Six stages must be followed when conducting an Equality Impact Assessment (EIA) in the context of organisational restructuring.

These stages have been adapted from the overarching guidance provided by EDIC to ensure the process is fit for purpose and appropriately tailored to restructuring scenarios.

The six stages

Gather the data

Begin by collecting the data and insights needed to complete the EIA.

Depending on the context, this should include information broken down by relevant groups or protected characteristics—such as age, sexual orientation, or others.

In some cases, there may be limited evidence available regarding how the proposed restructure could affect different groups. When this happens, it's important to make a well-informed and reasonable judgment based on the best information we can access

Consider the impact of proposals for restructure

It is important to carefully assess how our proposed restructure might affect different groups. An EIA aims to ensure that decisions are made fairly and do not inadvertently disadvantage any group.

As part of identifying potential differences and impacts, we may need to make appropriate inquiries.

This is to help us gain a comprehensive understanding of the issues involved, enabling us to develop effective actions that minimise any negative effects and enhance positive outcomes.

Prepare the EIA

An EIA should be completed whenever sufficient evidence is available—this includes all restructures, even when only a small number of staff are affected.

The assessment must be tailored to the specific restructure and based on the actual circumstances. It should not be approached as a tick-box exercise.  

Departments are responsible for ensuring that EIAs are carried out thoroughly during restructures and that decisions are made appropriately based on the findings. The People Partnering team is available to support managers throughout the EIA process, offering guidance and advice as needed.

Evaluate and make the decision

The EIA should evaluate the proposed restructure and its potential impacts, and determine which of the following options is most appropriate:

  • Proceed with the proposed restructure: If the EIA identifies no detrimental impact on any particular group, the restructure can proceed as planned.
  • Stop the proposed restructure: If the EIA reveals disproportionate or unfair impacts on certain groups that cannot be mitigated, it may be appropriate to halt the restructure at the relevant stage. It’s important to balance any negative impacts against organisational needs.
  • Adapt the proposal: If the EIA highlights potential mitigation strategies for identified impacts, the proposal should be adapted or modified where feasible.

Proceed with caution: If the EIA identifies impacts but, after careful consideration of all evidence and options, there are no other proportionate means to achieve the restructure’s aims, it may be appropriate to proceed with caution. In this case, a clear justification must be provided, acknowledging that the decision may affect some groups more than others.

Update the EIA

Updating the EIA may involve re-evaluating and revisiting the decision, if proposals change.  If an EIA identifies potential impacts on different groups, the original proposal may need to be modified or adapted to reflect these findings.

The extent to which changes can be made will depend on the specific aims and constraints of the restructure.

Review impacts – post restructure

The new organisational structure will be reviewed in accordance with Imperial's Change Management Policy and Procedure.

If we choose to proceed with caution at Stage 4, it may be appropriate to record this in the risk register.