Recognising those who work to embed diversity and inclusion, driving positive change for our colleagues, the work we deliver and the wider project delivery organisation.
The Inclusion Award recognises those who work to embed diversity and inclusion, driving positive change for our colleagues, the work we deliver and the wider project delivery organisation.
It recognises excellence and leadership in achieving inclusive outcomes in project delivery by embedding good equality, diversity and inclusion practices at every project delivery phase, leading to better and more inclusive outcomes for citizens and users.
The Diversity, Equality and Inclusion Group within the Health Transformation Programme created Listening Circles. These are safe spaces addressing race, LGBTQ+ experiences, disability, neurodiversity, and caring responsibilities for over 600 colleagues. This initiative tackled low inclusion scores and high bullying/harassment reports, transforming workplace culture beyond their formal roles. The approach aligns with project delivery guidance for achieving inclusive outcomes by design, embedding inclusion as a core principle.
The collaborative initiative inspired cross-government adoption, with the Government Project Delivery Inclusion Network launching its own series. Participants described sessions as “empowering” and “healing,” with wraparound wellbeing support ensuring colleagues felt valued. The team developed reference guidance and tools for embedding inclusive practices, creating lasting cultural impact.
The team navigated sensitive discussions by establishing clear boundaries, engaging human resources experts, and reinforcing solidarity over division. They developed emotional intelligence and facilitation skills whilst creating psychological safety. Lessons learned are now being shared through training modules and cross-government networks, demonstrating how listening with care builds a more compassionate Civil Service.
The Disability and Neurodiversity Toolkit consolidates guidance, lived experience, and signposting to help project delivery function colleagues in the Ministry of Justice to support disabled and neurodivergent peers. Co-led by champions Kim and Ellie, who brought lived experience, the project filled gaps in confidence and accessibility. The team established governance with senior leadership team sponsorship, managed risks through anonymisation, and designed for digital accessibility. The toolkit embeds ‘Achieving inclusive outcomes by design’ principles, supporting Public Sector Equality Duty compliance.
The toolkit improved People Survey scores: line manager support increased 13 percentage points, discrimination perceptions dropped 5 points, and bullying/harassment fell 6 points. It enabled open conversations, increased manager confidence, and created psychological safety. The approach influenced cross-government practice through the Government Project Delivery Inclusion Network, sparking conversations about inclusive resources in other departments.
Delivered without dedicated funding alongside day roles, the project required clear vision and delegation across champion networks. The team created psychologically safe spaces for contributors sharing personal stories, secured senior buy-in through early engagement, and used lessons learned workshops to inform future iterations, demonstrating how passion and lived experience drive meaningful change.
The Forward Together programme aims to make NHS Blood and Transplant an intentionally inclusive and anti-racist organisation, following critical Care Quality Commission reports and staff survey results. Its 4 objectives included co-creating an Anti-Racism Framework (published in November 2024), reviewing recruitment policies to remove bias, delivering cultural change through learning and development, and exploring inclusive practices. The team engaged extensively: over 500 colleagues in framework focus groups, 137 hiring managers surveyed, and 700 participating in an analysis of training needs.
Results show measurable improvements: Black and minority ethnic (BME) representation has increased from 16.4% in 2021 to 23.9% in 2024; reports by BME staff of harassment from managers and staff reduced by 6.8% between 2021 and 2025, with discrimination reducing from 15% to 9.1% over the same period. Staff engagement among BME colleagues improved significantly in areas relating to management support, peer relationships, and recognition. Trade unions praised the framework as vital for cultural change backed by leadership accountability.
The programme demonstrates organisational commitment to becoming inclusive and high performing through sustained investment in people and culture, linking inclusion with organisational effectiveness and productivity.
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