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.
Actively attract, develop and retain staff from underrepresented groups, positioning the Service as an employer of choice.
| Progress | Impact | Next Steps |
|---|---|---|
| Rookie Reds, our 10-week programme designed to support individuals in exploring a career within the Fire and Rescue Service, was delivered again during the year. The programme remains open to all applicants, with a particular focus on encouraging participation from under-represented groups and providing greater insight into career opportunities across the Service. Fire Cadets have continued to develop and refine their programme to improve accessibility and inclusion. This has included targeted adaptations to support participants with dyslexia, ADHD and other neurodivergent conditions, helping to remove barriers to participation and ensuring activities are accessible to a wider range of young people. Operational crews have continued to support positive action and community engagement through public circuit training events and firefighter inspiration days, providing opportunities for individuals to experience practical activities, engage with serving personnel and learn more about careers within the Fire and Rescue Service. Crews and staff have also attended recruitment and careers fairs at colleges and community venues throughout the year, increasing the visibility of Fire and Rescue Service career opportunities and supporting engagement with a broader and more diverse range of potential applicants. During the year, the Service also continued to strengthen its partnership with Women in the Fire Service (WFS), supporting efforts to promote careers within the Fire and Rescue Service to women and other under-represented groups. Through engagement, networking and activity, the partnership has provided additional opportunities to showcase diverse role models, challenge perceptions of the sector and encourage wider participation in recruitment and development opportunities. | The longer-term impact of these initiatives will be assessed through future recruitment, application and progression data, helping us to understand whether they contribute to increased interest and participation from under-represented groups. Collectively, these activities, alongside our partnership with Women in the Fire Service (WFS), are designed to challenge perceptions, increase awareness of career opportunities, provide visible role models, and encourage individuals to consider a role within the Fire and Rescue Service regardless of their background or characteristics. Feedback from participants involved in Rookie Reds, Fire Cadets, WFS-related engagement activity and community events has been consistently positive, with individuals describing the opportunities as informative, supportive, empowering and enjoyable. Staff, operational crews, instructors and external partners involved in delivery have also reported positive experiences, highlighting the value of engaging with communities, sharing career opportunities and supporting the development of future talent. | For rollout in the next Fire Cadet cohort, and building on learning from previous groups, individual support plan templates and guidance have been developed to strengthen inclusion and provide clear direction to instructors on when and how participation may need to be declined on safety grounds. The addition of a Positive Attraction Manager will support further developments in these areas. |
Support for staff engagement including staff groups and Equality Ambassadors, to promote inclusivity across the organisation.
| Progress | Impact | Next Steps |
|---|---|---|
| Two new staff networks were established during the year: the Neurodiversity Working Group and The Engine Room, which focuses on men's mental health and wellbeing. These additions strengthen the range of peer support and employee voice mechanisms available across the organisation. Staff Networks Day was celebrated through a dedicated event at Headquarters, alongside increased promotion of staff networks through enhanced resources and the distribution of information booklets to all stations. This activity aimed to raise awareness of the support, networking and development opportunities available to employees. During the year, employees continued to share their lived experiences to help raise awareness, foster understanding and encourage open conversations on a range of equality, diversity, inclusion and wellbeing topics. These personal stories have been used to support learning and reflection across the organisation. We have continued to develop our wider EDI and wellbeing learning offer beyond mandated training. This included expanding the Resources Hub and improving accessibility through the provision of QR-coded promotional materials across stations. During Race Equality Week, toolbox talks were delivered to operational watches through morning briefings, and Siren continued to be used to share resources, lived experience stories and quarterly awareness newsletters. These communications highlighted significant awareness days and events throughout the year and encouraged greater understanding of their relevance to the Fire and Rescue Service. | These initiatives have increased opportunities for peer support, connection and employee voice across the organisation, while raising the profile of wellbeing and inclusion issues. They have also improved awareness of staff networks and the support available, helping to strengthen engagement with inclusion and wellbeing activity across the Service. The continued sharing of lived experience stories has supported open conversations around a range of EDI and wellbeing topics, increasing awareness and understanding of different perspectives and experiences. These stories have helped foster a culture where employees are encouraged to listen, learn and engage with issues that may affect colleagues across the organisation. The expansion of education and communication activity has increased the visibility and accessibility of EDI resources and learning opportunities across the Service. By integrating learning into existing forums such as morning briefings and maintaining regular communications through Siren, awareness of EDI-related topics, significant dates and organisational priorities has been reinforced throughout the year. | Another staff group is forming for Armed Forces Community. A new staff feedback and engagement route is being developed to ensure our staff groups, which sometimes struggle to keep momentum and membership, are not the only route to engagement. |