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Progress reported annually; evidenced at the 2029 Vitae review.Researcher inputHR Excellence Working Group membership includes three ECRs, three PGR representatives, research-only staff and an EDI representative. Promotion-criteria review (2025) consulted ECRs and research-only staff. CEDARS 2025 and ECR Network feedback directly shaped this plan.-Institutional audience (direct beneficiaries) Evidence baseExternal framework alignmentObligation summaryObligation ref.&Obligation (overall & sub-obligations)/Actions to be taken during the three-year cycle Carried over?AWhat will success look like? (SMART objectives, KPIs, milestones)DeadlineResponsibility & ownership6PRINCIPLE 1  ENVIRONMENT & CULTURE (Obligations 1 5)KObligation 1 (ECI1 / ECI2) Awareness & Engagement  Communications strategyEnsure all relevant staff continue to be informed about the Concordat, and that the University s policies and practices for supporting researchers are consistently inclusive, equitable and transparent.Jul 2027XObligation 1 (ECI6 / ECR1) Awareness & Engagement  Feedback mechanisms & culture reviewRegularly review and improve the research environment and culture by seeking feedback from researchers and implementing changes based on their input.Jul 2028?Obligation 2 (ECI3/4 / ECM3/4 / ECR3) Wellbeing & Mental HealthPromote good mental health and wellbeing through effective management of workloads and people. Responds to CEDARS 2025: 68% felt their future was insecure; only 35% felt research contributions were reflected in workload allocation.NObligation 3 (ECI3 / ECM3 / ECR4  B&H) Bullying, Harassment & Dignity at WorkTackle bullying and harassment through progressive policies and secure reporting mechanisms. Maintain zero formal cases while building reporting-culture confidence.GObligation 4 (ECI4 / ECM1 / ECR2  EDI) Equality, Diversity & InclusionPromote equality, diversity and inclusion across the research community, ensuring all researchers can access opportunities regardless of protected characteristic or contract type.fObligation 5 (ECI5 / ECM2 / ECM3 RI / ECR2 RI) Research Integrity  Training renewal & advanced ethics!Ensure researchers and their managers act in accordance with the highest standards of research integrity and professional conduct. Separated into a standalone obligation this cycle in response to Epigeum certification expiry and to strengthen depth across the Environment & Culture pillar.+PRINCIPLE 2  EMPLOYMENT (Obligations 6 7)Obligation 6 (EI6) Job SecurityImprove the job security of researchers. Maintain the reduction in fixed-term research-only contracts achieved in the review period (67% ! 25%) and address residual job-insecurity concerns identified in CEDARS 2025.>Obligation 7 (EI3 / EM3 / EI5) Recognition, Reward & PromotionProvide clear, transparent and merit-based recognition, reward and promotion pathways that recognise the full range of researchers contributions and the diversity of personal circumstances.Milestones: " Annual promotions cycle resumed: Sep 2026 " Research-only & ECR award categories: Dec 2026 " First promotion-pathway workshops: Jan 2027 " Concordat expectations in appraisal/PDR guidance: May 2027 " First recognition celebration event: Jun 2027 " First School-level equity promotion report: Dec 2027 Success measures (from CEDARS 2025 baseline): " Promotions cycle operational annually from 2026 with no further interruptions. " e"50% of research staff report feeling recognised and valued by Oct 2028 (CEDARS 2025 baseline: 35%). " e"50% of research-only staff report their full range of contributions is recognised (CEDARS 2.0). " 100% of unsuccessful promotion applicants receive comprehensive written feedback with an agreed development plan. " 25% rise in internal and external recognition outputs for research-only staff and ECRs by May 2028. " e"80% of managers report confidence in applying recognition/promotion guidance (manager survey; baseline Oct 2026).Research-only staff  dedicated award categories; criteria updated to include activities they more often evidence; pathway guidance tailored to them. ECRs  celebration events and supervisor-excellence awards. All researchers  transparent annual promotion cycle with clear criteria. Managers/PIs/PGR supervisors  Concordat expectations embedded in appraisal guidance. The institution  equitable, evidence-based promotion culture validated through data.Jun 2028CPRINCIPLE 3  PROFESSIONAL & CAREER DEVELOPMENT (Obligations 8 11)]Obligation 8 (EM4 / ER3 / PCDI6a) Career Development Reviews  Appraisal compliance & qualityiEnsure researchers and their managers engage in productive, meaningful annual career-development reviews.jObligation 9 (PCDI1 / PCDM3 / PCDR1) Profess< ional Development  18-day entitlement & research-only pathwayProvide opportunities, structured support, encouragement and protected time for researchers to engage in a minimum of 10 days of professional development (pro rata) per year; the University s local entitlement is 18 days.May 2029Obligation 10 (PCDI4 / PCDM4 / PCDM5 / prior Obl. 15) Research Identity & Leadership  Manager development, reverse mentoring & PI capabilityProvide researchers with opportunities and time to develop their research identity and broader leadership skills; ensure managers engage in leadership and management training.vObligation 11 (PCDI5 / PCDR2 / PCDR6 / prior Obl. 16) Diverse Careers  Cross-sector development & external engagementRecognise that moving between, and working across, employment sectors benefits research and researchers, and support opportunities to experience this.Jun 2029Lead: Head of Research Culture & KE Joint: Senior Business Partner, People & Operations Supporting: Associate Deans Supporting: Research Institute DirectorsLead: Senior Business Partner, People & Operations Joint: Head of Research Culture & KE Supporting: Associate Deans Supporting: Research Institute DirectorsLead: Head of Research Culture & KE Joint: Senior Business Partner, People & Operations / PVC Research & KE Supporting: Associate Deans Supporting: Research Institute Directors _University of Suffolk  Looking Forward Action Plan 2026 2029 HR Excellence in Research Award ECI1, ECI2 ECI6, ECR1ECI3, ECI4, ECM3, ECM4, ECR3  ECI3, ECM3, ECR4ECI4 / ECM1, ECR2 EDI ECI5 / ECM2, ECM3 RI, ECR2 RI EI6 EI3, EM3, EI5EM4, ER3, PCDI6aPCDI5, PCDR2, PCDR6T1. Draft and approve a Concordat communications strategy by Dec 2026, with tailored messaging for research-only staff, ECRs and managers. 2. Launch a new online Research Community Hub with curated Concordat resources by Oct 2026. 3. Deliver an annual Concordat awareness workshop from Sep 2026, with a dedicated session for research-only staff. 4. Enhance induction for all new researchers and PGR supervisors to cover Concordat entitlements  the 18-day development entitlement, mentoring access and fixed-term-contract support. 5. Integrate Concordat awareness into all PGR-supervisor training and School/Institute research meetings. 6. Issue targeted communications to research-only staff at contract-renewal points (development entitlements, mentoring, career-support routes). 7. Publish an annual  You Said, We Did Concordat update from Jan 2027.qMilestones: " Communications strategy approved: Nov 2026 " Research Community Hub live: Oct 2026 " First awareness workshop: Sep 2026 " First  You Said, We Did update: Jan 2027 Success measures: " e"50% increase in research-staff knowledge of the Concordat from the Oct 2026 baseline " e"10% increase in Hub traffic within six months of launch. " 100% of new research staff receive targeted Concordat communications within 30 days of start. " e"75% of new researchers/PGR supervisors rate induction Concordat content as useful. " 100% of School/Institute research meetings carry Concordat as a standing agenda item (minutes).5Expected impact (research staff as priority audience)VResearch-only staff  dedicated awareness sessions, curated Hub resources. ECRs  enhanced induction on entitlements. All researchers  annual  You Said, We Did update closes the feedback loop. Managers, PIs, PGR supervisors  Concordat embedded in supervisor training. Schools & Institutes  standing agenda item ensures accountability.Carried forward from ECI6 and ECR1. CEDARS 2025 achieved a 61% response; this action drives participation and demonstrates responsiveness. 8. Produce a recommendations report on improved feedback mechanisms by Dec 2026, drawing on CEDARS 2025. 9. Establish a  You Said, We Did publication cycle for non-CEDARS mechanisms from Jan 2027 and for CEDARS 2.0 data by Sep 2027. 10. Deliver at least two School/Institute research-culture conversations per year from 2027. 11. Specifically consult research-only staff in culture review, given CEDARS 2025 concerns on job security (68%) and workload recognition (35%). 12. Administer CEDARS 2.0 in Spring 2027; use findings to demonstrate year-on-year improvement. 13. Publish an annual research-culture report to relevant committees from Jun 2027.Milestones: " Feedback-mechanisms review report: Dec 2026 " First  You Said, We Did (non-CEDARS): Jan 2027 " First culture conversations: Mar 2027 " CEDARS 2.0 administered: Spring 2027 " CEDARS 2.0 data reported: Sep 2027 Success measures (from 2025 CEDARS baseline): "  You Said, We Did upda< tes published annually from Jan 2027. " CEDARS 2.0 response rate e"70% (2025 baseline: 61%). " e"10 percentage-point improvement in CEDARS culture/communication/support indicators from 2025 baseline by 2028. " e"70% of research-only staff report their views are sought and acted on (CEDARS 2.0). " All Schools/Institutes document e"1 evidence-based improvement from feedback annually by Jul 2028.lResearch staff  specific consultation on job security and workload; named in  You Said, We Did updates. ECRs  active voice in culture review. Research Staff (Managers) culture-conversation outcomes feed management practice. PGR Supervisors culture-conversation outcomes feed management practice. Schools & Institutes  accountable for evidencing response.Lead: Head of Research Culture & KE Joint: Senior Business Partner, People & Operations Supporting: Associate Deans (Schools) Supporting: Research Institute Directors 14. Deliver training for PIs, PGR supervisors and research leaders on people management, wellbeing, workload equity, conflict resolution and inclusive leadership (min. two workshops/year from Sep 2026). 15. Develop and embed workload guidance specifically for research staff; ensure allocation reflects the full range of research contributions, not only externally funded work. 16. Launch a dedicated researcher wellbeing resource page byOct 2026, with a research-only section signposting career-security support. 17. Introduce an annual researcher wellbeing check-in at School/Institute level 18. Ensure all research-only staff on FTCs receive a career-development conversation at every renewal and know redeployment/extension processes. 19. Monitor EAP utilisation and sickness-absence data by contract type. 20. Continue agile/flexible working and values-based behaviours (e.g. out-of-hours email norms); monitor take-up by protected characteristic.Milestones: " Wellbeing resource page for researchers and PGR supervisors: Oct 2026 " First PI/supervisor wellbeing & workload training: Nov 2026 " Workload guidance for research-only staff: Jan 2027 " Annual wellbeing check-in embedded across all Schools/Institutes: Sep 2027 Success measures (2025 baselines): " e"80% of managers of researchers complete wellbeing & people-management training by Jun 2027 (baseline: 64 enrolled, 18 completed  28%). " e"50% of researchers feel their contributions are reflected in workload allocation by 2028 (CEDARS 2.0; baseline: 35%). " e"20% improvement in research-only staff perceptions of job-security support by 2028 (CEDARS 2.0 baseline: 68% disagreeing their future felt secure). " Mental-health-related sickness absence at or below 649 days lost (2024/25 figure). " 100% of research-only staff on FTCs receive a career-development conversation at each renewal (HR records). " Work-life balance survey score e"7.0 by 2029 (2025 baseline: 6.5).Research staff  dedicated workload guidance, career-development conversations at renewal, job-security signposting. ECRs  manager training improves supervision/development support. All researchers  sustained reduction in mental-health absence; improved work-life balance. Managers/PIs/PGR supervisors  equipped to manage workload and wellbeing equitably. Schools & Institutes  annual check-in creates accountability.Lead: Head of Research Culture & KE Joint: Senior Business Partner, People & Operations Supporting: Associate Deans (Schools) Supporting: Research Institute Directors.Milestones: " First bystander-intervention training: Dec 2026 " 100% manager investigation training: Dec 2028 " First Leavers Questionnaire thematic report to EDI Committee: Jul 2027 Success measures: " Zero formal bullying, harassment or discrimination cases maintained across 2026 29. " e"80% of staff (incl. research-only staff) aware of how to report a concern (annual survey; 2026 baseline set by Oct 2026). " e"20% improvement in researcher confidence in reporting mechanisms by 2029 (CEDARS 2.0 / annual survey). " 100% of new managers complete investigation training within six months of appointment. " Anonymous reporting operational by Sep 2027; utilisation reported annually.Separated into a standalone obligation this cycle (previously within ECI3/ECM3/ECR4 B&H). Zero formal cases were recorded in 2023 26; this action sustains that outcome and addresses the risk that low formal case numbers may not reflect a fully developed reporting culture. 21. Maintain and annually review the Bullying, Harassment and Sexual Harassment Policy; signpost all researchers at induction and in annual team meetings. 22. Deliver refresher bystander-intervention training for all researchers, research managers and PGR supervisors annually from 2026. 23. Revise the Leavers Questionnaire to c< apture experience/witnessing of bullying or harassment; report themes annually to the EDI Committee. 24. Ensure 100% of researchers managers complete investigation training (ACAS or equivalent) with annual refresher. 25. Monitor and report on concerns raised (formal and informal) and outcomes, disaggregated by contract type.XResearch staff  particularly vulnerable to power dynamics around contract renewal; and manager training reduce this risk. All researchers and PGRs  clear, accessible reporting routes. Managers  equipped to respond constructively. The institution  zero-case record evidenced through proactive culture-building, not just policy compliance.Separated into a standalone obligation this cycle (previously within ECI4/ECM1 and ECR2 EDI). Mandatory training reached 97.66% institution-wide and 93.7% in Research & KE; EDI training reached 96.92%. 26. Sustain mandatory and EDI training completion at e"95% for all research staff; address gaps within each reporting cycle. 27. Increase appraisal compliance e"90% by Jul 2028. 28. Conduct annual equality-impact analysis of career progression, promotion and workload for SRR staff, disaggregated by gender, ethnicity, disability and contract type. 29. Sustain the ECR-led EDI working group; ensure its recommendations are formally considered by the Research & KE Committee annually. 30. Develop bespoke EDI guidance for managers on supporting researchers with protected characteristics  addressing intersections of research-only contract status and under-represented groups. 31. Report annually to the EDI Committee on career-progression data by protected characteristic and contract type.Milestones: " Annual EDI equality-impact analysis: from Dec 2026 " Bespoke EDI manager guidance: Mar 2027 " Appraisal compliance e"95%: Jul 2028 Success measures: " Mandatory training e"95% and EDI training e"97% for all research staff at every reporting point. " Appraisal complianced e"95% by Jul 2028 " No statistically significant disparity in career-progression outcomes by gender, ethnicity, disability or contract type (annual EIA). " ECR-led EDI group recommendations formally considered with documented response annually. " e"80% of researchers from under-represented groups report feeling included and supported (CEDARS 2.0 / annual survey; 2025 baseline: 81% overall inclusion).cResearch-only staff  intersection of contract precarity and protected characteristics addressed via dedicated guidance and monitoring. ECRs  sustained support through the ECR-led EDI group and inclusive progression. All under-represented researchers  annual EIA provides accountability. Managers  guidance on supporting diverse research-only staff.Lead: Senior Business Partner, People & Operations Joint: Head of Research Culture & KE Supporting: EDI Committee Supporting: Associate Deans Supporting: Research Institute DirectorsSeparated into a standalone obligation this cycle (previously within ECI5/ECM2, ECM3 RI, ECR2 RI). 93% Epigeum completion was achieved across the 87 SRR staff before three-year expiry. The University co-developed the UKRIO UoS advanced ethics module (December 2025). 32. Achieve e"95% UKRIO training renewal across all 87 SRR staff by Sep 2026 (78 already certified; 9 remaining). 33. Embed the co-developed UKRIO advanced ethics course into the Researcher Development Programme from Jan 2027. 34. Develop a bespoke research-integrity module for research-only staff (funder compliance, authorship, data management, reporting) by Jun 2027. 35. Introduce an annual research-integrity statement process for all SRR staff from 2027, aligned with the Concordat to Support Research Integrity. 36. Ensure 100% of new Ethics Committee Chairs complete ARMA Chairing Ethics Committees training within six months of appointment. 37. Report annually to Senate on integrity compliance, including training completion and any cases (target: zero). 38. Develop monitoring of authorship attribution, with annual reporting on uptake of authorship and integrity training.kMilestones: " e"95% UKRIO renewal (SRR staff): January 2027 e"95% UKRIO renewal (PGR supervisors): January 2027 e"85% UKRIO renewal (PGR students): July 2027 100% Ethics Committee Chairs ARMA-trained within 6 months of appintment (ongoing) 90% research staff complete bespoke moudules on funder compliance, au< thorship and sata management in project specific roles Success measures: " e"95% of the SRR staff hold current integrity certification at all reporting points (baseline: 90%). " 100% of Ethics Committee Chairs complete ARMA training within the required timeframe. " e"90% of research-only staff completing the bespoke module report increased confidence in funder compliance and authorship (post-course survey). " Zero research-misconduct cases maintained (baseline: zero in 2023 26). " Annual Research and Enterprise committee compliance report from Jul 2027.All SRR staff  bespoke module on funder compliance, authorship and data management in project-based roles Ethics Committee Chairs  equipped to lead robust ethics governance. The sector  continued contribution through the co-developed UKRIO module.Lead: Head of Research Culture & KE Supporting: University Research Ethics Committee Supporting: Associate Deans (School compliance) Supporting: Research Institutes Directors (compliance)KSeparated into a standalone obligation this cycle (from EI6). 39. Reduce and maintain fixed-term research-only contracts at or below 20% by 2027 through active workforce planning; report annually to the Research & Enterprise Committee. 40. Introduce e"1 internal redeployment conversation before contract end. 41. Ensure all research-only staff on FTCs receive a career-development conversation at every renewal, covering internal and external pathways. 42. Develop an accessible fixed-term-contract support guide for research-only staff (rights, extension processes, redeployment, development entitlements). 43. Monitor and report annually on FTC rates disaggregated by gender, ethnicity and disability. 44. Explore opportunities to convert further project-funded posts to open-ended employment where grant extensions or new funding permit.Milestones: " Fixed-term-contract support guide published: Sep 2026 " FTC rate reported to Research & KE Committee: annually from Oct 2026 " First annual FTC equity report (by protected characteristic): Oct 2026 " Redeployment register operational: Mar 2027 Success measures: " Fixed-term research-only contracts reduced to d"20% by 2027 and maintained through 2029 (2025 achieved: 25%). " 100% of research-only staff on FTCs receive a documented career-development conversation before contract end. " Redeployment register operational with e"1 internal redeployment conversation per eligible staff member. " e"20% improvement in research staff perceptions of job-security support by 2028 (CEDARS 2.0; 2025 baseline: 68% disagreeing their future felt secure). Research-only staff  primary beneficiaries; most directly affected by contract insecurity. Funders and partners  benefit from commitment to sustainable research careers. The University  reduced turnover cost and sustained research capability.Lead: Senior Business Partner, People & Operations Joint: Head of Research Culture & KE Supporting: Research Institute Directors Supporting: Associate Deans_Carried forward from EI3, EM3 and EI5 and substantively enhanced. The academic promotions criteria review (completed 2025) engaged 71 colleagues and now explicitly recognises open research, public engagement and KE. The annual promotion cycle resumes in 2026. 45. Resume the annual academic promotions cycle from 2026; apply the revised criteria (March 2025) including open research, public engagement, mentoring and KE. 46. Introduce dedicated award categories for research-only staff and ECRs by Dec 2026 (PGR supervision, peer review, committee work, research-environment activities). 47. Deliver annual promotion-pathway clarity workshops from Jan 2027, with separate guidance for research-only staff covering pathways within and beyond the institution. 48. Establish annual PGR-supervisor and mentorship recognition: celebration events and supervisor-excellence awards linked to Concordat principles (from Jun 2027). 49. Increase visibility of researcher achievements: highlight research-only staff contributions in annual research reports, case studies and communications from 2027. 50. Embed Concordat expectations into appraisal and PDR guidance for managers; require managers to evidence how they support development, recognition and progression. 51. Provide School- and Institute-level annual feedback reports on promotion patterns, disaggregated by contract type.Separated into a standalone obligation this cycle (from EM4, ER3, PCDI6a). 52. Implement a targeted appraisal-compliance improvement programme with School Deans and Research Institute Directors; set quarterly milestones tracked through Power BI dashboards. 53. Introduce appraisal-quality audits annually from Dec 2027 to assess whether conversations are substantive. 54. Introduce a mandatory mid-year check-in for all research-only staff on FTCs to supplement the annual appraisal.Milestones: " Appraisal-quality training for all managers: Sep 2027 " Quarterly Power BI compliance reporting: from Oct 2026 " Appraisal compliance e"95%: Jul 2028 Success measures: " Appraisal compliance e"95% by Jul 2028 " e"90% of research-only staff report a meaningful career-development conversation in the last 12 months (CEDARS 2.0< ; 2025 baseline: 100% had a discussion, quality to be measured). " Annual appraisal-quality audit shows year-on-year improvement in substantiveness. " Zero researchers on FTCs without a mid-year check-in All researchers  improved appraisal quality, not just completion. Research Managers  trained and supported to hold substantive conversations. Lead: Senior Business Partner, People & Operations Joint: Head of Research Culture & KE Supporting: Research Institute Directors Supporting: Associate Deans *Carried forward from PCDI1, PCDM3, PCDR1, PCDI3 and PCDR3 and enhanced. As at April 2026, 65.3% of available development days remain unused. The revised KPI (year-on-year improvement by contract type, with absolute targets) replaces the unachievable 100% absolute target. A bespoke pathway for research-only staff is a new action. 55. Embed the 18-day entitlement into induction, appraisal and workload planning; give managers clear guidance on enabling protected time. 56. Train PIs and line managers on supporting the 18-day entitlement; include in PI induction from Sep 2026. 57. Introduce annual reporting from May 2027 on take-up by contract type, career stage and protected characteristic. 58. Promote the entitlement through internal communications and networks; issue nudge communications for research-only staff at project midpoints. 59. Provide tailored development options for researchers with caring responsibilities (online, asynchronous, short-burst formats). 60. Sustain career-development workshops through an engaged Careers Adviser from Dec 2026.!PCDI1, PCDM3, PCDR1, PCDI3, PCDR3JMilestones: " PI/researchmanager training on 18-day entitlement: March 2027 " First Careers Adviser workshop: (Oct Dec 2026) " Research-only development pathway launched: Jan 2027 " First annual equity report on take-up: May 2027 Success measures: " e"60% of researchers record 18 days development (pro rata) in annual reviews by May 2028 (baseline: ~34.7% active take-up). " e"80% of researchers report taking 18 days development by May 2029. " e"70% of research-only staff aware of their entitlement and how to access it (CEDARS 2.0 / annual survey). " Year-on-year improvement in take-up disaggregated by contract type (reported annually). " e"75% of Careers Adviser workshop participants rate sessions as useful. " e"50% of research-only staff report increased confidence in career planning beyond academia (post-survey from 2027 baseline).Research-only staff  dedicated pathway addressing project-timeline pressures, FTC constraints and access barriers; All researchers  equitable, accessible development offer. Researchers with caring responsibilities  tailored formats. Line managers, PIs and PGR supervisors  training on supporting the entitlement. External partners and employers  researchers with broader, sector-relevant skills.Joint Head of Research Culture & KE Joint: Senior Business Partner, People & Operations Supporting: Associate Deans (School monitoring) Supporting: Research Institute Directors  PCDI4, PCDM4, PCDM5Carried forward from PCDI4, PCDM4, PCDM5 and prior Obligation 15 and enhanced. Management Development Programme: 64 enrolled, 18 completed (28%). Leadership Development Programme: 43 participants with 78% self-reported confidence improvement. Both continue with revised, realistic targets. 61. Introduce a reverse-mentoring programme pairing research-only staff and ECRs with senior colleagues; design framework and recruit first cohort by Jan 2027. 62. Deliver practical leadership research management workshop as part of the Research and KE Development programme 63. Ensure all new PIs complete induction-level PI training within six months of taking on the PI role (training oferred as part of the Research and KE Development training programme) 64. Share reverse-mentoring case studies and findings with senior leadership. 65. Track leadership-development completion by contract type and career stage. 66. Integrate leadership development into PI development pathways and research-culture initiatives.zMilestones: " Reverse-mentoring framework approved: Nov 2026 " First reverse-mentoring cohort matched: Jan 2027 " Leadersip research management workshop launched: Jan 2027 Success measures: " e"80% of PIs complete the training by 2028 " e"10 reverse-mentoring pairs established by 2028. " e"50% of reverse-mentoring participants (both directions) report increased confidence, visibility or understanding (post-programme survey). " e"80% of managers report feeling equipped to hold career-development conversations with research-only staff (from 2026 baseline). " Case studies from e"2 participants published per reverse-mentoring cohort.Research-only staff and ECRs  primary participants in reverse mentoring (gaining visibility and leadership development); Senior researchers, PIs and managers  direct insight from reverse mentoring; structured leadership training Institutional learning fed back to senior leadership?Jun 2027 (reverse mentoring); Jul 2028 (PI leadership training)Lead: Head of Research Culture & KE Joint: Senior Business Partner, People & Operations Supporting: Research Institute Directors Supporting: Associate Deans (Schools)Carried forward from PCDI5, PCDR2, PCDR6 and prior Obligation 16 and enhanced. This action establishes the tracking infrastructure and delivery pipeline. Priority sectors align with the University s civic and regional mission. 67. Ma<p existing cross-sector partnerships, internships, placements and secondment routes by Dec 2026. 68. Curate cross-sector development options (short placements, shadowing, collaborative projects, industry seminars) in flexible formats accessible to research-only staff on FTCs. 69. Establish a central secondment tracking system by Mar 2027. 70. Establish a cross-sector opportunities register on the Research Community Hub by Mar 2027. 71. Work with named external partners to create flexible opportunities by Mar 2027. 72. Promote case studies of cross-sector experience, with e"2 research-only staff or ECR case studies by Jan 2028. 73. Develop IP-awareness and commercialisation training as part of the diverse-careers offer (addressing the PCDR6 gap).Milestones: " Cross-sector partnership mapping: Dec 2026 " Secondment tracking system operational: Mar 2027 " Opportunities register live on Hub: Mar 2027 " IP-awareness training embedded: Jun 2027 " First research-only case studies published: Jan 2028 Success measures (2026 baselines set by Oct 2026): " e"40% of researchers report improved understanding of cross-sector pathways (CEDARS). " e"20% of researchers participate in e"1 cross-sector activity by 2029. " e"50% of participants report cross-sector engagement strengthened skills, networks or career confidence (post-activity evaluation). " e"3 active sector partnerships with named organisations by Mar 2027. " e"2 research-only staff or ECR cross-sector case studies published per cycle.Research-only staff and ECRs  dedicated case studies; opportunities register. Mid-career and senior researchers  access to sector partnerships. Professional Services (RKE, Careers, POD, KE)  collaborative delivery. PGRs  benefit indirectly from researchers broader sector skills.Lead: Head of Research Culture & KE Joint: Careers and Employability service Joint: Senior Business Partner, People & Operations Supporting: Head of Business Engagement (external partnerships) Supporting: Associate Deans (Schools) Supporting: Research InstitutesOperational leadUniversity s first CEDARS survey (March June 2025); Looking Back review 2023 2026; ECR Network; Staff-surveys feedback; People & Organisational Development;Research & KE development programme training data.This plan addresses 11 obligations across all three Concordat pillars  Environment & Culture (Obligations 1 5), Employment (Obligations 6 7) and Professional & Career Development (Obligations 8 11). This exceeds the Vitae minimum of six obligations (at least one per pillar) and reflects the depth of commitments carried forward from 2023 2026. All 11 obligations build on commitments from the 2023 2026 plan. Five obligations (3, 4, 5, 6 and 8) have been separated into standalone obligations this cycle, in direct response to the compliance review of the Looking Back plan, where they were previously embedded within broader obligations. The remaining six (Obligations 1, 2, 7, 9, 10 and 11) are retained and enhanced rather than repeated. Athena SWAN Bronze; NCCPE Bronze Watermark; The Concordat to Support the Career Development of Researchers; Concordat to Support Research Integrity; CoARA; UKRN OR4 mutually reinforcing alignment with the Concordat principles.13 staff on Research and Knowledge Exchange only contracts 1 staff member on a Knowledge Exchange only contract 74 staff on Learning, Teaching and Research contracts 121 PGR students8 I:<=A. 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