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I wanted to talk to you this week about some great work we are doing to ensure that the principles of inclusion and diversity are embedded into everything that we do, and stand for, underpinned by our vision, mission, aims and values (4Ps) outlined in our new strategy.

We should respect, listen, empower and value everyone as individuals, whether patients or colleagues, regardless of visible or invisible differences.

With over 3,800 staff with a third from different parts of the world, we are already creating a diverse and supportive culture but we can do more.

Every day we all have opportunities to create meaningful relationships across differences and we should take the opportunity to do that in order to achieve our vision to provide an outstanding experience and best outcome for patients and the team.

Creating a truly inclusive environment, where every patient says that I was treated with compassion and every member of our team feels valued and proud, is the way in which we will ensure the Trust is truly a great place to receive care and treatment and to work.

Evidence from the national staff attitude surveys, formal employee relations cases, Freedom to Speak up Guardian and informal feedback unfortunately does show that colleagues do feel that episodes of bullying and aggression are still happening. We all have a duty to promote understanding, respect and dignity, tackle prejudice and eliminate bullying, harassment and discrimination.

We have a Respect at Work taskforce that has been set up as part of a wider campaign to help tackle these issues. This is a multidisciplinary group of leaders across the Trust, including staff side colleagues, to ensure we work in partnership to address these. Of course this doesn't diminish the responsibility we all have to tackle and report inappropriate and poor behaviour.

Our workforce data on Equality and Diversity, Workforce Race Equality Standards (WRES) and Gender Pay Gap Reporting 2017 shows levels of under representation, particularly in senior leadership that are not reflective and representative of the diverse population that we are and that we serve.

We are continuing to invest in developing leaders at all levels to increase our leadership capability as an enabler to becoming a more inclusive organisation. Our leadership courses are designed for colleagues at all levels to enable those from all backgrounds to develop and excel in their roles.

With best wishes,

Suzanne Rankin
Chief Executive



Each week Suzanne Rankin, our Chief Executive, sends a message to staff about events at the hospitals, special achievements, and plans for the future.

We shall be adding them to this section as well as including them on our Twitter and Facebook pages.

From time to time, we shall ask other members of the Trust Board and clinical team to give their perspective on the week in our hospitals.


About Suzanne

Suzanne was announced as the new Chief Executive in June 2014.

Suzanne began her nursing and management career with the Royal Navy, including deployment during the 1990 Gulf War; a spell as Senior Nursing Officer at NATO Headquarters in Lisbon; and Nursing Officer in charge of the 56-bed Trauma and Orthopaedic Unit at the former Royal Hospital Haslar in Gosport, Hampshire.

Past Messages