Corporate report

Equality Diversity and Inclusion (EDI) Annual Report 2025-26

Published 30 March 2026

1. Introduction

This year, SLC has continued delivery of our 2023–2026 Equality, Diversity and Inclusion (EDI) Strategy, with a strong focus on strengthening the foundations that enable evidence-based, sustainable inclusion. A key step forward has been improving how we understand and use our workforce data. We also introduced more inclusive equality data reporting options, which has supported increased disclosure across a number of areas, including ethnicity, gender identity, caring responsibilities and neurodiversity. These improvements matter because stronger data quality enables SLC to identify where disparities may exist across recruitment, progression and lived experience, and to prioritise action where barriers are most likely to occur.

Progress this year has also been shaped by colleague voice. Our colleague networks are increasingly acting as delivery partners for the strategy – supporting culture change, building trust, and informing improvements to policy and practice. This includes ongoing work to strengthen Workplace Adjustments, ensuring the process is clearer, more accessible and more consistently applied. Networks have also delivered tangible outcomes, including achievement of ‘Carer Positive’ accreditation through the work of our CARE network. In addition, colleague networks played an important role in the Business Disability Forum validation process, contributing meaningful insight that supported SLC securing Disability Confident Leadership re‑accreditation – a fantastic achievement within this reporting period.

Leadership accountability remains central to how we embed inclusion. We have continued to reinforce expectations by incorporating inclusive leadership objectives into performance reviews for the Executive Leadership Team and Senior Management Team, alongside ongoing leadership development activity. This year, we also delivered Inclusive Leadership training that strengthened senior leaders’ capability to role model inclusive behaviours, make fair decisions and remove barriers in day‑to‑day practice.

We remain realistic that cultural change takes time, and that while foundations have strengthened, some outcomes remain challenging – particularly diverse representation, including disability and ethnicity, and diversity within senior grades. Our focus is therefore evolving to reflect organisational context – with reduced attrition limiting recruitment opportunities, SLC will place greater emphasis on retention, internal progression and targeted development pathways, supported by improved insight through our EDI metrics.

Encouragingly, our colleague engagement survey shows an increase in colleagues’ confidence that SLC is committed to creating a diverse and inclusive workplace. We will continue to build on this progress as we move into Year 3 — turning strengthened foundations into more measurable, sustained outcomes — and as we begin development of a new EDI Strategy through a fully co‑creative approach, shaped with colleagues through networks, focus groups and wider engagement.

Chris Larmer – SLC CEO

2. Our Legal Duty and Public Commitment

2.1 - As a public sector organisation, the Student Loans Company (SLC) is subject to the Equality Act 2010 and the Public Sector Equality Duty (PSED). The PSED requires SLC, when exercising its public functions, to have due regard to the need to eliminate unlawful discrimination, harassment and victimisation, to advance equality of opportunity between those who share a protected characteristic and those who do not, and to foster good relations between different groups.

2.2 - In addition, under the Equality Act 2010 (Specific Duties) Regulations, SLC must publish equality information annually and set equality objectives at least every four years. This Annual Report sets out how SLC is meeting these duties, while also demonstrating our ambition to move beyond minimum compliance and embed equality, diversity and inclusion into “how we do things here” across policy, culture and service delivery.

3. About This Report

3.1 - This report provides a public update on progress against SLC’s Equality, Diversity and Inclusion Strategy 2023 to 2026, including delivery against the five strategy pillars and the metrics used to measure improvement over time. It also explains where progress has been slower than planned and how SLC is adapting its approach to remain credible, transparent and outcomes-focused.

3.2 - This report draws on SLC’s six-monthly governance cycle, including updates to Remuneration Committee (RemCo), the EDI strategy metrics dashboard and equality monitoring data, and the annual Gender Pay Gap analysis and action planning.

4. Executive Summary – Key Messages

4.1 - Over the last year, SLC has continued to make progress in strengthening inclusive practice and shifting organisational maturity, particularly through leadership development, the refresh of inclusive policies, and increased colleague involvement through networks. The EDI Maturity Matrix shows movement from “defined” towards “mature” in key areas, reflecting that inclusion is increasingly being built into leadership behaviours and workforce practice rather than delivered as standalone activity.

4.2 - SLC’s Gender Pay Gap position continues to improve, with both mean and median gaps reducing as of March 2025, showing positive direction of travel and supporting our longer-term ambition to strengthen gender equity in pay outcomes.

4.3 - At the same time, we remain clear that some representation targets are proving challenging, particularly for disability, ethnicity and senior leadership diversity. Reduced attrition and organisational change have limited recruitment opportunities, meaning that SLC cannot rely on recruitment alone to shift workforce representation. As a result, Year 3 of the strategy places greater emphasis on retention, internal progression, targeted development pathways and positive action planning, alongside continued improvement in equality data disclosure.

5. Our EDI Strategy Framework and How We Deliver It

5.1 - SLC’s EDI Strategy (2023–2026) is structured around five pillars. The pillars are designed to work together:

• improving equality data enables better insight;
• better insight strengthens fair recruitment and progression;
• leadership accountability drives consistent practice;
• organisational development builds the skills to lead inclusion day-to-day; and
• inclusive culture work ensures policy and practice remove barriers for colleagues and customers.

5.2 - The five pillars are:

• Data – improving transparency, insight and evidence-based decision making
• Recruitment, Retention and Progression – building a workforce reflective of our communities
• Leadership – embedding accountability and inclusive role-modelling
• Organisational Development – building confidence, capability and cultural awareness
• Inclusive Culture – removing systemic barriers and improving lived experience

5.3 - Progress is tracked through SLC’s quantitative metrics (including workforce data, engagement indicators, training compliance and representation measures) and through the qualitative EDI Maturity Matrix, which benchmarks organisational progress from “compliant” towards “leading/integrated”.

6. How We Are Shifting the Dial - EDI Maturity Matrix

6.1 - The EDI Maturity Matrix provides an accessible way to explain cultural and organisational progress beyond numerical metrics. It reflects the shift from doing EDI “because we must” towards EDI being increasingly embedded into leadership expectations, workforce processes and organisational culture.

6.2 - In the most recent update, SLC has continued to progress along this maturity pathway. Two areas demonstrate particularly clear movement.

First, leadership and training activity has helped move the Training and Development pillar from “defined” towards “mature”, reflecting stronger leadership accountability and more intentional capability building.

6.3 - Second, inclusive policy and practice improvements – particularly the refreshed Workplace Adjustments approach – have supported movement of the Inclusive Workplace and Culture pillar into “mature”. These shifts are important because they show changes in the operating model of inclusion – how decisions are made, how colleagues are supported, and how barriers are removed in practice.

7. Progress Against EDI Strategy Pillars and Metrics

7.1 Pillar 1: Data – strengthening equality data, insight and transparency

7.1.1 - SLC’s ambition is to improve the quality and completeness of equality monitoring data so that decisions can be based on evidence, and so that SLC can be transparent about the workforce profile and where disparities exist. SLC continues to work toward the strategic target of achieving 80% known data for disability, ethnicity and sexual orientation.

7.1.2 - Latest reported figures show ethnicity disclosure continuing to improve (to 76%), while disability and sexual orientation reporting remain areas for further improvement.

7.1.3 - ]SLC has also expanded the scope of equality information by tracking newer fields such as gender identity, neurodiversity and caring responsibilities. While disclosure remains voluntary and progress can be slow, reporting in these areas is increasing and is supported by communications activity, behavioural nudges, and growing trust through visible inclusion action such as workplace adjustments improvements.

7.1.4 - What this means in practice – improving data is not an end in itself; it enables SLC to spot patterns in recruitment, progression and colleague experience, and to target actions where barriers are most likely to exist.

7.2 Pillar 2: Recruitment, Retention and Progression – improving representation and fairness

7.2.1 - SLC has made incremental progress on workforce representation, but progress has been slower than anticipated. With lower attrition reducing recruitment opportunities, our focus is shifting towards retention, internal progression and targeted development for underrepresented groups. This matters because it changes the delivery approach required – if hiring volumes reduce, the organisation must focus more strongly on retaining diverse talent and supporting internal progression pathways, rather than expecting representation to shift through recruitment alone.

7.2.2 - Within the last 12 months, disability representation has increased overall, and ethnicity representation has increased marginally. However, representation within senior grades remains a challenge. SLC has also recognised the contextual factors shaping recruitment pools, including geographic footprint and local demographic availability, reinforcing the importance of targeted outreach and positive action planning.

7.2.3 - In Year 3, the strategy focus will strengthen around equality reporting, positive action and targeted development opportunities (such as mentoring) for underrepresented groups, particularly disabled colleagues, ethnic minority colleagues and women in leadership.

7.3 Pillar 3: Leadership – accountability, role modelling and gender equity

7.3.1 - Leadership remains a key lever for sustainable inclusion because leadership behaviour influences recruitment decisions, progression opportunities, psychological safety and fairness of day-to-day experience. In this period, SLC strengthened leadership accountability by continuing to embed EDI objectives into performance expectations for the Executive Leadership Team (ELT) and the Senior Management Team (SMT), and by extending formal EDI objectives to managers for the first time.

7.3.2 - has also continued to focus on gender equity through Gender Pay Gap monitoring and action planning. As of March 2025, both the mean and median gender pay gaps reduced. This reflects a more balanced distribution of women and men across pay quartiles. Further detail is available in SLC’s published Gender Pay Gap Report, which includes statutory calculations, narrative analysis and our action plan.

7.4 Pillar 4: Organisational Development – building capability and inclusive practice

7.4.1 - SLC has continued to strengthen organisational capability by embedding inclusive learning and development across the organisation, recognising that sustainable inclusion depends on confidence, skills and shared understanding at every level.

7.4.2 - During this reporting period, the mandatory EDI eLearning module was reviewed to improve accessibility and alignment with the Dignity at Work Policy. Completion rates remain high, supporting a consistent baseline understanding of equality, dignity and inclusion across the workforce. Alongside this, leadership development programmes have continued to incorporate wellbeing and inclusivity modules for new and aspiring managers, reinforcing clear expectations of inclusive leadership practice and supporting managers to lead fairly, confidently and consistently.

7.4.3 - A key development under this pillar has been the introduction of Inclusive Leadership training for all Senior Managers. This programme is designed to strengthen leadership accountability for EDI by building senior leaders’ capability to role model inclusive behaviours, make evidence-based and fair decisions, and actively remove barriers for colleagues within their areas of responsibility. The training focuses on practical leadership behaviours, psychological safety, inclusive decision-making and the effective use of equality data, ensuring that senior leaders are equipped to translate strategic intent into everyday practice. This forms a critical enabler of progress across all five pillars of the EDI Strategy.

7.4.4 - In addition to formal learning, SLC delivers regular organisation-wide EDI awareness sessions under the banner “Inclusion Starts with You.” These sessions support colleagues at all levels to understand how inclusion is embedded in day-to-day behaviours, interactions and decisions, and how individual actions contribute to SLC’s wider EDI journey. The sessions reinforce that inclusion is a shared responsibility and provide practical guidance on how colleagues can actively support a respectful, inclusive and supportive working environment.

7.4.5 - This blended approach – combining mandatory learning, senior leadership development, manager capability building and ongoing awareness activity – supports cultural consistency and helps translate EDI principles into lived experience. It also plays an important role in building trust and confidence across the organisation, which in turn supports increased disclosure and engagement with initiatives such as Workplace Adjustments.

7.4.6 - Looking ahead to Year 3 of the EDI Strategy, SLC will build on this foundation by introducing more specialist, comprehensive learning programmes in response to identified organisational needs and increasing demand from colleagues and managers. These programmes will move beyond general awareness to develop deeper capability in specific areas where practical skills and confidence are essential.

7.4.7 - Planned specialist learning includes organisation-wide and manager-focused training on menopause and neurodiversity, commissioned through external subject-matter experts. These programmes will provide consistent, evidence-based knowledge, strengthen managers’ confidence to hold supportive conversations and implement appropriate workplace adjustments, and encourage earlier disclosure while reducing stigma. They will also support improved wellbeing, retention and performance.

7.4.8 - The menopause programme will directly support SLC’s ambition to progress towards Menopause Friendly Employer Accreditation, while neurodiversity training will enable consistent and confident delivery of the Workplace Adjustments approach in response to increasing levels of colleague disclosure. Both programmes include a strong focus on sustainability through train-the-trainer models, ensuring internal capability is developed and long-term value for money is achieved.

7.4.9 - Together, these organisational development activities underpin delivery of the EDI Strategy by strengthening leadership accountability, embedding inclusive practice, supporting cultural change, and ensuring colleagues across SLC have the capability and confidence to make inclusion a reality in everyday working life.

7.5 Pillar 5: Inclusive Culture – removing barriers and improving lived experience

7.5.1 - This pillar focuses on the systems and processes that shape lived experience at work, including workplace adjustments, fair treatment, and colleague voice mechanisms.

7.6 Workplace Adjustments: embedding support and removing barriers

7.6.1 - A major milestone in this period was the launch of SLC’s standalone Workplace Adjustments Policy, co-developed with the Business Disability Forum and informed by colleague networks. This work represents a move from a reactive model of “reasonable adjustments” towards a proactive approach that supports a wider range of needs. It also introduces more consistent guidance for managers and improved organisational oversight through Workday functionality and reporting.

7.6.2 - Why this matters – workplace adjustments are a retention and productivity issue as much as a compliance issue. The policy supports earlier intervention, more consistent decision-making and improved colleague confidence that support will be available when needed.

7.6.3 - This development is also reflected in maturity progress, helping move SLC further into the “mature” category for Inclusive Workplace and Culture within the EDI Maturity Matrix.

7.7 Disability Confident: assurance and external accountability

7.7.1 - SLC has successfully achieved re-accreditation as a Disability Confident Leader, following external assessment and validation by the Business Disability Forum. The assessment resulted in a minimal number of recommendations, providing strong independent assurance of SLC’s approach to disability inclusion.

7.7.2 - The Workplace Adjustments policy and procedure formed a core component of the accreditation evidence. In particular, the assessor recognised SLC’s inclusive, co-created approach to the development and implementation of the policy, as well as the practical steps taken to embed it across the organisation. This included partnership working with specialist organisations, engagement with colleague networks, clear manager guidance, and integration with organisational systems and processes.

7.7.3 - Re-accreditation as a Disability Confident Leader is not viewed as an endpoint, but as a marker of progress and accountability. It reinforces SLC’s ongoing commitment to removing barriers, supporting disabled colleagues to thrive, and continuously improving inclusive practice across policy, culture and leadership.

8. Colleague Networks – delivering the strategy through lived experience and collaboration

8.1 - Colleague Networks remain a central mechanism for ensuring that inclusion at SLC is shaped by lived experience and informed by the voices of colleagues. During this reporting period, the Networks have continued to mature in how they operate, collaborate and contribute to delivery of the EDI Strategy.

8.2 - Building on feedback from network chairs, members and senior sponsors, SLC completed a review of the Colleague Networks Framework. This has helped strengthen role clarity, consistency of approach and support arrangements, enabling networks to operate more strategically and sustainably. As a result, networks are increasingly aligned to organisational priorities while retaining their independence and authenticity.

8.3 - A key development over the year has been stronger collaboration between networks, with an intentional focus on intersectionality. Rather than operating in isolation, networks have increasingly worked together to design and deliver initiatives that recognise the overlapping identities and experiences of colleagues. This collaborative approach has enabled networks to:

• use time and budget more effectively
• reach a wider and more diverse audience
• reduce duplication of activity
• ensure initiatives are inclusive and accessible to colleagues with different needs

8.4 - This shift supports delivery across multiple EDI Strategy pillars, particularly Inclusive Culture, Organisational Development and Leadership, by embedding inclusion into shared activity rather than siloed interventions.

8.5 - Networks have also adopted a more forward-looking and coordinated approach to planning, supported by the introduction of a shared EDI calendar. By planning activity further in advance and sharing this with Communications colleagues, networks have improved the visibility, timing and reach of EDI initiatives across the organisation. Earlier engagement with Communications has enabled clearer messaging, better sequencing of activity and more consistent organisation-wide promotion, increasing overall impact.

8.6 - Leadership engagement with networks has also strengthened during this period. Network chairs participated in a series of Lean In sessions with members of the Executive Leadership Team (ELT), sharing lived experience, insights from network activity and invitations to become more actively involved. These sessions were met with a very positive response from ELT members and have helped deepen understanding of the value networks bring, strengthen senior sponsorship, and reinforce leadership commitment to EDI in practice.

8.7 - Overall, this evolution reflects a shift from networks being primarily communities of support to becoming confident, collaborative delivery partners for the EDI Strategy. Their work contributes across all five pillars by:

• shaping inclusive culture through peer support and barrier identification
• supporting organisational development through awareness and learning activity
• building trust that encourages disclosure and improves equality data
• informing recruitment, retention and progression through lived experience insights
• strengthening leadership accountability through visible sponsorship and engagement

8.8 - As SLC moves into Year 3 of the EDI Strategy, Colleague Networks will continue to play a vital role in ensuring that inclusion is inclusive by design, intersectional in approach, and embedded into the way the organisation plans, communicates and delivers change.

9. Looking Ahead – Year 3 and Beyond

9.1 - Year 3 of the EDI Strategy will focus on turning strong foundations into measurable and sustainable outcomes. Over the past two years, SLC has invested in building the structures, capability and confidence needed to embed equality, diversity and inclusion more consistently across the organisation. The next phase of the journey is about ensuring that these foundations translate into tangible improvements in lived experience, representation and opportunity.

9.2 - A key priority for Year 3 is strengthening leadership accountability. SLC will implement a targeted action plan for the Executive Leadership Team (ELT) and Senior Management Team (SMT), reinforcing their role in role-modelling inclusive behaviours, making fair and evidence-informed decisions, and actively removing barriers within their areas of responsibility. Leadership accountability will remain a critical enabler of progress across all five pillars of the EDI Strategy.

9.3 - Alongside this, SLC will develop a Positive Action Plan. This plan will focus on supporting underrepresented groups through targeted initiatives such as mentoring, development pathways and progression support. As recruitment volumes fluctuate, SLC recognises that progress on representation cannot rely on recruitment alone. Greater emphasis will therefore be placed on retention, progression and internal opportunity, ensuring that talent already within the organisation can thrive.

9.4 - Work will also continue to strengthen cultural awareness and inclusion capability through an EDI training plan aligned to the wider culture programme. This includes ongoing organisation-wide awareness activity, and the introduction of specialist learning in areas such as menopause and neurodiversity. Together, these interventions will support confidence, consistency and fairness in everyday practice, and will enable more effective use of initiatives such as Workplace Adjustments.

9.5 - In parallel, SLC will continue to improve equality data disclosure and insight, using behavioural nudges, inclusive communications and visible action to build trust and understanding. Real-time insight from the EDI metrics dashboard will be used to inform achievable annual targets, monitor progress and support transparent decision-making.

9.6 - A major milestone in Year 3 will be the development of a new EDI Strategy, which will be created using a fully co-creative approach. This strategy will be shaped collaboratively with colleagues across the organisation, including through Colleague Networks, focus groups and wider engagement activity. This approach reflects SLC’s commitment to ensuring that the strategy is grounded in lived experience, responsive to real challenges, and owned collectively rather than developed in isolation.

9.7 - The new strategy will be designed to be accessible, transparent and practical, serving as a clear map for everyone in the organisation. It will articulate not only SLC’s organisational ambitions, but also how individual colleagues can see themselves within the journey – understanding the role they play, the support available to them, and how their actions contribute to progress. By enabling individuals to move forward in their own EDI journeys, the organisation as a whole will continue to move forward.

9.8 - SLC is clear that, while meaningful progress has been made, there is still a long way to go to fully realise our aspiration of being a great place to work for everyone. Achieving this ambition requires sustained effort, honest reflection and continued partnership with colleagues. Year 3, and the development of a new EDI Strategy, represent an important opportunity to build on what has been achieved, address what remains challenging, and set a clear, shared direction for the next stage of SLC’s EDI journey.

10. Equality Monitoring Data 

10.1 - Our aim is to have a more representative workforce with our focus being on Disability, Ethnicity and women in leadership following initial analysis as part of our EDI strategy development. Positively, our latest snapshot continues to show incremental progress in equality data disclosure, particularly for ethnicity and gender identity. However, we acknowledge we are still not representative in comparison to the wider Civil Service, other public sector organisations and the private sector.

10.2 - Workforce size

10.2.1 - The latest snapshot shows the organisation has reduced from 3,255 colleagues in 2024-25 to 3,192 colleagues in the 2025-26 snapshot (a reduction of 63 colleagues).

10.3 - Age

10.3.1 - The 2025-26 snapshot shows that the workforce remains concentrated in the 25–44 age range.

10.4 - Sex

10.4.1 - The sex split remains broadly stable year-on-year. In 2024-25, women represented 53.03% and men 46.97%; the 2025-26 snapshot continues to show an approximately 53% / 47% split.

10.5 - Gender identity

10.5.1 - Gender identity disclosure continues to improve. In 2024-25, there were 40.25% known data, 0.62% prefer not to say, and 59.14% blank/unknown.

10.5.2 - The 2025-26 snapshot shows blank/unknown reducing to 56.7% (an improvement of around 2.4 percentage points) and “prefer not to say” remaining low at around 0.6%. This indicates a continued increase in colleagues recording a gender identity option, consistent with the trend described in the report narrative.

10.6 - Ethnicity

10.6.1 - Ethnicity disclosure continues to shift in the right direction. In 2024-25, “prefer not to say” reduced to 19.29% and blank/unknown to 6.14%.

10.6.2 - In the 2025-26 snapshot, the equivalent “not shared” category reduces further to around 18.3%, and blank remains around 6.0%, indicating a modest further improvement in disclosure overall. The proportion recorded as White increases from 69.40% to around 70.1%, while the combined proportion recorded across ethnic minority categories remains broadly similar (with small movement likely influenced by both disclosure and workforce change).

10.7 - Religion / belief

10.7.1 - Religion disclosure shows continued incremental improvement. In 2024-25, known data sat at 75.78%, with blank/unknown 20.74% and “prefer not to say” 3.50%.

10.7.2 - The 2025-26 snapshot shows blank/unknown reducing further to around 20.2%, with “prefer not to say” broadly stable around 3.5%. The profile of belief remains similar year-on-year, with “No religion” remaining the largest category (43.16% in 2024-25 vs ~43.7% in the 2025 snapshot).

10.8 - Disability

10.8.1 - In 2024-25, disability representation (colleagues reporting “Yes”) was 6.24%, while blank/unknown was 31.09% and “prefer not to say” 0.46%.

10.8.2 - The 2025-26 snapshot suggests a higher “Yes” proportion than last year, with blank/unknown still around the 30–31% range. Taken together, this indicates a positive direction of travel on reported disability, but with disclosure levels still limiting full confidence in representativeness.

10.9 - Sexual orientation

10.9.1 - Sexual orientation disclosure remains largely unchanged. In 2024-25, blank/unknown was 27.13% and “prefer not to say” 3.50%, with LGBT+ representation (lesbian, gay, bisexual and other) at 6.08%.

10.9.2 - The 2025-26 snapshot continues to show blank/unknown at around 27.1% and “choose not to disclose” around 3.6%, indicating that this remains an area where disclosure improvements are still needed to strengthen insight.

10.10 - Marriage / civil partnership

10.10.1 - The 2024-25 report shows a broadly stable profile year-on-year (e.g., marriage/civil partnership 34.99%, single 40.80%, cohabiting 9.68%).

10.10.2 - The 2025-26 snapshot presents a similar overall distribution, suggesting no material change in relationship status at organisational level, though this remains a lower priority insight compared to characteristics linked to representation and progression.

10.11 - Carer status

10.11.1 - SLC introduced a new optional equality monitoring field for carer status to better understand colleague circumstances and to inform wellbeing and inclusion activity, including policy, support routes and network-led improvements. As with other sensitive data, disclosure relies on trust and confidence that sharing information will lead to meaningful action and appropriate support.

10.11.2 - In 2024-25, disclosure (known data) increased from 0% to 4.87% (+4.87 percentage points), establishing an initial baseline following the introduction of this field. ‘Prefer not to say’ rose to 0.18%, while blank/unknown reduced from 100% to 94.95%.

10.11.3 - The 2025-26 snapshot shows further improvement in disclosure: blank/unknown reduces to 90.5%, with 9.3% of colleagues now providing a “Yes” or “No” response (known data). Of those responding, 3.8% identify as carers and 5.5% record that they are not. ‘Prefer not to say’ is 0.2%. This provides a stronger (though still developing) evidence base to support work with the CARE network and to continue improving the colleague experience for carers.

10.12 - Neurodiversity Status

10.12.1 - SLC introduced a new optional equality monitoring field for neurodiversity to strengthen understanding of colleague experience and to inform targeted inclusion activity, including the support available through workplace adjustments and manager capability. As disclosure is voluntary and sensitive, progress is expected to be incremental and should be interpreted alongside the level of unknown data.

10.12.2 - In 2024-25, disclosure (known data) increased from 0% to 4.19% (+4.19 percentage points), reflecting positive initial uptake following the introduction of this field. ‘Prefer not to say’ rose to 0.34%, while blank/unknown reduced from 100% to 95.47%.

10.12.3 - The 2025-26 snapshot indicates further improvement in disclosure: blank/unknown reduces to 91.5%, with 7.9% of colleagues now providing a “Yes” or “No” response (known data). Of those responding, 2.9% identify as neurodivergent and 5.0% record that they are not. ‘Prefer not to say’ is 0.7%. This suggests continued improvement in data quality, though unknown remains high and limits full insight.