The government does not accept this recommendation for the reason that there exist already a range of complementary standing capabilities that aim to identify and assess current and future malicious and non-malicious risks. These include, but are not limited to: ● Near-term horizon scanning of civil contingencies risks with the potential to seriously disrupt normal activity in the UK or the operation of the UK government (up to six months ahead). This is conducted by the Civil Contingencies Secretariat (CCS) in collaboration with sector specific monitoring in government departments and other organisations. ● The Joint Intelligence Organisation, which provides all-source intelligence assessment and has early warning capabilities focused on a wide range of national security topics. ● The newly formed National Situation Centre (NSC), which brings together data and insights from across government and beyond to support situational awareness on national security, crises, and civil emergency issues. ● The NSRA, which is produced by CCS and looks ahead at the most serious malicious and non-malicious risks facing the UK or its interests overseas in the next two years. The NSRA focuses on understanding significant and common consequences in order to drive planning and is shared across government and with local planners. ● Longer term horizon scanning work across government to identify future risks across security and defence, science and technology, international and domestic issues. GO-Science is actively building futures capability across government, in support of the Cabinet Office and Integrated Review commitment to improve this, through shared evidence, tools and training. GO-Science will also deliver a new Foresight Project on resilience to lo [...truncated...]s, is being rolled out this year. To further support members of staff from ethnic minority backgrounds of staff, a specific inclusive and EDI-focused Health and Wellbeing offer is being developed, in addition to the aspects of the current offer specifically tailored for staff from people from ethnic minority backgrounds. NHS England also has in train a range of work at a national level that looks to support colleagues from ethnic minority backgrounds to speak up, and improve speaking up overall. ● NHS England continues to invest in developing and growing its ethnic minority staff networks. In 2021 to 2022, NHS England reached out to systems and Trusts to gain a baseline assessment of staff network maturity within their organisation, and are currently developing a Staff Network Maturity Framework to provide systems with an insight into actions that they can take to improve and embed effective and empowered staff networks. NHS England is also working on introducing a Staff Network Chair development programme, drawing on positive practice, to ensure that staff networks continue developing consistently and providing an equitable experience for staff from ethnic minority backgrounds. It is also working with Trust and ICS leaders on how they can formalise staff networks as part of local decision-making processes. Work is in train with organisations like the Seacole Group and the Disabled NHS Directors Network in order to identify and develop talent to improve board representation of under-represented groups.