Strategy

BBSRC equality, diversity and inclusion action plan 2026 to 2028

From:
BBSRC
Published:

Summary

This publication presents the Biotechnology and Biological Sciences Research Council (BBSRC) equality, diversity and inclusion (EDI) action plan for 2026 to 2028. It builds upon the progress made against our previous action plan 2022 to 2025, with additional priorities and actions that reflect the changing bioscience landscape.

BBSRC’s vision for EDI is: “As part of UKRI, BBSRC will be pioneering in its approach to enhancing equality, diversity and inclusion within the bioscience research and innovation community, through all its strategies, programmes and processes.”

This updated EDI action plan follows the publication of the Forward Look for Bioscience which includes BBSRC commitments to embed equality, diversity and inclusion to help shape a positive research culture, accelerate innovation, enhance research quality and amplify impact.

Why EDI matters to BBSRC

We prioritise EDI because:

  • diversity enhances scientific excellence, innovation and social and economic outputs
  • embedding EDI into all we do maximises the impact of the bioscience research and innovation we support
  • a dynamic, diverse and inclusive research and innovation system gives everyone the opportunity to participate and to benefit, which means that talent and ideas that might otherwise by missed are included
  • a diverse and inclusive workforce helps retain and attract talent
  • everyone has an important contribution to make
  • BBSRC has a public duty to reflect the society it serves

Our key challenges

Challenges include:

  • under-representation of female leaders, who make up only a quarter of grant applicants
  • low disclosure rates and evidence gaps
  • lack of equity across ethnic groups, particularly Black British researchers who are under-represented in applicant and assessor pools
  • lack of confidence within BBSRC staff in identifying and implementing inclusive practices
  • evidence for bias in peer review

Our approach

Our approach to improve EDI is:

  • strategic and based on robust evidence and consultation
  • aligning with UKRI and BBSRC wider priorities
  • bold and ambitious, leveraging our position as the UK’s major public funder of bioscience research and innovation
  • aiming to result in positive, measurable change within a three-year timeframe, with some actions achieved much sooner
  • responsive and adaptable to change, working with an EDI Expert Advisory Group to monitor the impact of our activities and remain focused on achieving longer term outcomes

BBSRC’s key priorities 2026 to 2028

We have identified four themes, each with activities that are a priority in the initial 12 to 18 months. For further details about our longer term activities and ambitions, please refer to the full action plan.

Theme 1: Continuously learning and improving how we work

Our initial priorities are:

  • developing a set of EDI targets and benchmarks to drive continuous, positive change
  • prioritising recommendations from our previous investments
  • ensuring that EDI challenges are considered as part of the BBSRC Review of Responsive Mode and implementing any recommendations
  • developing an evidence base of the EDI challenges pertinent to the biosciences
  • undertaking an analytical deep-dive on the role and participation of women in BBSRC funding and decision-making activities
  • contributing to making improvements to UKRI EDI data systems
  • ensuring BBSRC colleagues receive consistently high quality, timely advice
  • consulting with our EDI Expert Advisory Group to monitor change and identify next steps
  • developing and nurturing a team of BBSRC EDI Champions and internally sharing best practice on inclusive approaches for the biosciences

Theme 2: Ensuring accessibility to all our activities and programmes

Our initial priorities are:

  • introducing targets to ensure appropriate representation of minority groups on panels and committees
  • learning from existing programmes relating to the participation of Black British people within the research and innovation sector
  • evaluating all major activities using Equality Impact Assessments
  • reviewing the role and format of interviews in the fellowship application process
  • monitoring the EDI implications of changes to processes to account for high demand, and where necessary taking steps to prevent adverse consequences for people from minority or under-represented groups
  • facilitating open discussion with our stakeholders to understand barriers to accessing our funding, share good practice and demonstrate tangible change

Theme 3: Diversifying career pathways into and through the biosciences

Our initial priorities are:

  • identifying and addressing EDI issues at early research career stages
  • contributing directly to existing schemes to support the career development of undergraduate students from under-represented and minoritised backgrounds in the biosciences; and measuring the impact of these investments
  • seeking advice directly from Research Technical Professionals (RTPs) and Early Career Researchers on where BBSRC can make positive and impactful changes which increase the inclusion and recognition of these groups

Theme 4: Leading for the biosciences as part of contributions to wider UKRI challenges

Our initial priorities are:

  • embedding EDI best practice into new UKRI programmes, particularly those led by BBSRC
  • developing an EDI communications strategy
  • proactively seeking opportunities for investment in research or programmes which increase our knowledge of EDI and culture change
  • facilitating sharing of good practice between BBSRC, its sponsored institutes and the wider sector, by supporting a Connecting Culture Conference in 2026
  • providing a bioscience perspective on UKRI wide discussions relating to priorities and potential interventions

UKRI's EDI strategy and action plans

BBSRC aims to be an efficient and effective organisation that embeds EDI in all that we do. To achieve this, we work closely with other research councils and across UK Research and Innovation (UKRI) to collectively build our evidence base and advance our shared ambitions.

UKRI’s mission of ‘advancing knowledge, improving lives, driving growth’ gives us the opportunity to embed EDI considerations into new programmes, policies and ways of working, thus contributing to positive improvements with high impact.

This EDI action plan reflects BBSRC contributions to this shared endeavour, as well as actions that are specific to the biosciences.

How we developed this strategy

This strategy represents an evolution of our first EDI action plan for 2022 to 2025, which was published in March 2023 alongside the UKRI EDI strategy. We have undertaken regular reviews of our previous action plan and included areas where more progress is needed in this plan.

We have carried out analysis of our evidence base to ensure our priorities are relevant to the bioscience community, while remaining in line with UKRI’s wider objectives. This has resulted in an increased understanding of where the challenges lie and has provided opportunities for those previously under-represented to participate more fully in all aspects of our business.

Throughout 2025 we have consulted with our dedicated EDI Expert Advisory Group through meetings and focused workshops, and continue to work with the group as the actions within this plan are implemented. We have also consulted with BBSRC People and Talent Strategy Advisory Panel, BBSRC Council and our EDI Networks. As part of our work with the EDI Expert Advisory Group, we have considered the ‘theory of change’ for EDI, which focuses on identifying the wider impacts and outcomes required for the biosciences. This action plan reflects the priorities that enable us to make progress towards these longer-term ambitions.

We are also committed to being an inclusive employer and, through a series of internal consultations, have ensured that this refreshed action plan reflects the priorities for BBSRC staff.

What we are aiming to achieve

We recognise that changing culture takes time, and wider influencing factors can limit what is within our control. We also recognise the need for a dynamic, agile approach which responds to the changing research and innovation environment. We are therefore focusing on long-term outcomes and aim to achieve these by identifying where we have the most influence for lasting, positive change. Our EDI Expert Advisory Group help us to monitor how our activities contribute towards these ambitions while remaining responsive and adaptable to change.

We will shape a more equitable and accessible bioscience community, where all those within in it feel that they belong, make valuable contributions and are empowered to reach their full potential.

Our ambition is to achieve the following long-term outcomes for the bioscience community:

  • the best bioscience is funded via optimised decision-making processes
  • creativity is stimulated and a breadth of ideas from across the whole of the biosciences community are heard and valued
  • fair and proportionate recognition is given for the contributions made by all players in the research and innovation system
  • individuals at all levels feel supported and empowered to drive change
  • BBSRC institutes are seen as beacons of best practice for research culture

For BBSRC staff, our ambition is to support and develop staff in alignment with UKRI ambitions to:

  • continue building a more inclusive workplace culture and develop the diversity of people and ideas in our workforce which we need to deliver our strategic objectives

Broadly, we will achieve this by working towards the following outcomes within the period of this action plan.

Outcome 1: inclusive processes, procedures and practices

This includes:

  • increased participation from under-represented groups in peer review processes, panels and committees
  • increased diversity of BBSRC’s portfolio of funded researchers and students

Outcome 2: inclusive attitudes

Within the biosciences community, this includes:

  • increased confidence from the biosciences community towards a commitment for change
  • community-driven change and challenge
  • BBSRC is seen as a leader and a significant contributor to wider UKRI activities in this space
  • cooperative working to maximise effectiveness and efficiency of any changes
  • BBSRC-sponsored institutes are significant participants in wider culture activities

Within the BBSRC workforce, this includes:

  • BBSRC colleagues feel confident in discussing EDI issues and embedding policies
  • BBSRC programmes and policies have diversity considerations built in from the outset
  • EDI and culture considerations become ‘business as usual’ for all aspects of BBSRC business
  • BBSRC policies and processes demonstrate transparency, accountability and a commitment to change

Outcome 3: increased understanding

This includes:

  • understanding of barriers and inequalities in the biosciences, and of how individuals can be supported, encouraged and recognised when involved in BBSRC processes
  • effective monitoring of progress and identification of the impact of interventions

EDI challenges within the biosciences

Our approach to identifying EDI challenges

We have identified several EDI challenges within the biosciences through an extensive process of consulting with our stakeholders, learning from our previous investments, reviewing relevant literature and analysing our growing evidence base.

We use the published UKRI Equalities Monitoring Reports alongside BBSRC data derived from other sources to monitor demographics over time. Our data sources are varied and complex, and we recognise the need to make continuous improvements in data management, quality and completeness. We also know that many aspects of EDI and culture cannot be measured in a quantified way, and work with other funders and culture specialists to understand how we can make improvements.

Our initial focus during the 2026 to 2028 period will be to address a limited number of challenges in order to achieve the outcomes described previously in this section, while also contributing to broader work led by others across UKRI, such as supporting disability inclusion. However, we recognise that a wider range of challenges exist within the biosciences. For example:

We also know that intersectionality (the effect of an individual belonging to multiple minority groups) is known to amplify the impact that characteristics have on people’s lived experience, including within the biosciences. Where possible, we examine evidence by taking multiple factors into account.

Our focus from 2026 will be on the following challenges. Except where otherwise stated, the following data refer to the reporting year 2023 to 2024.

Under-representation of female leaders

UKRI funding systems have historically asked applicants to provide information on gender, with male, female or not disclosed as response options. Therefore, the terminology male and female tend to be used to describe gender categories in UKRI equalities monitoring datasets and reports. However, we recognise that it is correct to use ‘woman’ and man’ when asking about gender, rather than male and female which relate to sex that are biological characteristics.

UKRI reporting systems have now changed, but it will take some time for data aligned to the correct terminology to be included in trend analyses. For this reason, there may be occasions within this action plan and over the period of its implementation where, for example, ‘women’ and ‘female’ are used interchangeably.

UKRI diversity data show that in recent years, only around a quarter of grant applications to BBSRC have been led by a female principal investigator (project lead). By way of comparison, data from the Higher Education Statistics Agency (HESA) show that 31% of professors in the academic sector were female in 2022 to 2023. Furthermore, there is an ongoing trend for male applicants to have a slightly higher award rate than female applicants (for example, 31% compared to 28% in 2023 to 2024).

This is despite the fact that female applicants to BBSRC’s fellowship scheme have a higher success rate than their male counterparts (15% for females in the period April 2018 to March 2023, compared to 11% for males).

BBSRC currently lacks substantive evidence around the wider role of females or women in bioscience research teams. However, research suggests that while female-led research teams produce more novel ideas, their research impact is lower than their male-led counterparts, with this bias intensifying in later career stages and larger team sizes, and the most pronounced bias is found in biology and medicine as evidenced by research findings. Understanding if BBSRC has a contributing role in this bias through our peer review process is essential, and by identifying how and where this bias presents itself, we can actively work towards rectifying these inequalities.

Over recent years BBSRC has made concerted efforts to increase the representation of women on decision-making panels and committees. According to our data, female representation on the BBSRC Pool of Experts has increased from 29% in 2022 to 36% in 2024, and in 2024 41% of committee members were female.

Low disclosure rates and evidence gaps

Our work over recent years has demonstrated the positive impact of developing a robust evidence base to prioritise actions and make tangible, positive change. In some areas we know that we lack qualitative information needed to understand the reasons for inequalities, such as lived experiences from people from under-represented or minoritised groups. Our data and evidence systems provide us with quantitative information but are complex to manage, resulting in some inconsistencies and gaps.

Disclosure of EDI data across BBSRC activities is vital to enable us to monitor the impact of our interventions and to ensure equity and inclusion. Disclosure rates for some groups have improved in recent years; for example, disclosure of grant applicant sex has increased. However, we have also identified a number of groups where non-disclosure rates remain high, including ethnicity of grant applicants and postgraduate students, and disability status of participants in a range of activities including reviewers, committee members and grant applicants.

There are a variety of reasons for this, which we are looking to address, and we recognise that non-disclosure of EDI information reduces the completeness of our diversity data. We also recognise that information for some areas changes over time, for example due to changes in an individual’s medical needs, and our regular analyses should reflect this. We also know that the Covid pandemic had an impact on working practices, and individual choices for hybrid working can have an effect on what information is disclosed in relation to disabilities and long-term health conditions.

Lack of equity across ethnic groups

In relation to ethnicity, a much higher proportion of BBSRC-funded principal investigators are White (86%) compared to all other ethnic groups, with research leaders with an Asian ethnic grouping being the second highest proportion of awardees at 6%.

Award rate data also shows a similar disparity, with White applicants or those who did not disclose their ethnicity being more successful at being awarded grants compared to minority ethnic groups. For example, award rates for White applicants was 29% compared to 21% for applicants with a Black British ethnicity, in the same period. Award rates for other ethnic groups varied, but was always lower than that for White applicants (for example, 23% for Asian applicants, 26% for applicants with a mixed ethnic group).

Numbers of successful grant holders also differs across ethnic groups. In 2023 to 2024, 86% of successful grants were led by a White principal investigator, and a total of only around 5 grants were awarded to Black principal investigators, representing just 0.3% of the awardees.

This under-representation of Black researchers is also reflected in the assessor pool. Between July and December 2024, only four Black researchers were members of BBSRC funding panels, and within BBSRC’s Pool of Experts 12% of members identified as being Asian, Black or Mixed ethnicity but only 1% were Black (four members as of 2024). Although this is an improvement on previous years, this is still below representative levels equivalent to the wider academic sector, so there is clearly still more to do.

Lack of confidence in implementing EDI best practice across BBSRC staff

BBSRC staff were asked to provide a score to rate their knowledge of EDI as it relates to their work. The average score across the domains we consulted was 3.2 out of 5, the lowest being 3.1 and the highest being 3.4. We would like to increase this.

In addition, UKRI has implemented the use of Equality Impact Assessments (EIAs) across our activities, and we asked BBSRC staff to score their level of confidence in using them:

  • ‘What is an EIA’: average score 3.3 out of 5
  • ‘When to use an EIA’: average score 2.8 out of 5
  • ‘How to write an EIA’: average score 2.5 out 5

When asked what more could be done to improve EDI knowledge and embed EDI into business as usual, the main suggestions were:

  • training, workshops and resources such as templates and toolkits
  • sharing of best practice and case studies for success across the organisation

BBSRC staff would like to embed EDI more in their work, but time constraints and a lack of confidence in doing so are barriers. We have considered these factors as we developed this action plan.

Bias in peer review

In addition to the BBSRC-specific challenges described above, there is a growing body of evidence which highlights where specific areas of peer review could be improved to be more inclusive or equitable. Examples include:

BBSRC EDI priorities for 2026 to 2028

Our EDI Expert Advisory Group has helped us to identify where BBSRC can have the most influence in line with other organisations including funders, policymakers, academics, business partners and others.

Building on the growing evidence base and extensive consultations, we have identified four EDI themes for 2026 to 2028. Within each theme are a set of priorities which we will achieve within the timeframe of this action plan. The more immediate actions, which we aim to complete within the first 12 to 18 months, are listed in the Summary section. These have been identified based on resourcing, wider influencing factors, and to ensure that activities within all four themes are progressed in the short term.

The four themes are:

  1. Continuously learning and improving how we work
  2. Ensuring accessibility to all our activities and programmes
  3. Diversifying career pathways into and through the biosciences
  4. Leading for the biosciences as part of contributions to wider UKRI challenges

Theme 1: Continuously learning and improving how we work

We will proactively drive continuous, positive change

We will do this by:

  • developing EDI benchmarks using comparator datasets (such as those from the Higher Education Statistics Agency, UK Census or others)
  • identifying specific EDI targets which will ensure equity for minority groups in comparison to wider populations, initially focussing on Black British people, women and people with disabilities, and including monitoring the impact of intersectionality on these groups
  • using benchmarks and targets to identify specific measures of progress against other actions within this plan

We will make the most of expertise and best practice identified within our community

We will do this by:

  • prioritising recommendations for implementation from sector-wide investments (via EDI Caucus), the broad bioscience community (via EDI Network grants and professional societies) and BBSRC-sponsored institutes (via Connecting Culture Fund)
  • ensuring that EDI challenges are considered as part of the BBSRC Review of Responsive Mode and implementing any recommendations
  • where appropriate, amplifying the voices, activities and impact of other stakeholders who are championing EDI within the biosciences

We will increase our depth of knowledge of the EDI challenges in the biosciences and identify opportunities for BBSRC to make improvements

We will do this by developing an evidence base (qualitative and quantitative) of the EDI challenges that are currently specific or pertinent to the biosciences, including at the programme or sub-discipline level, and working with appropriate stakeholder groups such as our Strategy Advisory Panels, other funders, or learned societies.

We will gain new insight and greater understanding of pinch points in areas where there are known disparities

We will do this by commissioning and publishing two analytical deep-dives, each with evidence for where and why disparities exist, details of barriers to participation, and recommendations for targeted interventions. We will use this new knowledge to make positive changes to policies and processes to increase equity in decision-making. Our focus will be on:

  • gaining evidence-based insight into the role and participation of women in BBSRC funding and decision-making activities, and the barriers to their participation at different career stages
  • understanding the impact of belonging to one or more minority groups on career trajectory within the early stages of the bioscience research pipeline

We will ensure our future priorities are based on evidence that is complete, accurate and as comprehensive as possible

We will do this by:

  • proactively driving challenge and change within UKRI to improve functionality of data systems and ensure that EDI data remain accurate, complete and accessible
  • ensuring BBSRC colleagues receive consistently high quality, timely advice that enables strategic decision-making across all parts of the organisation, including access to up-to-date training and providing BBSRC-wide updates at least annually
  • increasing disclosure rates to 95% or above wherever possible
  • working with BBSRC Appointments Panel to regularly review strategic analysis of participation of the bioscience community in providing advice and decision-making

We will ensure our future priorities are guided by strategic advice from experts across the bioscience community

We will do this by:

  • utilising the expertise within the Equality, Diversity and Inclusion Expert Advisory Group to identify appropriate steps to implement our priorities, reviewing membership annually to ensure it reflects current priorities, and meeting at least twice a year in line with the group’s terms of reference
  • reviewing membership and communication mechanisms across our Strategy Advisory Panels to ensure EDI advice is evidence-based, and ways of working are efficient and effective

We will ensure that our activities are making positive changes

We will do this by proactively building an evidence base to monitor and demonstrate the impact of our interventions, including identifying and publishing case studies and sharing examples of best practice.

We will improve staff understanding and consideration of EDI challenges in the biosciences

We will do this by:

  • developing and nurturing a team of BBSRC EDI Champions whose role is to increase the collective knowledge and understanding of EDI challenges and embed this within all our activities
  • sharing best practice on inclusive approaches for the biosciences via a safe and inclusive working environment; and contribute to implementing positive changes in line with UKRI staff values and broader people priorities
  • specifically aiming to increase staff survey ratings on BBSRC inclusivity from an average of 3.2 out of 5 in 2025, to at least 4 out of 5 by the end of 2027

Theme 2: Ensuring accessibility to all our activities and programmes

We will increase participation of people from minority groups in our activities across BBSRC, with a long-term ambition of reaching equity for all

We will do this by:

  • introducing targets for our decision-making committees and advisory bodies which ensure that participation includes representation from ethnic and gender minority groups at a level at least matching the academic sector
  • identifying efficient mechanisms to monitor progress against these targets
  • working with others to learn from existing programmes (such as the MRC Black in Biomedical Research project) including understanding measures of success
  • investigating the feasibility of introducing a target and monitoring process which ensures that no groups have majority-only participation (for instance all-white or all-male)
  • increasing the proportion of minority groups on the Pool of Experts (or other peer review ‘college’) to be at least representative of the academic sector, with initial priority to increase Black British representation
  • identifying evidence of the ‘leaky pipeline’ of people from minority groups moving away from bioscience research and innovation career pathways
  • engaging with our community, other funders and other stakeholders through a series of workshops to increase our understanding of lived experiences of Black British people in the biosciences
  • using our knowledge to feed into developing collaborative strategies and policies that result in a better sense of belonging for Black early career researchers and students, and that address barriers to participation

We will ensure all our programmes and any major activities are accessible to all eligible applicants, with barriers minimised where possible

We will do this by evaluating all major activities using Equality Impact Assessments, ensuring BBSRC staff have the training and guidance required to complete these effectively and publishing these where possible.

We will ensure a consistently high standard of panel and reviewer conduct across all our activities

We will do this by:

  • reviewing the role and format of interviews in the fellowship application process
  • identifying and implementing improvements to reviewer and panellist training, including tailored and specific EDI training for different stages of the peer review process and calibration exercises to minimise individual bias
  • assessing the effectiveness of any training, ensuring that it remains relevant and up to date

We will ensure equity of opportunity for all eligible research organisations

We will do this by:

  • monitoring the EDI implications of changes to processes to account for high demand, and where necessary taking steps to prevent adverse consequences for people from minority or under-represented groups
  • facilitating open discussion with our stakeholders (such as Strategy Advisory Panels, Strategic Partner Universities, BBSRC-sponsored institutes and other research organisations) to understand barriers to accessing our funding, share good practice and demonstrate tangible change
  • reviewing guidance provided to applicants and assessors on all stages of the peer review process, to identify and remove any barriers to participation and provide evidence for any reasons for change
  • reviewing who our Strategic Partner Universities are to ensure representative input from across the bioscience community

Theme 3: Diversifying career pathways into and through the biosciences

Initially, our focus will be on community engagement and seeking expert advice to build a strong evidence base of where BBSRC activities, policies and programmes can have the greatest impact. We will engage with partners across the biosciences to ensure the next generation is inspired by bioscience challenges, irrespective of their characteristics or background.

We will diversify the career pathways into the biosciences and thus the bioscience community

We will do this by:

  • identifying and addressing EDI issues at early research career stages, working with our training partners and others to ensure any changes have the greatest impact on wider demographics
  • contributing directly to existing schemes like the Research Access Placements administered by the Genetics Society, to support the career development of undergraduate students from under-represented or minority backgrounds in the biosciences
  • seeking advice directly from Research Technical Professionals (RTPs) and Early Career Researchers on where BBSRC can make positive and impactful changes which increase the inclusion and recognition of these groups
  • prioritising and implementing recommendations from these groups, for example those that widen and clarify eligibility for RTPs
  • exploring the potential to develop and support alternative pathways to research and innovation, such as apprenticeships
  • building an understanding of the social mobility and socioeconomic background of apprentices and RTPs, and, where possible, comparing these with undergraduate, postgraduate and early research career populations

Theme 4: Leading for the biosciences as part of contributions to wider UKRI challenges

We will influence positive change across major UKRI programmes

We will do this by:

  • embedding EDI best practice into new UKRI programmes (including those associated with Industrial Strategy IS8 priorities and others), particularly those led by BBSRC
  • contributing to the development of charters and related mechanisms in driving positive culture change, and using best practice principles to influence further change within the biosciences and wider research and innovation sector

We will increase confidence from the biosciences community towards a commitment for change, and be seen as a leader and a significant contributor to wider UKRI activities in this space

We will do this by:

  • developing an EDI communications strategy which uses clear, transparent language and provides a compelling vision for BBSRC’s EDI engagement across the biosciences
  • proactively seeking opportunities for investment, collaborating or commissioning others to lead research or programmes where required
  • publishing updates about BBSRC contributions to EDI and research culture on a regular basis, via news articles and other formats

We will be deliberate in our approach to sharing EDI best practice and develop efficient and inclusive approaches to do this

We will do this by:

  • supporting a second Connecting Culture Conference in 2026, led by the BBSRC sponsored institutes and in collaboration with the wider sector
  • proactively engaging with the learned societies in relation to EDI, for example to identify and work more closely with communities where our influence is currently limited, such as schools and undergraduate students
  • increasing our connections with stakeholders across the bioscience research and innovation sector, and proactively participating in EDI related conversations with different groups

We will support our sponsored institutes and other research organisations to be beacons of best practice in research culture and EDI

We will do this by:

  • facilitating sharing of best practice between BBSRC and its sponsored institutes, via the Institute Research Culture Forum and other groups
  • investing up to £400,000 by 2028 in projects which support cross-institute collaboration addressing EDI and research culture challenges, via the Connecting Culture Fund

We will contribute to wider initiatives around disability inclusion, socioeconomic inclusion and other shared UKRI priorities

We will do this by:

  • providing a bioscience perspective on UKRI-wide discussions relating to priorities and potential interventions, for example by articulating the challenges and barriers to inclusion faced by people from minority groups who work in the biosciences
  • piloting projects which address specific challenges faced by people from minority groups and evaluating the impact of these pilots for consideration by other disciplines

Annex: Glossary of terms used in this action plan

Some of these definitions are taken from the Making Spaces glossary which includes further words and phrases of relevance to EDI.

Accessibility: ensuring people are not excluded from using something on the basis of experiencing a disability. Accessibility means that people can do what they need to do in a similar amount of time and effort as someone that does not have a disability, resulting in empowerment, independence and a reduction in levels of frustration. In the context of BBSRC and UKRI this often refers to the physical access to, and use of, laboratory workspaces or equipment. Read more about accessibility (GOV.UK)

Belonging: creating a workplace where individuals feel accepted and where they can progress, grow, be comfortable and safe at work.

Early career researcher (ECR): individuals whose primary responsibility is to conduct research and who are employed specifically for this purpose by a higher education institution or research institute. They are typically in the early stages of their career, and they have not yet reached research independence.

Equality: the state of being equal, especially in status, rights or opportunities. Equality involves treating people fairly, ensuring equal chances and eliminating discrimination. A related phrase is ‘equal opportunity’, where everyone has the same chance to make contributions and input, irrespective of their background or characteristics.

Equity: differential provision of resources according to need, ensuring that everyone has what they require to succeed (for instance ‘levelling the playing field’).

Inclusion: the practice or policy of ensuring a sense of belonging and fair access to opportunities, resources and outcomes for all, so that no one is excluded or marginalised, for instance on the basis of their identity or background.

Intersectionality: the idea that there are multiple dimensions to identities and injustices which intersect with one another to structure and shape people’s lives. This can include dimensions such as gender, race, social class, ethnicity, nationality, sexual orientation, religion, age, disability and illness. These aspects of identity and injustice are interlinked and inseparable from one another.

Minoritised: refers to communities that have been socially and politically excluded from mainstream STEM participation. Used as an alternative term to ‘disadvantaged or deprived’ to emphasise the role of privileged or dominant systems, structures and relations that create inequalities.

Research culture: at UKRI we refer to the Royal Society’s definition of research culture: “Research culture encompasses the behaviours, values, expectations, attitudes and norms of our research communities. It influences researchers’ career paths and determines the way that research is conducted and communicated”. Read more about how UKRI uses the term research culture.

Research technical professional (RTP): an individual with specialist knowledge in one or more research techniques or methods employed specifically to contribute their expertise to multiple research projects.

Under-represented: a group of people with a shared characteristic who participate at a lower level compared to the same group in wider communities. Sometimes benchmarks are used to identify under-represented groups, for example proportion of people with a shared characteristic within the wider academia, research sector, or UK population.

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