Strategy 2030 commits to “creating a vibrant organisational culture, based on our core values, which enables all our people to thrive”. The strategy also commits to “building on our sector-leading role in equality, diversity, and inclusion,” which has a significant impact on our culture.

"How we do things around here..."

Culture is defined as workplace norms, values and behaviours, and traditions, basically “how we do things around here.” The culture provides a means by which employees understand the organisation and feel that their voice matters in driving the organisation towards a common purpose.

We will initiative a culture change at Queen’s, defining our organisational purpose, desired culture, and the steps required to achieve this while enabling staff to thrive and perform at their best in support of our strategic priorities.

Culture Priorities

We will embed a positive workplace culture by:

	Equality, Diversity and Inclusion and Promoting Staff Wellbeing Supporting our EDI and Wellbeing activities, through dedicated strategies and action plans such as our Equality Scheme, Equal Pay Action Plan, Staff Wellbeing Strategy, Disability Action Plan, Article 55 Action Plan, Athena SWAN Action Plan and Race Equality Charter work.		Employee Relations Reviewing our workplace policies and processes, reducing the negative and adverse impact of existing practices. Building effective relationships with the trade unions. Implementing employment policies and processes which ensure that an increasingly diverse workforce is treated equally, fairly and with respect and that all staff are demonstrably valued and actively engaged.
	Employer of Choice Launching and embeding the Staff Charter, which translates our core values into behaviours that everyone can relate to, into our daily interactions, people policies, processes, and systems. Developing and promoting our employer brand and employee value proposition to enable us to attract and retain the best global talent.		Developing Leaders and Managers Ensuring that leaders and managers champion and role model our values and behaviours, enabling staff to do the same and creating a culture where constructive challenge can occur when values and behaviours are not adhered to. Increasing the confidence, capability, and courage of our managers to resolve challenging people issues and to effectively manage change.