EQUALITY
DIVERSITY &
INCLUSION STRATEGY
2026-2032
UNLOCK TALENT.
BREAK BARRIERS.
POWER SUCCESS.
At UK Sport, we’re on a mission to create the greatest decade of extraordinary sporting moments; reaching, inspiring and uniting the nation.
Achieving that ambition requires high performance sport to be a place where exceptional people from any background feel they can belong and thrive. The UK is a country rich in diversity, and so our ability to find and nurture the most promising sporting talent from across our communities is imperative if we want to remain globally competitive on the field of play.
We have made progress since launching our first Equality, Diversity and Inclusion (EDI) Strategy in 2021. We’ve strengthened the foundations of our approach through greater transparency, a deeper understanding of diversity across the high performance system, stronger collaboration to tackle systemic barriers, and clearer expectations of ourselves and our funded partners.
We cannot cannot achieve our ambitions without finding, developing and retaining talent from every background and in all its forms.
Over the past five years, we’ve introduced a range of initiatives to create more inclusive high performing environments.
Sally Munday, CEO, UK Sport
UK Sport and our funded partners receiving investment of more than £1m have developed Diversity and Inclusion Action Plans. These plans are owned by the Boards of each organisation and publicly set out what each sport is doing to drive change. Alongside this, we’ve developed a more comprehensive picture of the diversity of our funded athletes and the senior leadership across British Olympic and Paralympic sport.
We’ve launched targeted programmes across leadership and coaching, such as Aspire to Lead, to support the development of more diverse talent pipelines. In parallel, we’ve worked to ensure that the impact of major sporting events extends far beyond the events themselves, whether through youth volunteering programmes for those from low socio-economic backgrounds; partnerships that deliver social impact in host communities; or pinnacle events such as the Women’s EUROs 2022 and the Women’s Rugby World Cup 2025, which have helped shift the dial on women’s sport.
This work has been complemented by stronger collaboration across our sporting system. The ‘Tackling Racism and Racial Inequality in Sport Review’, which brought together all five Sports Councils in the UK, enabled a deeper understanding of the lived experience of racism and inequality in sport, with public commitments to action to address and begin to dismantle longstanding structural barriers.
Together, these efforts have started to expand opportunities for people from all backgrounds to compete, lead and work within sport. For example, the 2024 report on the diversity of boards of organisations in receipt of UK Sport and/or Sport England funding showed increased representation of disabled people and those from culturally or ethnically diverse backgrounds. Our cumulative data of funded athletes shows broadly positive levels of diversity in several areas. And female representation has hit an all-time high (54%) of those from the UK holding senior positions in international sport federations.
Despite this, there continue to be areas where progress is too slow or even at risk of decreasing. Based on the same 2024 report, the number of women holding board positions fell over a four-year period (from 43% to 41%); and senior leadership teams are far from reflecting the diversity of UK society. Athlete diversity across certain demographic characteristics (particularly ethnicity) in several sports is still very low; and progress to develop and implement a coordinated approach to drive diversity in the underpinning athlete pathways has not yet materialised. And within UK Sport, despite progress in workforce diversity, gaps remain in disability representation, ethnic diversity in sport-facing roles, and translating improved recruitment access from lower socio-economic groups into sustained workforce change.
As a high performance system, we cannot cannot achieve our ambitions without finding, developing and retaining talent from every background and in all its forms. Talent is everywhere but opportunity is not. We all have a responsibility to change that, whilst placing inclusion at the heart of our efforts.
This strategy, developed in consultation with our excellent EDI Advisory Panel, re-affirms the clear priorities that we will pursue to 2032 and how, with our partners, we will achieve them. It places equality, diversity and inclusion firmly at the heart of our high performance ambitions, recognising that a truly diverse and inclusive system will power a broader range of champions, strengthen decision-making, grow sport and help us deliver sustained and inspirational success on the world stage.
OUR AMBITION
Sport has always been about what's possible. At its best, it tears down barriers, reframes expectations and shows the world what human beings can achieve when given the chance to excel. That is the spirit behind this refreshed Equality, Diversity and Inclusion Strategy, and it is the standard by which we intend to be judged.
This is not about compliance. It is a declaration of intent.
The UK Sport Board is unanimous: building a truly diverse and inclusive high performance system is not a peripheral concern. It is mission critical. Not just because it is the right thing to do, though it is, but because we are leaving talent on the table every single day that barriers remain in place. And in the relentless pursuit of excellence that defines high performance sport, that is a cost none of us can afford.
By 2032, success will be judged in simple terms: whether high performance sport consistently delivers on its ambition, enabling talent from every background to succeed within it and inspiring everyone in our society.
We have made progress. There is greater awareness, stronger commitment and a growing understanding across the system that diversity and inclusion are not extras, they are essentials. But progress has been uneven. Too many people from underrepresented backgrounds still encounter barriers in athlete pathways, in leadership and in the everyday culture of high performance environments. Too many talented people never get the chance to show what they are capable of.
That has to change.
This strategy sets out how.
Ismail Amla, Chair, UK Sport EDI Advisory Panel
Through to 2032, we are committing to sharper goals, clearer accountability and bolder action across four priority areas: Athletes, Leaders, Fans and within UK Sport itself. We are moving beyond the language of representation to ask a deeper question: do people from every background genuinely feel they belong, are supported and can thrive? Because presence without inclusion is not enough.
For athletes and those in their pathways, we will work with funded sports to identify and dismantle the specific barriers their communities face. For leaders, we will invest seriously in targeted recruitment and development to drive meaningful diversity at every level of the sporting system, with a particular urgency around the significant underrepresentation of people from ethnically diverse backgrounds and those with disabilities. For fans, we will broaden the reach and relevance of British Olympic and Paralympic sport, connecting with communities across the UK who should see themselves reflected in the moments that inspire a nation.
None of this can be achieved by UK Sport acting alone. This strategy places shared responsibility at its core. National Governing Bodies, Home Country Sports Councils and our broader network of partners all have a role to play. We will be honest where change is too slow. We will act collectively where individual effort is not enough. And we will use our investment and decision-making to reinforce these commitments, because words without consequence are just words.
I believe deeply that what unites every person in high-performance sport is a hunger to win. To compete at the highest level. To be the best. This strategy exists in service of that ambition — to ensure that hunger is never extinguished by a system that fails to see it.
By 2032, success will look like this: extraordinary sporting achievement, delivered by talent from every corner of our society, inspiring everyone in the UK regardless of who they are or where they come from.
OUR PROGRESS
We now have:
- Better data on athletes, leaders and Boards
- Clearer expectations of ourselves and funded partners
- Stronger collaboration across the sporting system
What we’ve delivered
- First baseline demographic data across high performance sport
- Diversity and Inclusion Action Plans across funded organisations
- Increased board diversity (8% to 15%)
- More female coaches (10% to 20%)
- More women in international leadership (36% to 54%)
- Programmes like Aspire to Lead supporting future leaders
- 47 major international events across 43 UK locations
We’ve also improved our own workforce diversity and reduced pay gaps.
But progress isn’t fast enough
- Leadership still doesn’t reflect the UK
- Athlete diversity remains low in some sports
- Workforce gaps remain, particularly in disability representation and sport-facing roles
We need to go further and faster, because when barriers stay in place, talent is lost.
AS WE LOOK AHEAD TO LOS ANGELES 2028, FRENCH ALPS 2030 and BRISBANE 2032, WE NEED TO GO FURTHER AND FASTER
OUR APPROACH
Our Equality, Diversity and Inclusion strategy builds on the work undertaken between 2021-2025, with a renewed focus on the four priority areas of:
ATHLETES
By 2032: Our funded athlete cohort is representative of the national community and thrives in inclusive high performance environments.
LEADERS
By 2032: The leadership of high performance sport is on track to be representative of the national community and leads highly inclusive environments.
FANS
By 2032: The fanbase engaging with British Olympic and Paralympic Sport between and during the Games is representative of the national community.
OUR PEOPLE
By 2032: The people in UK Sport are representative of the national community, and over 90% of our people consistently feel that the organisation role models expected EDI standards.
HOW WE'LL MAKE IT HAPPEN:
ATHLETES
UNDERPINNING ACTIVITIES
- A new action plan to drive diversity in the athlete cohort and pathway is agreed by all Sports Councils, underpinned by aligned tactics, data, appropriate levels of funding and with specific accountability for delivery.
- Agree, support and monitor specific activities within each World Class Programme to diversify their athlete cohorts.
- Early signalling from UK Sport that EDI will be a decision-making factor for investment in the Brisbane cycle.
- Qualitative data on athlete experience in World Class Programmes and pathways are captured to identify poor culture and systemic demographic barriers as well as examples of excellent practice; and incorporate athlete voice in sports’ plans on inclusion and diversity
- Those sports making (or showing the potential to make) progress quickly or at scale are identified and incentivised to do so, with best practice shared and transferred to others.
- New partnerships with organisations who are trusted by our target audience are developed to help reach and attract different talent.
SIGNS OF SUCCESS BY 2028
- Increase in the diversity of our funded athlete cohort (overall)
- Increase in overall representation across World Class Programme talent pathways.
- The number of World Class Programmes with no ethnic representation in their funded athlete cohort is fewer than 4 by 2028.
- Transitioning athletes from diverse backgrounds are employed in the sporting sector, contributing to an increase in representation levels.
END STATE INDICATORS
- Our funded athlete cohort (overall) is representative of the national community in gender, ethnicity, and disability
- Each sport has shown improvement in:
- The diversity of the athletes on their World Class programmes, using athlete data shared as part of our investment process as the benchmark
- The diversity of their pathways (based on existing available benchmarks)
- The delivery of clear priorities and actions captured and monitored in the lead up to the investment cycle - All World Class Programmes have some ethnic diversity in their athlete cohorts.
- Attrition rates of athletes from diverse backgrounds align with the attrition rate from the majority group.
- The proportion of transitioning athletes from diverse backgrounds who remain in the sport, aligns with the proportion remaining from the majority group.
- Athletes’ experiences demonstrate high-performance environments are or are becoming highly inclusive, with athlete voice at the heart of sports’ plans and decision-making.
HOW WE'LL MAKE IT HAPPEN:
LEADERS
UNDERPINNING ACTIVITIES
- Partners are regularly setting and reviewing their priorities, as well as embedding actions in their DIAPs (or as applicable), integrating both NGBs and funded programmes EDI objectives. Athlete voice is integrated in the development and delivery of those plans.
- UK Sport engages, monitors and supports funded partners to implement their action plans, whilst showcasing examples of great progress, helping to accelerate learning.
- Partners’ EDI data is collated and reviewed systematically through central provision. Insights gained from DIAPs are actively informing UK Sport’s workforce data and EDI support programmes.
- The ‘one high-performance system workforce’ approach to supporting people (recruitment, learning and development), including through Data, Digital and AI, is driving meaningful insights and changes in EDI – transforming routes for entry and progression.
- Research project into women in high-performance sport and disability – leading to implementation and key recommendations.
- Successive iterations of Aspire to Lead has created a network of talented, ethnically diverse, aspiring leaders.
- Implementation of our new Coaching Strategy is delivering the desired EDI outcomes – including through hosting the Annual Assembly for Women in Coaching (together with UK Sports Institute and UK Coaching); and partnership with Loughborough University to shape the experiences and outcomes for women coaches across Olympic and Paralympic sport.
- Support the diversity of International Federation postholders from the UK through support to the leadership development programme.
SIGNS OF SUCCESS BY 2028
- All funded NGBs are showing progress in increasing diversity and inclusion in their organisations (relative to their baseline DIAP) and there are case studies of good practice being shared across the system.
- Chair and CEO diversity (gender, ethnicity and disability) is tracking positively
- The diversity of the performance leadership (gender, ethnicity and disability) in funded programmes is tracking positively.
- The first Aspire to Lead cohort is progressing into more senior leadership roles.
- Focused support to females in the sporting system across performance leadership, coaching and performance support roles.
- Vacancies are attracting a growing number of applications from candidates and a broader range of diverse applicants.
- There is significant progress in attending to the necessary conditions for change, including employment conditions, organisational culture, development and progression pathways, and environments that foster safety, trust, and a sense of belonging.
END STATE INDICATORS
- All funded NGBs can clearly articulate a marked change in the diversity of their own organisations following 8 years of developing, delivering, publishing and iterating their Diversity and Inclusion Action Plans (DIAPs).
- The Chairs and CEOs of funded bodies are 50% female, at least 10% from ethnically diverse backgrounds, and at least 15% with a disability.
- The performance leadership of World Class Programmes (e.g. Performance Directors, Head Coaches, Heads of Performance Support (or equivalent) and Heads of Performance Operations (or equivalent) are at least 35% female, at least 10% from ethnically diverse backgrounds, and at least 15% with a disability.
- Underrepresented individuals feel supported and valued, and their contributions are recognised at all levels and in all areas of the sporting system.
- Retention rates for underrepresented individuals in leadership roles align with the majority group.
- Maintain or surpass gender equality in international positions; increased levels of diversity of senior postholders.
HOW WE'LL MAKE IT HAPPEN:
FANS
UNDERPINNING ACTIVITIES
- Increase knowledge and actionable insights through a new relevancy tracker (Fan360) that provides real-time system-level and sport-by-sport fan metrics, broken down by key demographics.
- Grow the fanbase of British Olympic and Paralympic Sport by launching a new Central Fan Engagement Unit which can deploy a series of audience growth strategies designed to reach underrepresented communities, including through athletes’ unique stories and voices.
- Design and deliver pilots to understand how major events can better reach and deliver for underrepresented communities, with a view to growing overall spectator numbers.
SIGNS OF SUCCESS BY 2028
- Improvement in fan demography as set out in Fan360 benchmarking work (Feb 2026)
- Central Fan Engagement Unit is set up and operating across Olympic and Paralympic sport with impact
- 3-5 interventions through delivery pilots have been delivered at UK Sport funded major events seeing a quantified change in audiences and spectator numbers and diversity.
END STATE INDICATORS
- The fanbase engaging with Olympic and Paralympic Sport between and during the Games (primarily social channels) is representative of the national community in gender, ethnicity and disability.
- There has been a marked increase in the number of people who are passionate about an Olympic and Paralympic Sport and feel like they belong to that community (Baseline Feb 2026).
- The spectators attending funded major events are increasingly diverse (gender, ethnicity, and disability) and tracking strongly towards being representative of the national community in these areas.
HOW WE'LL MAKE IT HAPPEN:
OUR PEOPLE
UNDERPINNING ACTIVITIES
- Co-design and implement an inclusion framework, with regular review and staff involvement.
- Deliver ongoing training and development on inclusive leadership, psychological safety, and unconscious-bias for all staff.
- Establish and support staff networks and forums for underrepresented groups and ensure leadership sponsorship championing.
- Embed inclusive recruitment, onboarding, and progression practices across all roles.
- Regularly capture and act on qualitative and quantitative data about staff experience.
- Publish annual pay gap and progression data, with targeted interventions where needed.
- Invest in targeted recruitment and development for mid-tier and senior diverse talent.
- Recognise and reward inclusive behaviours and contributions to a positive culture.
- Ensure clear, accessible career pathways and tailored development
for all staff. - Foster a culture of open feedback, learning and continuous improvement in EDI
SIGNS OF SUCCESS BY 2028
- Diversity of Board and senior leadership trending toward 2032 targets.
- Staff survey favourability on inclusion/belonging ≥85%.
- Diverse talent pipeline established and progressing.
- Inclusive leadership behaviours embedded and evidenced in performance reviews.
- Case studies of staff from underrepresented groups progressing and thriving.
- Annual EDI Dashboard published, showing progress on inclusion as well as representation.
- All managers trained and confident in inclusive recruitment, development, and progression practices.
END STATE INDICATORS
- Board, senior leadership and wider workforce meet or exceed DIAP representation targets (gender, ethnicity, faith, disability, LGBTQ+, regional, educational, socio-economic diversity).
- Annual staff inclusion survey shows ≥90%
positive responses on inclusion, belonging, and psychological safety. - Equitable progression, retention, and pay, with no significant disparities.
- Qualitative feedback evidences a culture where all staff feel respected, valued, and able to thrive.
- Active staff networks and regular forums for employee voice, with demonstrable impact on policy and practice.
For more information about our EDI work contact: sportingsystem@uksport.gov.uk
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