Following the publication of our latest Equity, Diversity and Inclusion (EDI) report, RCN Head of Equity and Inclusion Wendy Irwin, reflects on the progress made and the foundations built towards a more inclusive organisation for members and improved support for the profession – now and in the future.

We are living in a world which can feel increasingly complex and divided. Both here in the UK and across the globe, politics is becoming more polarised and public discourse more toxic.

The impact on our members working in health and care services has been profound, with a 78% increase in NHS nursing staff reporting racism at work over the last four years. This figure is just the tip of the iceberg. We know that many incidents go unreported due to a lack of confidence that action will be taken, fear of retaliation, or simply because the culture of racial abuse has become so normalised.

This statistic, staggering as it is, only tells part of the story. What it can’t tell us – but our members have shared – is the personal impact this current climate is having on them. From losing confidence at work, worrying about visa changes and wondering if their usual walk home is safe, the harm being done is immense.

It feels more urgent than ever to be working with members to make the profession a safer and more inclusive place – with a College better able to support members experiencing discrimination, as well as supporting them to effectively challenge it.

In 2024 we published our EDI Strategy where we set out our ambitious vision to transform our organisation and the support we provide to the profession. We were clear that this work would not and should not be about ‘quick fixes’. Instead, it is about laying solid foundations so that the changes we are making are sustainable, member-led and impactful in their scope and design.

Our latest report shows that we are now consistently delivering on the promises we made. We’re improving how we support you, how decisions are made, and how your voices are heard within the College and beyond.

Much of the work over the past year has focused on strengthening our organisation. This includes clearer leadership and accountability, new structures to oversee progress, and more ways for members to get involved.

One of the most positive shifts is evidenced in the extent to which member voices are shaping our EDI work. We’ve widened participation by bringing more people into governance, creating space for people to share their lived experience through engagement events, and setting up a member-led anti-racism subgroup. This matters because EDI can’t be designed from the centre; it must reflect what members are actually experiencing.

We’re also now collecting better data and using it more effectively. By improving how equality data is collected, and embedding equity impact analysis into decisions, we’re ensuring that the organisation is asking better questions: who benefits from this? Who might be left out? And what needs to change? Over time, that kind of thinking will lead to better, fairer and more representative decisions.

Our casework systems have been redesigned, and staff have now had training so they can better handle workplace discrimination issues. Alongside this, there’s been a real focus on building confidence within the profession to take this learning out into workplaces. New learning programmes, webinars and events are giving both members the tools and knowledge they need to be part of the change the profession needs. 

And we’re influencing wider practice through updated workforce standards, partnerships with NHS and independent health and care sector bodies, and programmes like the Cultural Ambassador programme. 

At the same time, there’s an honesty running through all of this. Some members may feel that progress is too slow, or that it hasn’t changed their day-to-day reality yet. That’s understandable. The kind of change this work is aiming to achieve – tackling discrimination, shifting culture and addressing inequality in health care and nursing – is complex and must be done properly to ensure that the change is lasting and authentic.

It’s about taking a hard look at systems and structures, investing the time and resources needed, and making sure that changes are meaningful and sustainable, not just surface-level fixes.
Ultimately, this is long-term work. The goal isn’t just to respond to issues as they arise, but to build something better: systems that are fairer, support that is more consistent, and a culture where all members feel valued and able to thrive.

We’re not there yet, but the direction of travel is clear. And by focusing on strong foundations now, we’re in a better position to deliver the kind of lasting improvements that will really make a difference to members in the years ahead.

Read the full progress report HERE.