The Impact of Covid on EDI in the UK’s R&I Ecosystem
An EDICa qualitative study of the impact of the Covid-19 pandemic on equality, diversity and inclusion in the UK’s research and innovation ecosystem: Structural inequality, lived experience and recommendations for change.
Published : 08/01/2026
Home » The Impact of Covid on EDI in UK’s R&I Ecosystem
“The COVID-19 pandemic has significantly altered the working landscape across the UK’s Research and Innovation (R&I) ecosystem. A growing body of evidence indicates that these changes had far-reaching effects on Equality, Diversity and Inclusion (EDI), amplifying structural inequalities and introducing new challenges. This study, conducted by the Equality, Diversity and Inclusion Caucus (EDICa), investigates how the pandemic reshaped employment conditions, job satisfaction, workplace inclusion, and access to support services. It focuses particularly on the experiences of historically marginalised groups, including disabled staff, neurodivergent individuals, carers, those with long-term health conditions, and racially minoritised groups. The research draws on multi-method data to provide evidence-based insights for policy reform in a post-pandemic R&I ecosystem.” The opening paragraph of the article.
Citation: A qualitative study of the impact of the COVID-19 pandemic on equality, diversity and inclusion in the UK’s research and innovation ecosystem: Structural inequality, lived experience and recommendations for change. Saxena, S., Richards, J., Sang, K., Stronge, W., Jones, P., Wedgwood, B., 10 Jan 2026. https://doi.org/10.17861/7wjw-ns92
The Findings:
Analysis of the survey and focus group data revealed a range of key themes that underpinned structural inequalities in the R&I ecosystem:
- Institutional Resistance to EDI Reform – During the crisis, many organisations signalled commitment to inclusion but failed to implement meaningful reforms. The urgency of the pandemic response often sidelined equality initiatives, and entrenched power imbalances resurfaced as institutions returned to “business as usual”.
- Workplace Harassment and Mental Health – Stress, isolation, and presenteeism during the pandemic created new forms of exclusion and intensified mental health issues. Marginalised groups, particularly women, neurodivergent and disabled staff, and racialised individuals, reported disproportionate rates of harassment, with few effective support mechanisms.
- Impact of Remote Work – Emergency remote work policies offered short-term accessibility benefits but also led to social disconnection and exclusion from decision-making processes. Hybrid working models that emerged post-pandemic remain uneven in their implementation and benefit.
- Gendered Labour and Caregiving Responsibilities – The pandemic intensified the care burden, especially for women and carers, with inadequate institutional flexibility leading to career stagnation and burnout. The lack of tailored support during school closures and healthcare disruptions had lasting impacts.
- Workplace Design and Accessibility – Pandemic-triggered digital transformations failed to incorporate inclusive design from the outset. Post-pandemic adaptations still lack comprehensive accessibility for neurodivergent and disabled staff, undermining the potential of hybrid working environments.
The Conclusion:
The COVID-19 pandemic acted as both a stress test and a spotlight, revealing and exacerbating longstanding structural inequalities across the UK’s R&I ecosystem. While adaptive measures such as flexible working temporarily expanded opportunities for inclusion, these shifts were not accompanied by sustained structural reform. As a result, many inequalities not only persisted but deepened.
This study highlights how exclusion continues to manifest in complex and often hidden ways, particularly at the intersections of gender, race, disability, and employment precarity. These patterns were evident both before the pandemic and have intensified in its wake. Addressing the aftershocks of the crisis requires more than a return to business as usual. It calls for a transformative agenda that embeds EDI into the core of institutional practice, policy, and accountability mechanisms across the R&I ecosystem.
The Recommendations:
Ensuring that post-pandemic reforms do not reproduce exclusion demands coordinated action across the R&I ecosystem. Each stakeholder group holds distinct yet interdependent responsibilities in advancing reforms that centre marginalised voices and foster a more equitable future.
Research and Innovation Funders
Condition financial support on demonstrable progress in advancing equality, wellbeing, and inclusion. Prioritise outcomes over policy intent by embedding rigorous evaluation mechanisms, strengthening leadership accountability, and resourcing inclusive research practices alongside accessible workplace design.
Government Bodies
Introduce and enforce robust EDI legislation that mandates anti-bullying protections, institutional accountability, and inclusive recovery strategies. Ensure that regulatory frameworks explicitly extend to hybrid and remote working environments.
Research and Innovation Employers
Embed structural commitments to flexible working, transparent mental health provision, and anti-harassment safeguards. Reconfigure HR systems to prioritise employee protection and wellbeing over institutional risk management. Managers should cultivate inclusive leadership competencies to guarantee equitable distribution of work, accessible supervision, and sustained support for staff with caregiving responsibilities and access requirements. Employees can leverage lived experiences from the pandemic to advocate for lasting, systemic EDI reforms. Engage actively in co-design processes and hold institutions accountable for delivering meaningful and measurable change.
EDI Accreditation Bodies (e.g., Athena SWAN, Race Equality Charter)
EDI accreditation bodies such as Athena SWAN and the Race Equality Charter should shift their focus from procedural compliance toward demonstrable impact. Accreditation frameworks need to capture whether institutions are reducing bullying, improving disability and neurodiversity accommodations, and meaningfully expanding access to health, wellbeing, and emergency leave support. This requires centring lived experiences through staff feedback, independently verified progress reporting, and evaluation methods that prioritise intersectional outcomes rather than self-reported intentions. Accreditation bodies should also play a more active developmental role by disseminating clear benchmarks, case studies, and tools that support effective practice across the sector.
Wider Stakeholders (e.g., Trade Unions, Professional Bodies, Learned Societies, Staff Networks)
Wider stakeholders including trade unions, professional bodies, learned societies, and staff networks must strengthen their role as counterweights to institutional inertia. This involves advocating for enforceable reforms around psychological safety, equality protections for all contract types, and post-pandemic working conditions. Unions and EDI representatives should be resourced and trained to identify structural risks, intervene consistently, and better support precarious, disabled, and neurodivergent staff. Independent peer-support spaces and clearer information on rights, escalation routes, and external regulators are also essential to ensuring staff have trusted avenues for recourse beyond HR. Stakeholder-led monitoring, such as pulse surveys and independent audits, can elevate staff experiences and apply external pressure for change. Finally, professional bodies like the CIPD should take a more substantive role in governing HR ethics and practice, helping to rebuild trust and embed accountability across the system.
Read the full report here: https://doi.org/10.17861/7WJW-NS92
Other resources
EDICa hosts a regular blog and seminars, as well as collecting a library of resources of equality, diversity & inclusion practices in research & innovation.

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