Somerset Cricket’s ED&I Action Plan: 2026 Annual Progress Report
Introduction
Welcome to Somerset Cricket’s third annual Equality, Diversity and Inclusion (ED&I) progress report. Over the past year, Somerset County Cricket Club (SCCC) and Somerset Cricket Foundation (SCF) have continued to strengthen their commitment to creating an environment where cricket is accessible, representative and welcoming to all.
Building on the foundations established in previous years, our work throughout 2025 has focused on embedding inclusive practices into everyday operations, enhancing education and awareness, and broadening our reach across diverse communities. Alongside progressing our formal action plan, we have also delivered a number of impactful initiatives that further support our ambition of making cricket a game for everyone.
As we approach the conclusion of our current ED&I strategy cycle, we are increasingly focused on sustainability—ensuring that the progress made is embedded culturally and operationally, while also shaping our next strategic phase.
Progress Report: Strategic Enablers
1) Demonstrable leadership at all levels
Strong and visible leadership remains central to driving meaningful change across our organisations.
Objective:
Ensure leaders actively champion ED&I, embedding inclusive behaviours and setting expectations across all areas of the Club and Foundation.
(No updated actions required in this section for this period.)
2) Effective governance and accountability
Embedding ED&I within governance structures ensures accountability and sustained progress.
Objective:
Ensure transparency and inclusivity are reflected in decision-making processes and organisational structures.
Action 7: Diversify workforce
Progress report:
Throughout 2025, we have taken further steps to broaden representation within our workforce and create a more inclusive working environment.
We have successfully achieved Disability Confident Employer status, reinforcing our commitment to supporting colleagues with disabilities and long-term health conditions. This has been complemented by engagement with initiatives such as the ECB employee network on social equality and collaboration with organisations including Neurospace, enabling us to better understand and support neurodiverse individuals within our workforce.
These developments mark an important progression from recruitment-focused activity towards a more holistic approach that includes retention, support and workplace culture.
3) Building insight and knowledge
Developing meaningful insight enables us to better understand barriers and respond effectively.
Objective:
Strengthen our evidence base to inform inclusive decision-making and targeted interventions.
Actions 8 and 9: Listening strategy and employee surveys
Progress report:
2025 saw the creation of SCCC’s whole organisation strategy – Somerset Transformed. Colleagues were consulted during this process, alongside co-developing our new values. This valuable process provided a channel for colleagues to contribute to creating the environment they want to work within.
Our employee survey programme has continued to provide insight into staff experiences, contributing directly to our understanding of workplace culture and inclusion. While the most recent survey was completed slightly outside of this reporting period, early findings are already informing future priorities, particularly in relation to employee voice, wellbeing and inclusion.
These insights complement our broader listening approaches and will play a key role in shaping future interventions.
4) Empowering our people
Equipping our people with the right knowledge and confidence is essential to achieving lasting cultural change.
Objective:
Ensure all staff feel informed, confident and empowered to contribute to an inclusive environment.
Action 11: ED&I Education Programme
Progress report:
Our education programme has evolved significantly, with a greater emphasis on interactive, in-person learning experiences.
During this period, we have delivered targeted sessions including:
- “Moving from Unconscious Bias to Conscious Inclusion”
- “Banter and Microaggressions”
These sessions have encouraged open dialogue, reflection and practical learning, helping colleagues better understand the impact of behaviours and language in the workplace and beyond. The shift towards face-to-face delivery has enhanced engagement and enabled more meaningful discussion across teams. We have received really positive feedback from colleagues about the sessions, and are excited to continue with additional sessions in 2026.
Action 12: ED&I champions and inclusive environments
Progress report:
The introduction of our Event Safeguarding and Disability Liaison Officer (ESDLO) role has been a significant development in strengthening inclusion across matchday environments. This role provides dedicated support for spectators with additional access needs while also working closely with matchday teams to enhance awareness and responsiveness.
Internally, a Wellbeing Focus Group is under development. This will create a platform for colleagues to contribute to discussions and champion wellbeing and inclusion, ensuring that employee perspectives are actively considered in shaping our approach.
Together, these initiatives represent a more structured and proactive approach to embedding inclusion across both staff and spectator experiences.
5) Establishing meaningful partnerships
Collaboration remains essential to extending our reach and ensuring diverse perspectives inform our work.
Objective:
Work with external partners to strengthen engagement, insight and delivery across underrepresented communities.
Action 14: Key stakeholder partnerships
Progress report:
During this period, we have developed and strengthened partnerships with a range of organisations that support our ED&I ambitions:
1 – ECB Core Cities Programme (South Bristol)
Working in partnership with local stakeholders including the Primary Care Network, Jamia Mosque (Totterdown) and Inn’s Court Christian Fellowship, we have delivered targeted activity aimed at reducing barriers and increasing participation among African Caribbean and South Asian communities within the BS3 area.
2 – Somerset Council
Engagement with Somerset Council, including attendance at workforce diversification sessions, has enabled knowledge sharing and alignment with wider regional priorities around inclusive employment.
3 – NHS Musgrove Park Hospital
Collaboration with Director of Nursing Jayne Cooper has supported the delivery of a Windrush legacy event, recognising the contribution of the Windrush generation to both the NHS and cricket.
These partnerships demonstrate a continued commitment to meaningful, place-based engagement and shared learning.
Additional Focus Areas (2025 Highlights)
In addition to the formal action plan, several initiatives have made a significant contribution to our ED&I progress:
Women’s Tier One Integration
The successful integration of the women’s Tier One team has marked a transformative step, establishing Somerset as a fully mixed-gender professional club. This has positively influenced organisational culture and created new opportunities for collaboration and visibility.
Players have also played an active role in community engagement, delivering coaching sessions, masterclasses and supporting grassroots cricket.
Schools Engagement
A Schools Day fixture during the One Day Cup provided a standout example of engaging young people, creating an inclusive and accessible matchday experience for a large number of students.
Windrush Legacy Events
In partnership with SCF, we delivered events in July celebrating the legacy of the Windrush generation, combining education with community engagement and highlighting the links between cricket and the NHS.
Accessibility and Inclusion
As mentioned above, we introduced an Event Safeguarding and Disability Liaison Officer (ESDLO) at major events and high-profile matches – a proactive measure to provide support to spectators and staff, address concerns before they escalate and raise visibility of inclusion and safeguarding at our Club. This has been complemented by the creation of an Accessibility Forum, providing a structured mechanism for individuals with lived experience and access needs to influence improvements and ensure appropriate support is in place.
Community Participation – Walking Cricket
Walking cricket has expanded significantly, with:
- A new indoor competitive league
- Growth in delivery hubs across the county
- The introduction of a female-only group
This programme continues to play a key role in engaging older and less active communities.
South Bristol Core Cities Project
Our work in South Bristol has continued to grow, focusing on reducing barriers to participation for African Caribbean and South Asian communities. Delivery includes both local sessions and opportunities to attend and experience cricket at the Cooper Associates County Ground.
Looking Ahead
As we move forward, our focus will be on consolidating progress and embedding inclusive practices across all areas of our work. We have established excellent foundations on which we have shaped the next phase in our journey – our 2026-29 Inclusion Strategy, to be launched soon.
We remain committed to continuous improvement and to ensuring that cricket in Somerset is inclusive, accessible and representative of the communities we serve.
