions in advance. This is currently in place and is considered a reasonable adjustment; this could be broadened out to include more applicants. 4.2. Action 2 – Training for Recruitment Panels a comprehensive range of training covering the recruitment process, the Equality Act 2010, protected characteristics and unconscious bias is available and integrated into the employee onboarding process where appropriate. This includes both induction materials and mandatory training modules. Table 2, below, shows a high level of completion of training since 2022 across the Council:- Table 2 Completions since January 2022 Equality and Diversity Awareness 8317 Preparing and Conducting Interviews 594 Recruitment and Selection and the Law 569 Safer Recruitment using the PVG Scheme 197 The Interview Panel 468 Unconscious Bias 3545 Interview Questions and Additional Selection Tools 525 Total 14215 a review of the Council’s current approach to recruitment training for employees who serve as panel members is underway as part of the Management and Leadership Review. Proposals arising from this work are scheduled to be shared with the chairs of the Workforce Planning and Development Boards meeting in April 2026 and at the EEDI Forum in June 2026. the Employee Development and Diversity (ED&D) team is preparing a management bulletin that will set out the Council’s expectations, including the requirement for all employees participating in recruitment panels to complete unconscious bias training. training completion will be monitored on an ongoing basis, with compliance reports submitted to each meeting of the Resource Workforce Planning and Development Board, which takes place on an eight‑weekly cycle. the Equality and Diversity Working Group will be issued with the agreed actions for each resource area from the Boards, with an expectation that individual implementation plans will be developed and progress updates submitted through the Forum. the Recruitment Team continues to provide support to hiring managers across all stages of the recruitment process, including guidance on best practice for interview panels. 83
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4.3. Action 3 – Diverse Interview Panels consideration is being given to establishing an Equality, Diversity and Inclusion (EDI) Champion for each interview panel. The purpose of this role would be to observe the selection process, identify any signs of potential bias, and challenge the panel where appropriate. this proposal will be explored in greater detail during the first quarter of 2026 and incorporated into the ongoing review of the recruitment strategy. in the interim, a pilot will be introduced in which guidance reflecting these expectations will be issued to all Panel Chairs. Panel Chairs will be encouraged to adopt these practices within the recruitment process wherever practicable from Quarter 4 of 2025/2026. 4.4. Action 4 – Enhancing advertising benchmarking of advertisement text by other Scottish local authorities and public sector bodies has been undertaken and the wording in the Council’s advert text has been modernised and updated to clearly detail the organisation’s commitment to diversity, equity and inclusion to signal an inclusive environment. The new wording is as follows: “Equality and Diversity Statement” The Council is committed to fostering equality, diversity and inclusion in its workforce. Therefore, we welcome applications from all sectors of the community, including under-represented groups within our workforce. We are keen to receive applications from candidates who have a disability, who are from a care experienced background, who are from a Black, Asian or minority ethnic background, from a military service background and from those who are new Scots. As a member of the Disability Confident Scheme, we guarantee to interview all disabled applicants who meet the minimum competency/behaviour requirements for this position. As proud holders of the Armed Forces Covenant Gold award, the Council is also committed to providing support to members of the armed forces, service leavers, veterans, reservists and their families. Service leavers, their close family members veterans and reservists are therefore guaranteed an interview if they meet the minimum requirements for this position.” This review also considered the use of other job boards or social networks specifically aimed at attracting BME and other underrepresented applicants. Job boards that target applicants from BME backgrounds are available; however many are London-centric and would not target South Lanarkshire and surrounding areas. Two job boards have been used by Scottish organisations in a pilot capacity to promote specific vacancies; these are the diversity dashboard (previously used by Edinburgh and Fife Councils) and diversity.co.uk (previously used by Perth and Kinross; Clyde and Co; NHS Scotland). Use of these jobs boards is being explored. 84
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as previously detailed, and linked to action 5, it has been proposed that the Council engages in longer term outreach activities with underrepresented communities, and this will require us to coordinate with Community Engagement to plan long-term activity and an update on this point will be reported as part of the 2026 programme. Work has commenced locally and contact is being made with the Lanarkshire Ethnic Minority Action Group (LEMAG.) it is also proposed that current employees are encouraged to actively share Council vacancies with people from underrepresented groups in their own networks. This approach will be featured as part of the communication to employees from 31 March 2026, in line with the points outlined in action 1 of the plan. 4.5. Action 5 – Collaborate with Community Organisations in 2021/2022, focus groups were held involving both successful and unsuccessful BME applicants. One of the key recommendations from this work was to improve the clarity of council job profiles. This action has since been implemented. job profiles now include detailed person specification criteria, outlining the essential and desirable requirements for each role. This enhancement is intended to provide candidates with greater clarity regarding role expectations and to promote transparency within the recruitment process. These criteria are also used by hiring managers when making shortlisting and appointment decisions. the Council continues to contribute to national work aimed at increasing the recruitment and retention of BME teachers. Through the Association of Directors of Education in Scotland (ADES), the Council is represented on a national working group tasked with developing an action guide to support progress towards the Scottish target of achieving 4% BME representation in the teaching workforce. we have made contact with the LEMAG and asked to meet with them at the earliest opportunity. 4.6. The text detailed at section 4.4 will be included in all job adverts. 5. Financial Implications 5.1. There are no financial implications from this report. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no climate change, sustainability, or environmental implications from this report. 7. Employee Implications 7.1. Hiring managers will be required to complete refresher training on equality, diversity and inclusion prior to participating in any recruitment activity. 85
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7.2. Employees will be encouraged to engage with and contribute to the Council’s staff networks. These networks are designed to empower employees, strengthen engagement, and provide a platform to raise issues that matter to them. They also play a key role in identifying and proposing positive actions and solutions. Active staff networks additionally help position the Council as an employer of choice for prospective candidates. 8.3. The EEDI Action Plan will form a central component of the Equality and Diversity Working Group’s programme. This group brings together representatives from all Resources to coordinate and deliver actions across the organisation. 9. Integrated Impact Assessment and Consultation Requirements 9.1. There are no integrated impact assessment or consultation requirements at this time. 9.2. Consultation will take place with trades unions and they will be updated at local Joint Consultative Committees, Joint Trade Union Committee, and Joint Consultative Forum. Jackie Taylor Executive Director (Finance and Corporate Resources) 12 February 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self-aware, and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Employee, Equalities, Diversity and Inclusion Forum – 28 May 2025 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ali Floyd, Learning and Development Adviser Ext: 4627 (Tel: (01698) 454627) E-mail: ali.floyd@southlanarkshire.gov.uk 86
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Appendix 1 Action Plan - Mainstreaming Equality – Equality Outcome One – Increase ethnic minority representation Summary of Actions in Action Plan: Action 1: Review Recruitment Processes Action 2: Training for Recruitment Panels Action 3: Diverse Interview Panels Action 4: Enhanced Advertising Action 5: Collaborate with Community Organisations. 87
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Action 1: Review Recruitment Processes Address unintentional biases and improve success rates for ethnic minority candidates. This supports the duty to advance equality of opportunity Measure: Analysis of success rates shows increase in number of ethnic minority candidates Action 2: Training for Recruitment Panels Ensure everyone involved in the recruitment process is trained to current standards in recruitment best practice. This should include understanding and recognising all relevant forms of discrimination, including bias. Anyone involved in the selection process to have undertaken learning in the following areas within the 12 months prior to being a member of any recruitment panel: Recruitment techniques, including sifting and interviewing. Unconscious bias Diversity/race equality awareness Measure The number of people involved in the recruitment process who have undertaken the required learning activities. Action 3: Where possible ensure that interview panel members are from diverse backgrounds to show commitment to different points of view and opinions and that SLC values diversity. Measures Increase in the number of ‘ethnic minority employees being part of recruitment panels. Increase in the development opportunities for employees to be part of the recruitment process. Increase in numbers of people from ethnic minorities backgrounds employed by SLC. Action 4: Advertise more widely to attract candidates from diverse backgrounds. Include additional wording in vacancy adverts stating that South Lanarkshire Council welcomes applications from people from black and minority ethnic background to encourage applications from ethnic minority communities. Testimonials from people from black and minority ethnic groups at all levels within the organisation sharing their experiences of working for the organisation. Use positive images of black and minority ethnic employees in any marketing and advertising campaigns. 88
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Measures: Analysis of the workforce data relating to job applicants shows an increased number of applications from black and minority ethnic people. Monitor the number of jobs advertised using ethnic minority specific publications/ websites/ organisations. Increase in the number of people from black and minority ethnic backgrounds applying for reemployment in SLC. Action 5: Work with ethnic minority community organisations, particularly those who have an employability remit, to engage with local ethnic minority communities. Work with ethnic minority communities to help them better understand the recruitment process, including improving their ability to undertake competency- based tests. With the support of external organisations whose aims are to build the capacity and sustainability of the ethnic minority voluntary sector and its communities: Inform ethnic minority young people of Modern Apprenticeships opportunities available within South Lanarkshire Council. Inform ethnic minority people of work experience opportunities available within South Lanarkshire Council. Inform ethnic minority people of opportunities to join South Lanarkshire Council Citizens Panel. Measures: An increase in the number of minority ethnic young people applying for and being successful for Modern Apprenticeships. The number of minority ethnic people applying for and being successful for work experience opportunities increases. The number of minority ethnic people joining the South Lanarkshire Council Citizens Panel increase. 89
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Appendix 2 Cost of diversity job boards Diversity.co.uk (used by Perth and Kinross Council) Advertising costs (up to 60 days) Single post non-profit £199 3 pack multiple job postings £499 10 pack multiple job postings £999 30 pack multiple postings £2,499 Diversity dashboard (used by Edinburgh and Fife councils) Advertising costs (up to 28 days) Price (excluding 20% VAT) 1 job posting £250 5 job postings £750 10 job postings £1,500 15 job postings £1,950 20 job postings £2,500 250 x annual job postings plus social media £4,100 90
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Report Agenda Item Report to: Employee, Equalities, Diversity and Inclusion Forum Date of Meeting: 4 March 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Forward Plan for Employee, Equalities, Diversity and Inclusion Forum 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update to the Employee, Equalities, Diversity and Inclusion (EEDI) Forum on potential future topics [1purpose] 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- [recs] (1) that the contents of this report be noted. [1recs] 3. Background 3.1. At the EEDI Forum meeting in August 2025, it was requested that work was carried out to collect a series of topics for the Forum to cover in its future meetings. 3.2. This would ensure that the Forum was sighted on and able to contribute to these topics in the Council. 3.3. The EEDI Forum already receives reports from each of the Council’s Resources on the progress against the Council’s 2025 Mainstreaming Equalities Outcomes. These are listed in Appendix 1. 3.4. A short survey was set up as a consultation with key stakeholders. 4. Future Topics 4.1. After consultation, the following topics were considered as being potentially within the scope of the Forum’s work:- British Sign Language (BSL) Activity Diversity Liaison Officers Legislation updates Gender-based Violence Scottish Women’s Budgeting Group and gender budgeting Calendar of equality events and commemorations Recruitment activity Neurodiversity Digital inclusion Understanding the Fairer Scotland Duty 9 91
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4.2. This list is not exhaustive and will be considered in line with the Forum’s existing structures and can be flexible as required, should other key topics of work arise. 5. Employee Implications 5.1. There are no employee implications from this report. 6. Financial Implications 6.1. There are no financial implications from this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability and environmental implications from this report. 8. Other Implications 8.1. There are no other implications from this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. The Trade Unions will be consulted on key topics as they arise as part of the agreed partnership working arrangements. Jackie Taylor Executive Director (Finance and Corporate Resources) 23 February 2026 Link(s) to Council Values/Priorities/Outcomes Focussed on people and their needs Working with and respecting others Ambitious, self-aware and improving Fair, open and sustainable Excellent employer Previous References Employee Equalities Diversity and Inclusion Forum- 27 August 2025 Employee Equalities Diversity and Inclusion Forum- 5 November 2025 List of Background Papers South Lanarkshire Council Mainstreaming Equalities Report 2023 to 2025 and Equality Outcomes 2025 to 2029 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ali Floyd, Learning and Development Adviser (Corporate) Ext: 4627 (Tel: 01698 454627) E-mail: ali.floyd@southlanarkshire.gov.uk 92
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Appendix 1 – South Lanarkshire Council Mainstreaming Equality Outcomes 2025-29 Equality outcome one - Increase the number of people from ethnic minority backgrounds employed in the South Lanarkshire Council workforce to reflect the diversity of the South Lanarkshire population. Equality outcome two - Older people, those from vulnerable groups and individuals who live alone are protected from scams and nuisance calls and their wellbeing is improved through increased awareness and preventative action. Equality outcome three - To ensure that Education Resources has fully embedded the United Nations Convention on the Rights of the Child (UNCRC) in all our actions during 2025-2029. This is to ensure Education Services is aligned with the UNCRC (Incorporation) (Scotland) Bill. Equality outcome four - Prevent homelessness occurring wherever possible thus reducing its impact. Equality outcome five - Improve health, care and wellbeing for the most vulnerable in the communities of South Lanarkshire. Equality outcome six - Protect vulnerable children, young people and adults - young people are supported by work to prevent the sale of tobacco and Nicotine Vapour Products (NVPs) to children (under 18s) which assists in the prevention of children taking up smoking. 93
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