Our pay gap data

Gender pay gap  

 

The gender pay gap is the difference between the average earnings of men and women across the organisation.  

The larger the percentage, the greater the gap between the average earnings of men and women in the organisation. If the percentage is negative, it means that the gap is in favour of women. 

 

Year	Mean	Median
2023	11.3%	0.0%
2022	10.8%	-1.9%

 

The table above shows that the average pay of male employees (using the mean) is 11.3% higher than that of female employees in 2023. This is a small increase from 10.8% in 2022. 

Using the median average there is no gender pay gap in 2023, which indicates that the median average of female employees is the same as male employees. This is a slight decrease from a negative gap in 2022, where the median average salary of female employees was higher than that of male employees. 

 

Gender pay gap: quartile distribution 

The table below shows the proportion of male and female employees in each of the four salary quartiles, from the lowest paid (first quartile) to the highest paid. 

 

	1st quartile	2nd quartile	3rd quartile	4th quartile	Overall  headcount
Male	41.7%	8.3%	33.3%	38.5%	30.6%
Female	58.3%	91.7%	66.7%	66.7%	69.4%

 

The number of male and female employees in the highest paid quartile are broadly in line with the proportion of the whole workforce. While there are more women in the lowest paid quartile, this is lower than the proportion of the whole workforce. 

Note: Since this data was collected, two female staff in senior positions have left the organisation and been replaced with male staff. This means that there are more male staff in the highest paid quartile and our gender pay gap will increase in 2024. 

 

Ethnicity pay gap 

 

The ethnicity pay gap is the difference between the average earnings of white staff (British and other) and Black, Asian, mixed and colleagues from other ethnic groups. 

 

Year	Mean	Median
2023	26.3%	9.1%

 

The table above shows the gap between the average pay of white staff (British and other) and Black, Asian, mixed and other ethnic groups. 

The average pay of white employees (using the mean) is 26.3% higher than that of Black, Asian, mixed and other ethnic groups. Using the median average there is a smaller gap of 9.1%.   

 

Ethnicity pay gap: quartile distribution 

This table shows the distribution of employees according to ethnicity across each of the four salary quartiles, from the lowest paid (first quartile) to the highest paid (fourth quartile). 

 

	1st quartile	2nd quartile	3rd quartile	4th quartile	Overall  headcount
White British and white other	54.5%	90.9%	63.6%	100%	71.8%
Black, Asian, mixed and other ethnic groups	45.5%	9.1%	36.4%	0%	28.2%

 

Disability pay gap 

 

The disability pay gap is the difference between the average earnings of non-disabled staff and disabled staff.  

 

Year	Mean	Median
2023	28.5%	4.5%

 

The table above shows the gap between the average pay of disabled and non-disabled employees. The average pay of non-disabled employees (using the mean) is 28.5% higher than that of disabled employees.  

Using the median average there is a smaller gap of 4.5%.   

 

Disability pay gap: quartile distribution 

This table shows the distribution of disabled and non-disabled staff across each of the four salary quartiles, from the lowest paid (first quartile) to the highest paid. 

 

	1st quartile	2nd quartile	3rd quartile	4th quartile	Overall  headcount
Staff with a disability	0%	25.0%	0%	27.3%	12.5%
Staff without a disability	100%	75.0%	100%	72.7%	87.5%

 

Our commitment to reducing pay gaps 

 

We are committed to reducing gender, disability and ethnicity pay gaps. Here’s what we have done and what we will do to continue to make progress in this area: 

 

Salaries  

• In 2023 we completed a salary benchmarking process for the whole organisation where we compared staff salaries with those across the sector for similar roles and levels and increased salaries where we identified anomalies. 
• Alongside benchmarking salaries based on role to ensure they are competitive and fair, all staff receive a yearly inflationary pay rise.  
• Instead of performance related pay rises will repeat salary benchmarking every 2 years (previously every 3 years) and continue to use an external expert to support us with this to ensure people’s salaries increase in line with the wider sector. 
• We will continue to show the salary on every job posting so everyone knows the expected salary for a role before applying. 
• We will clarify the process for agreeing a starting salary with successful job applicants (the idea being that if we have less scope for negotiating a starting salary this will reduce the risk of pay gaps creeping in).
• We established a working group to ensure that our offer is fair, equitable and attractive to staff and applicants.

 

Recruitment 

• We have reviewed and updated our recruitment policy and practice to reduce bias at every step of the process.  
• We have delivered inclusive recruitment training for all staff and will repeat it periodically to ensure skills are up to date. 
• We will review our job evaluation framework and ensure that all roles are at the right level within the framework. 

• We’ve made changes to our Trustee recruitment process to ensure we are recruiting and maintaining a diverse Board of Trustees with a wide range of backgrounds and skills. The Nomination Committee are responsible for identifying areas that could be better represented on the Board and managing the recruitment process for new trustees. 
• We have participated in the 2027 Internship Programme over the last few years and have recently signed up to the 10,000 Able Interns Programme. 

 

Internal processes and staff support 

• We have signed up to the government's disability confident employer scheme and have plans for progressing to level 2 by 2024. 
• Since 2022, the senior leadership team have been participating in inclusive leadership training and coaching to model leadership behaviours that ensure everyone in the workplace feels safe, valued and that they belong. 
• Inclusive training is now being rolled out to everyone with management responsibilities to foster an environment where all staff at all levels are included, supported and encouraged to contribute ideas. We'll be sharing progress with the whole organisation so everyone can be informed and participate in discussions. 
• We have equity, diversity and inclusion (EDI) and wellbeing working groups which ensures awareness, commitment and proactive improvement to equity, diversity, inclusion and belonging among staff.   
• We updated employee policies such as our EDI policy and dignity at work. 
• We are actively encouraging conversations around workplace adjustments with all employees, such as having greater flexibility on our hours of work, flexible working patterns, hybrid working, assistive technology software and coaching, diagnostic assessments, support with Access to Work etc.