Outcome 1: Improving our data

The table below outlines the actions we set out against this outcome and our progress against them.

What have we achieved?

Having high-quality data to measure our progress and impact is a priority for us and so we also included this as a key enabler in our D&I Strategy. We have made a lot of progress against this outcome, outlined below.

Over the last two years, we have:

• defined an evaluation strategy to ensure that we can measure our impact against our purpose.
• identified key metrics from a range of sources, including diversity monitoring response rates and our workplace demographics, and external comparisons.
• analysed three years of Civil Service People Survey data (2022 to 2024) to compare findings for protected groups and understand their experiences.

Case study

Improving our approach to diversity monitoring

In May 2023, we updated our diversity monitoring questions. They now align to Scotland's 2022 Census. This makes our questions more sensitive and appropriate. It also allows us to gather better data and compare it with external benchmarks.

Another benefit is having standard questions for other purposes. These include diversity monitoring in recruitment and surveys.

We have developed a strategy to increase our response rates to these questions.  We have run communication campaigns and given regular reminders to colleagues of the importance of this information. We have also shared team response rates through presentations.

We explain why we collect this data and how we use it. We also highlight the 'prefer not to say' option.

Results

• We have questions for every protected characteristic, with robust, sensitive wording and the ability to compare this to the 2022 Scottish Census.
• On 31 March 2025, we had data for 88% of employees. Half our employees (51%) had completed all questions and 37% had completed some of them.
• We have 100 per cent response rates for sex and age since this is mandatory information for all employees.

Further activity

A key area of improvement was our work to embed a schedule of regular updates on our D&I Action plan for senior leaders and decision-makers. We want our reporting to be robust, transparent and meaningful. We write our reports with input from our D&I Delivery and Steering Groups. This reflects the co-ownership of our D&I Action Plan.

Accountable leadership is a pillar in our D&I Strategy. Therefore, we need to equip our leaders with the necessary information to make decisions. We report regularly to our Strategic People Authority and our Board.

We share quarterly summaries that provide an overview of whether we've successfully completed the planned activities. These reports include key achievements, ongoing activity, and actions that need attention. Most importantly, we provide evidence of our impact.

We also share updates with our colleagues across RoS. We do this through specific summaries and within our programme of D&I communications.

Results

• We have now completed a full year of our new style of D&I reporting.
• We have completed, or are progressing, 100% of our planned actions which amounts to 30 actions since the start of our D&I Action Plan in 2023.

Our focus for 2025 to 2027

Although we have made progress, we still have areas for improvement under this outcome, as outlined below.

We now have robust, appropriate diversity monitoring questions. However, only half our colleagues have answered all questions and 1 in 10 haven’t answered any.

We will continue to encourage existing, and new, colleagues to share their diversity monitoring information.

We will:

• continue to highlight ‘prefer not to say’ as an option
• ensure colleagues understand how we use their data, in particular sharing examples of how we’ve used it to benefit colleagues
• explore colleagues’ reasons for not sharing some, or any, of their information and work with them to identify action we can take to address this

We have established greater understanding of the views of colleagues with protected characteristics through D&I analysis of our CSPS findings. However, this insight is limited to the questions within the survey and is only available annually.

We have embedded mechanisms to regularly capture feedback from colleagues. This includes People Pulse Surveys for all and Colleague Voice Sessions specifically for those with protected characteristics. Over the next two years, we will use these mechanisms to capture additional feedback.

We now have more D&I data available to us and we have been using this within our D&I groups to support our decision making and inform our action plan. However, we need to ensure that colleagues across the organisation are aware of the data available and are using it appropriately in their work.

To address this, we will incorporate key measures within wider reports for senior leaders. We will also support colleagues to use the D&I data we have available, with a focus on senior leaders and managers. For example, managers may benefit from using the equality analysis of our CSPS findings to ensure they understand the views of colleagues with protected characteristics alongside the views of their team overall.

Other colleagues may also need support to use D&I data, for example those leading on specific projects. They may want to consider the demographics of those affected by their project, forming part of their equality impact assessment.

We aim to complete these actions by end of March 2027 and would then consider this outcome to be achieved. Monitoring, and improving as needed, the availability and use of D&I data would then become part of our usual business practice.