The following sections provide an overview of progress made against our EDI priorities, the outcomes achieved to date, and the actions planned to build on this progress in the coming year.
Enhance equality assessments and analysis systems for workforce and community insights, to continuously improve our service delivery.
| Progress | Impact | Next Steps |
|---|---|---|
| Building on improvements introduced last year around enhance quality assurance, action tracking and better support mechanisms, we have further strengthened our arrangements for meeting the Public Sector Equality Duty (PSED). Key developments include the creation of an EIA Insight Group to provide cross-organisational challenge and insight, alongside enhancements to the EIA template to incorporate wellbeing considerations, more robust scoping questions and additional prompts relating to the Armed Forces community. These changes support a more comprehensive and consistent approach to considering equality within decision-making. | Better decisions and consistency through improved quality assurance and broader input. Greater inclusion by identifying impacts on wellbeing and the Armed Forces community. Earlier risk mitigation with stronger scoping and prompts. Increased accountability and staff confidence through clear processes and collaborative support. | Work is underway to explore how we can strengthen our approach to refreshing EIAs, particularly by making better use of scoping responses that indicate when they are likely to become outdated. |
Promote Humberside Fire and Rescue Service as an anti-discriminatory organisation.
| Progress | Impact | Next Steps |
|---|---|---|
| Internally, we have relaunched our Strategic Leadership Team (SLT) Equality Ambassador programme, further embedding leadership accountability for equality, diversity and inclusion (EDI) across the organisation. The role of Equality Ambassadors is to champion inclusive leadership, promote awareness and engagement, and support the integration of EDI considerations into decision-making, culture and service delivery. This development supports our ongoing commitment to the Public Sector Equality Duty and reinforces the expectations set out within the Fire and Rescue Service Core Code of Ethics. During the year, one of our Leadership Forums was dedicated to EDI and Psychological Safety, reflecting the continued organisational focus on inclusive leadership and workplace culture. The session was designed to strengthen leaders' understanding of their individual responsibilities in advancing EDI and creating psychologically safe environments where employees feel able to contribute, challenge and raise concerns. This aligns with wider sector priorities relating to culture, leadership and inclusion. We also launched an Anti-Racism Statement, developed in partnership with employees, to provide a clear organisational position on racism and the standards of behaviour expected across the Service. The statement supports our commitment to fostering an inclusive workplace, aligns with the Public Sector Equality Duty and Core Code of Ethics principles, and reflects the increasing national focus on creating fair, respectful and inclusive fire and rescue services. Its introduction represents a further step in strengthening our EDI framework and embedding consistent expectations for employees, managers and leaders. | These initiatives have strengthened senior leadership ownership and visibility of EDI, increasing opportunities for leaders to actively champion inclusion and foster psychologically safe working environments. They have supported greater consideration of EDI within leadership discussions and decision-making forums, while enhancing leaders’ confidence and capability to apply inclusive practices within their teams. Feedback indicates improved understanding of individual responsibilities and a stronger awareness of how inclusive leadership can be embedded in day-to-day management and workplace interactions. The launch of the Anti-Racism Statement has established a clear organisational position on racism and reinforced expectations regarding behaviour, accountability and leadership. It demonstrates a visible commitment to equality and inclusion, supports consistent standards across the Service, and helps strengthen confidence among employees, prospective candidates and wider stakeholders that concerns relating to racism will be taken seriously and addressed appropriately. The collaborative development of the statement has further enhanced its credibility and ownership across the organisation. | Continued upskilling of leaders in the organisation via our Leadership Forums. Align our approach with national best practice to strengthen how we promote HFRS as an anti-discriminatory organisation, ensuring consistency between our culture and external messaging. |
Use our data and national best practices to strengthen equality across the Service and to support community engagement.
| Progress | Impact | Next Steps |
|---|---|---|
| Our EDI Officer has become a Developing Member of the National Fire Chiefs Council (NFCC) EDI Board, strengthening the Service's connection to national EDI developments, sector-led best practice and peer learning opportunities across UK Fire and Rescue Services. We have also developed stronger working relationships with EDI and People colleagues within Humberside Police, creating opportunities for greater collaboration, shared learning and the exchange of good practice across blue-light services. At a local level, teams have continued to use community intelligence, workforce insight and partnership working to enhance the accessibility and inclusivity of service delivery. Examples include: Expanding our station open day offer to include an additional SEND Quiet Hour, providing more opportunities for children and young people with additional needs to engage with the Service in an environment better suited to their needs. Responding to the increased national threat level by strengthening engagement with local Jewish communities through visits to synagogues. This has supported relationship-building, community reassurance and operational familiarisation, helping to maintain strong links with communities that may have heightened concerns during periods of increased risk. Used national best practice and staff expertise to develop guidance on neurodiversity in emergency situations, supporting operational staff to adapt their communication and approach when engaging with autistic and other neurodivergent individuals in emergency situations. This strengthens the Service's ability to understand and respond to diverse community needs while promoting more accessible and inclusive service delivery. | These activities have strengthened organisational awareness of emerging EDI issues, increased opportunities for shared learning, and enhanced the Service's ability to draw on both national and local expertise when developing policy, practice and service delivery. At a local level, greater use of data, insight, best practice and partnership working has supported more inclusive and responsive community engagement, helping to ensure services remain accessible, proportionate and reflective of the needs of diverse and potentially under-represented groups. This has been complemented by the introduction of neurodiversity guidance for operational staff, strengthening organisational understanding of autism and other neurodivergent conditions and supporting more accessible, informed and inclusive interactions with members of the community during both incidents and prevention activities. | To take learning from the work we have done with local Jewish faith leaders to apply to other vulnerable communities. |