Hello from staff governor: Suresh Krisshna Arni Sukumaran

Suresh was elected as staff governor in December 2025, bringing nearly 20 years of experience in NHS Trusts, where he has progressed from trainee to head of medical engineering. With strong personal and professional ties to the organisation, he is passionate about fairness, inclusion and creating opportunities for all staff to thrive. We caught up with him to hear about his priorities and what he hopes to achieve in the role.

1. What inspired you to stand for election as staff governor, and what does this role mean to you personally?

Having spent nearly 20 years in NHS, I’ve seen the dedication and commitment of our staff first-hand. I wanted to represent their voices at a strategic level and ensure they are heard in shaping the future of NHS. This role is deeply personal to me it’s about giving back to an organisation that his supported my growth and ensuring it remains a place where everyone feels valued, respected, and empowered.

2. How has your journey from trainee to head of medical engineering shaped your perspective?

My journey has given me insight into the experiences of staff at all levels. I understand the challenges, opportunities, and importance of supportive leadership. It has reinforced my belief that inclusive leadership, clear communication, and access to development are essential to creating a positive and empowering staff experience.

3. What practical changes would you like to see to ensure equal opportunities for staff?

I would like to see clearer and more transparent career pathways, equitable access to training and development, and strengthened mentoring programmes. Addressing barriers to progression and ensuring fair recruitment and promotion processes will be key to enabling all staff to thrive.

4. How will you continue to champion equality, diversity and inclusion (EDI)?

I will continue to support and strengthen staff networks, advocate for underrepresented groups, and ensure EDI remains central to decision-making. Listening to lived experiences and turning feedback into meaningful action will be a priority.

5. What are your priorities for strengthening a speak-up culture?

Creating a culture of psychological safety is essential. I will promote openness, ensure concerns are handled transparently, and support Freedom to Speak Up initiatives so staff feel confident their voices matter and lead to change.

6. What opportunities and challenges do you see following the merger, and how will you represent staff voices?

The merger offers opportunities for shared learning, innovation, and broader career pathways across North Cheshire and Mersey NHS Foundation Trust (NCM). However, it also brings challenges around change, integration, and maintaining staff engagement. I will ensure staff voices are actively heard, concerns are raised, and communication remains clear and inclusive throughout the transition.

7. How can leadership development be made more inclusive?

We need to expand initiatives like reciprocal mentoring and ensure leadership opportunities are accessible to all staff. Identifying and supporting diverse talent, alongside inclusive leadership programmes, will help build a more representative leadership pipeline.

8. What would success look like for you as staff governor, and what legacy would you like to leave?

Success would be a more inclusive, engaged workforce where staff feel heard, supported, and valued. My legacy would be helping to build a culture where fairness, opportunity, and collaboration are embedded across NCM.