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Difference closes by 0.2 percentage points, as experts warn pay inequality could take ‘more than a generation’ to eradicateThe gender pay gap among British employers narrowed marginally, as the difference between the median hourly pay of men and women fell to 8.2 per cent.This compared with 8.4 per cent in the 2024/25 reporting period, according to gender pay gap data submitted to the government. The 0.2 percentage point improvement means that, on average, women were paid 92p for every £1 earned by men.&nbsp;Since 2017, all businesses with 250 staff or more are required to publish their gender pay gap figures. More than 15,600 employers had submitted their data as of 7 April, with 114 missing the deadlines of 4 April for private sector employers and 30 March for public organisations.Justine Woolf, director of consulting at pay and reward consultancy consultancy Innecto, said the “glacial pace of change” means that the gender pay gap could take “more than a generation to completely eradicate”.&nbsp;“Women are still not represented in the highest-paying roles,” she added. “The childhood penalty, caring responsibilities and structure of work need a fundamental rethink to close the gap.” The gender pay gap remained stubbornly high in the banking sector. All four of the UK’s biggest highstreet banks reported median hourly gender pay gaps in excess of 25 per cent.HSBC’s gender pay gap increased to 45.3 per cent in 2025 – up from 44.9 per cent in 2024. The bank attributed this disparity to the fact that women outnumber men in junior positions.&nbsp;Two-thirds (67 per cent) of senior positions are held by men, while 65 per cent of junior roles in the UK are occupied by women.&nbsp;An HSBC spokesperson said: “We have made consistent progress towards improving our gender pay gap and increasing female representation in senior leadership, although we recognise there is still more work to do. We are focusing on strengthening our hiring, promotion, retention and performance strategies to support inclusivity and fairness for all colleagues.”Lloyds Banking Group’s pay gap reduced by 0.5 percentage points to 35 per cent. Women’s median bonus pay was also 31.9 per cent lower than men’s, although more women than men received a bonus in 2025.&nbsp;Barclays’ median hourly pay gap dropped to 27.7 per cent and NatWest cut its gender pay gap slightly to 25.8 per cent.Consumer goods company Unilever was one of the few large employers which had a gender pay gap that widened in favour of women. On average, women were paid 8.5 per cent more than men per hour on average in 2025, an increase of 3.7 percentage points on the previous year.Marc Woodward, head of Unilever UK said: “In 2025, we continued to make meaningful progress in closing the gender pay gap. We remain focused on providing a workplace where women feel supported, empowered and able to build their careers, reinforcing our enduring commitment to helping talent thrive.”Why has progress been so slow? The median gender pay gap across British employers has only closed by 1.1 percentage points in the nine years since reporting became mandatory in 2017.Michelle Gyimah is pay gaps strategist at Equality Pays, an organisation that helps medium-sized businesses develop action plans to close their pay gaps. She said that many companies are continuing to do the legal minimum and are not implementing plans to reach gender pay equality."The problem is that a number without context is meaningless," she said. "Organisations serious about change should be looking beyond their gender pay gap and seeking to find out what's causing it. Is it a pipeline problem, a retention problem or a promotion problem? Has it moved in the past three years and, if so, why or why not?" From this year, organisations have the option to submit a gender pay gap action plan alongside their figures, which will detail how employers are addressing pay disparities and improving gender equality.The government intends to make this a mandatory requirement from spring 2027, subject to secondary legislation under the Employment Rights Act.When assessing how to reduce the gender pay gap, Woolf advised: “Organisations need to consider the blockers to equal gender distribution at all levels – especially at senior levels – and be prepared to be flexible and creative with job design and expectations.”It's also important to note that progress is not only reflected in the average difference in pay between men and women. Gyimah added: "Organisations that are genuinely doing the work know that progress in year one might show up as better female retention through the mid-career years, or a meaningful increase in shared parental leave uptake by men."A similar reporting requirement is set to be established for ethnicity and disability pay gaps. Proposed measures will require employers with 250 or more staff to publish average differences in pay and bonuses based on employees’ ethnicity and disability status. Organisations will also be expected to produce action plans to address any pay disparities.You can find the original post on People Management website published on 6th April 2026 <a data-mce-href="https://www.peoplemanagement.co.uk/article/1953945/gender-pay-gap-narrows-slightly-glacial-pace-change-continues" href="https://www.peoplemanagement.co.uk/article/1953945/gender-pay-gap-narrows-slightly-glacial-pace-change-continues" target="_blank" rel="noopener">here</a>.

Gender pay gap narrows slightly as ‘glacial’ pace of change continues

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Despite growing awareness and legislation many organisations still struggle to close the gender (or any) pay gap. But real progress is possible—with the right strategies. &nbsp;In this case study podcast episode, I share how one of my clients in the real estate sector reduced its pay gap by nearly 15% in just three years through intentional, measurable actions. Here’s what worked for them—and how you can apply these lessons: &nbsp;The key strategies that brought this change were:🔹 Sponsorship over mentorship – Senior leaders actively sponsored high-potential women, providing visibility, advocacy, and stretch opportunities—accelerating individuals advancement. &nbsp; 🔹 Parental leave for all– By revising policies to support both parents equally, the company reduced biases against women and fostered a culture where men felt their careers were safe if they also took parental leave. &nbsp; 🔹Transparency + Accountability – Publicly tracking progress and setting clear goals built trust and kept leadership committed to results. &nbsp;Real change happens when policies align with the company’s values, and actions back them up.&nbsp;&nbsp;<h3>My take on why most pay gap efforts fail</h3> Most companies focus on superficial fixes (like one-off training) without addressing systemic barriers. This organisation succeeded because they: &nbsp; ✅ Targeted root causes (e.g., access to advancement, unconscious bias in promotions). &nbsp; ✅ Measured outcomes—not just intentions. &nbsp; ✅ Embedded equity into operations (not just HR policies). &nbsp;Want the full breakdown? 🎧 Listen to the episode for the step-by-step playbook: <a data-mce-href="https://pod.link/1601188183/episode/8e07d1c03b5d62be63d22293e1f69846" href="https://pod.link/1601188183/episode/8e07d1c03b5d62be63d22293e1f69846" target="_blank" rel="noopener">How one client reduced their pay gap by 14.9% in three years</a>Ready to address your pay gap and make a meaningful impact? If your organisation is struggling with equity—whether in pay, promotions, or retention—let’s discuss a tailored plan. **Book a free call** to audit your gaps and build a roadmap backed by data. &nbsp;Schedule a call <a data-mce-href="https://bookme.name/equalitypays/lite/call" href="https://bookme.name/equalitypays/lite/call" target="_blank" rel="noopener">here</a>.&nbsp;Progress isn’t about goodwill; it’s about actionable systems.&nbsp;(P.S. Share this with a leader who’s ready to move beyond “awareness” to results.)* &nbsp;

How one company slashed its gender pay gap by 15% (and how you can too

<figure id="figure-w37ygwnu4mdcwjqw2"><img id="w37ygwnu4mdcwjqw2" src="https://cdn.durable.co/blocks/3yjuiQ0rtyqktVX0Kn2dxr1oeMfer6W1RPhZ6B4FSseT0HCql4Vey3ockMYqInTN.jpg" alt="A miniature man and woman standing on a pile of coins at different heights." title="A miniature man and woman standing on a pile of coins at different heights." class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: undefined undefined;" data-corners="default" data-aspect="16:9" data-caption="" data-positionX="undefined" data-positionY="undefined" data-fullWidth="false"/></figure>Let’s be honest — seeing a stagnant or widening pay gap in your reporting is tough. You’re doing the work behind the scenes, investing time, energy, and resources, yet the numbers aren’t moving the way you'd hoped. Cue the frustration, the judgement (internal and external), and the questions from senior leadership.In this episode of the Beyond the Pay Gap Figure podcast, I talk about the reality that so many organisations face: putting in real effort but not seeing the headline results. More importantly, I share three key ways to approach the challenge that can lead to genuine, sustainable progress.Here are the three takeaways I want every organisation wrestling with stagnant or widening gaps to hear:1. Stop comparing yourself to everyone else Yes, seriously.It’s tempting to look at competitor reports and start panicking when their figures look better than yours. But those reports? They're polished, curated, and often say more about the PR strategy than the real progress being made. You don’t see the chaos behind the scenes — and trust me, I’ve seen that chaos first-hand across industries.The truth is: comparison is not a strategy. It's a distraction. Instead of spiralling over someone else’s figure, get laser-focused on your own reality.2. Become a data detective One figure alone doesn’t tell the full story — but your data does.Commercially, this matters. When you interrogate your data properly — slicing by job role, department, or region — you start to identify where your actual leverage points are. You stop throwing spaghetti at the wall with one-size-fits-all fixes and instead design targeted, commercially relevant strategies. That’s what moves the needle.Want to know which policies need tweaking or where progression stalls? Your data holds the answer. You just need the right tools to decode it.3. Redefine success (so you can actually see it) We’ve been sold the idea that success = a lower headline figure, year on year. But if that’s your only definition, you’re going to feel like a failure — even when you’re doing meaningful work.Instead, think in terms of momentum:<ul><li>Are you implementing better systems?</li><li>Is leadership more engaged?</li><li>Are career pathways for women and ethnic minority employees clearer than before?</li></ul>These are indicators of progress that investors, boards, and your people care about — and they are just as commercially powerful as a short-term headline drop.This is the work we do at Equality Pays If your team is burnt out trying to chase optics over impact, or stuck in comparison mode instead of making strategic moves — then it’s time to talk.At Equality Pays, we help organisations move from panic to purpose by making their pay gap strategy relevant, realistic, and results-focused.🎧 Listen to the full podcast episode <a data-mce-href="https://pod.link/1601188183/episode/818db6c5ba43a2f0d4ac062382de0335" href="https://pod.link/1601188183/episode/818db6c5ba43a2f0d4ac062382de0335" target="_blank" rel="noopener">here </a>for the full context and practical ideas.&nbsp;And if you’re ready for a fresh approach that delivers actual commercial value, book a call with me <a data-mce-href="https://bookme.name/equalitypays/lite/call" href="https://bookme.name/equalitypays/lite/call" target="_blank" rel="noopener">here</a>. Let’s talk about how we can turn your stagnating numbers into real momentum.

Is your pay gap stagnating (or getting worse)? Here’s what to do about it

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Most companies treat pay gap reporting like a finish line. They publish the numbers, check the compliance box, and move on. But here’s the uncomfortable truth: If you’re not using that data to drive real change, you’ve just wasted everyone’s time."Sound harsh? Maybe. But after years of working with organisations paralysed by “analysis mode,” I’ve learned one thing: Boards don’t need more data—they need direction.&nbsp; To make sure that your pay gap report doesn't become another useless report you need these three things: 1. Clarity over complexity "Data without explanation just creates doubts. And when the doubts set in, unrealistic expectations set in, too."Your board isn’t asking for a spreadsheet—they’re asking for a story. Why does your pay gap look like this? What factors are within your control (hint: not all of them are)? Without context, you risk two dangerous extremes: panic-driven overcorrection or resigned shrugs of "This is just how it is."A university I worked with couldn’t understand why their gender pay gap was stagnant—until we discovered that their promotions process was a bureaucratic nightmare, riddled with unchecked biases and unecessary blockers. The data had hinted at it for years. But without digging into the why, they kept throwing solutions at the wrong problems.2. A focused, costed action plan (not a wish list) "Saying ‘we’ll close our pay gap by X%’ isn’t a plan. It’s a hope. And boards don’t fund hopes."Instead you should prioritise 3–5 tangible, high-impact areas (e.g., promotions, starting salaries, bonus allocations). For each area you focus on answer these questions:<ul><li>What’s the intervention? (e.g., bias training for hiring managers)</li><li>Who’s accountable? (Spoiler: Not just HR.)</li><li>What’s the cost and timeline?</li></ul> This is how you turn vague aspirations into boardroom-ready strategy.3. Visible ownership (beyond HR) Pay gaps aren’t created by one team—they’re the result of systemic cracks across the employee lifecycle. Yet most organisations still treat them as an “HR problem.”Ask yourself:<ul><li>Are your leaders equipped to explain the gap—and the plan—to their teams?</li><li>Is accountability siloed, or shared across Reward, DEI, and line managers?</li></ul> Without this, even the best plan will gather dust.&nbsp; Ready to move from habitual reporting to impactful results? If your pay gap report is sitting in a drawer (or worse, fueling boardroom anxiety), let’s change that.🎧 Listen to the<a data-mce-href="https://open.spotify.com/episode/3LhQP8O5mIvGpBqHuy7Gy9?si=042a1a2e296049cb" href="https://open.spotify.com/episode/3LhQP8O5mIvGpBqHuy7Gy9?si=042a1a2e296049cb"> full podcast episode here&nbsp; </a>where I discuss in more detail what boards want from your pay gap report for the step-by-step breakdown. <figure id="figure-e8atwm69sgmchoys1l"><img id="e8atwm69sgmchoys1l" src="https://cdn.durable.co/blocks/4CpmVyCM72wpZOk7oVI5roPOcyGxFE5fiBfll5yP7bi2f3T3ZP5tHhXAwtyM4BYN.png" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 1/1; object-position: undefined undefined;" data-corners="default" data-aspect="1:1" data-caption="What boards really want to see after pay gap reporting" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/4CpmVyCM72wpZOk7oVI5roPOcyGxFE5fiBfll5yP7bi2f3T3ZP5tHhXAwtyM4BYN.png" data-mce-style="aspect-ratio: 1/1; object-position: undefined undefined;"><figcaption class="body-normal text-gray-500 mt-2">What boards really want to see after pay gap reporting</figcaption></figure>Or, if you’re ready to act now here are two ways we can work together this summer:<a data-mce-href="https://equalitypays.co/summer" href="https://equalitypays.co/summer">Book a VIP Strategy-in-a-Day Session:</a> We’ll distill your data into a board-ready action plan—in one focused day. <a data-mce-href="https://equalitypays.co/summer" href="https://equalitypays.co/summer">Join the Summer Strategy Sprint:</a> Collaborate with me over 3 weeks to build and cost your roadmap. Limited spots available. Book a call to secure yours before summer slips away.

What boards really want after pay gap reporting

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<figure id="figure-1cbrmp835mc7ozdpf"><img id="1cbrmp835mc7ozdpf" src="https://cdn.durable.co/getty/9tMjLl8dTz7NbP0xMl2jtVG8lKjCRIQMA8ZrBjWaPNp9pfWtYaW9JyXzIKbastEl.jpeg" alt="Lawyer business woman working or reading agreement contract in office workplace for consultant lawyer concept" title="Lawyer business woman working or reading agreement contract in office workplace for consultant lawyer concept" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionX="undefined" data-positionY="undefined" data-fullWidth="false"/></figure><h3>The missing "S" in ESG: How pay equity transparency impacts your bottom line</h3>When we talk about ESG, the spotlight often falls on environmentla issues like carbon footprints and renewable energy—the "E." Governance—the "G"—gets its fair share of attention, too. But what about the "S"? Social governance, particularly pay equity and workforce transparency, remains the most underrated yet financially material pillar of ESG.&nbsp;And investors are starting to notice.&nbsp;In 2023, 83% of Limited Partners (LPs) said they would withhold capital from private equity firms that couldn’t demonstrate progress on pay equity and diversity.&nbsp;Why?&nbsp;Because the "S" isn’t just about ethics—it’s a financial imperative.&nbsp; Why the "S" gap is costing you money&nbsp; 1. Investors vote with their wallets. In May 2023, Unilever secured a £1.2bn sustainability-linked loan from HSBC—with interest rates tied directly to its progress on gender pay equity and workforce diversity. The message was clear: strong "S" metrics = easier access to capital.&nbsp;On the flip side, Boohoo’s market value plummeted by £1bn after investors discovered labour violations in its supply chain. The fallout wasn’t just reputational—it was financial.&nbsp;2. The pay gap penalty is real.&nbsp; A 2023 study by the UK Office for National Statistics (ONS) found that companies with unchecked gender pay gaps faced 30% higher turnover costs due to attrition and recruitment. Meanwhile, private equity firms that ignored "S" due diligence saw 1.2x lower exit multiples compared to peers with audited pay equity reports.&nbsp;3. Regulation is closing in. The EU Pay Transparency Directive (2024) will now impose fines of up to 2% of global revenue for non-compliance with the new legislation. And in the UK, the Financial Conduct Authority (FCA) requires LPs to disclose portfolio-wide pay equity metrics under the Stewardship Code.&nbsp;Ignoring the "S" isn’t just risky—it’s expensive.&nbsp; How to fix it (before it’s too late)&nbsp; 1. Audit your pay gaps—properly. Don’t just report numbers. Benchmark against peers, identify root causes (e.g., promotion disparities in tech roles), and set public reduction targets. Tool to try: The Gender Pay Gap Dashboard lets you compare your data against industry averages.&nbsp;2. Tie executive pay to "S" metrics.&nbsp; AstraZeneca now links 15% of executive bonuses to ESG-S targets, including pay equity—a move that helped them secure a higher ESG rating from MSCI.3. Make "S" a selling point for investors. &nbsp;PE firm Hg Capital achieved 1.8x higher exit multiples for portfolio companies with audited ESG-S reports. Their secret? Proactive "S" due diligence before going to market.&nbsp;The bottom line The "S" in ESG isn’t a nice-to-have—it’s a financial lever. Firms that address pay equity issues don’t just avoid penalties; they unlock cheaper capital, higher valuations, and investor trust.&nbsp;Ready to turn your "S" into a competitive advantage? <a data-mce-href="https://bookme.name/equalitypays/lite/call" href="https://bookme.name/equalitypays/lite/call" target="_blank" rel="noopener">Book a 30-minute consultation call</a> to discuss how we can help you audit, benchmark, and leverage your social governance data.&nbsp;P.S. Want our free "ESG-S Exit Readiness Checklist"? You can download it<a data-mce-href="subscribepage.io/esg" href="subscribepage.io/esg" target="_blank" rel="noopener"> here</a>.

The missing "S" in ESG: How pay equity transparency impacts your bottom line

Engineers and Foreman are calculating workers' expenses and overtime to pay workers compensation and overtime each month. Foreman holds cash in hand to pay workers as compensation

<figure id="figure-2mo5tm0zxkmc7ohbna" class="selected"><img id="2mo5tm0zxkmc7ohbna" src="https://cdn.durable.co/getty/ftW6S8YM4Vx0Y2At0myyb0LovDBO0JyYt26eTBL6KpUQhip9z0tYw2a1jFMCjA0S.jpeg" alt="Business woman, hands or counting with cash for finance, profit or salary increase at office desk. Female person, accountant or employee with paper bills, financial savings or investment at workplace" title="Business woman, hands or counting with cash for finance, profit or salary increase at office desk. Female person, accountant or employee with paper bills, financial savings or investment at workplace" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/getty/ftW6S8YM4Vx0Y2At0myyb0LovDBO0JyYt26eTBL6KpUQhip9z0tYw2a1jFMCjA0S.jpeg" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>Why pay gaps are costing you a fortune. Literally.</h3>Research from the London School of Economics reveals UK businesses lose £4.3 billion annually to pay gap-related turnover. I know. it's a lot. Here's the breakdown to really put that figure into perspective:1. The replacement taxRecruiting a mid-level employee now costs 112% of their annual salary. For a company with 1,000 employees, this could mean £5.6 million in avoidable costs.2. Reduced productivityPay inequities can cause teams to take significantly longer to complete projects, and one study found a 22% decrease in output.3. Wary investors83% of UK venture capital firms now require portfolio companies to disclose pay gap metrics before funding. It is very interesting to see the link between pay equity/pay gaps and access to investment... Why addressing pay gaps is getting investor attention As scrutiny on the 'S' in ESG sharpens, investors are asking tougher questions—particularly about how companies treat their people. Increasingly, firms that actively tackle their pay gaps are not only improving equity—they’re also seeing tangible financial and reputational rewards. Here are two examples making waves with investors:Lloyds Banking Group: Linking pay equity to performanceLloyds has taken a proactive step by tying 17.5% of executive bonuses to ESG targets—7.5% of which are specifically related to diversity, equity, and inclusion (DEI). This move shows clear accountability, aligning leadership incentives with workforce fairness.Investors care because ESG-linked pay is now a key indicator for long-term value. By embedding DEI into remuneration structures, Lloyds is sending a strong signal to ESG-focused investors that it takes the 'S' seriously—making it a more attractive, lower-risk investment.Baillie Gifford: Outperforming peers on gender pay equityWhile the asset management industry averages a 31.3% median gender pay gap, Baillie Gifford’s stands at just 12.7%. The firm also leads in placing more women in upper pay quartiles—a crucial step in addressing structural imbalance.Baillie Gifford doesn't just report the data—it acts on it. The firm strategically invests in funds aligned to UN Sustainable Development Goal 5: Gender Equality, reinforcing its social impact credentials. This has positioned it strongly with ESG-aligned investors and clients, helping it retain and attract capital.These examples make it clear: tackling pay gaps isn’t just a compliance issue, it’s a competitive advantage. Investors are watching and the companies taking action are winning on more than just principle, they’re winning on performance too. Three steps you can take to turn the tideSo what can you to improve your 's' metric in ESG in relation to pay equity and pay gaps? A few simple starter ideas are:1. Conduct a forensic pay audit (not just the mandatory reporting, dig deep into the root causes and create a strategy to address them).2. Benchmark against competitors, not national averages. The aim is to focus on metrics that make sense for your sector, not a set of numbers that are meaningless. (However, do not fall for the trap of thinking that simply doing better than your competitors is enough - it's simply a benchmark to see where you sit in your sector.)3. Tie leadership KPIs to measurable progress. Remember, bespoke metrics will define what you consider to be progress - ie don't just focus on percentage points and numbers, focus on people and impact.The bottom line In today's market, pay equity and pay gaps are not solely a HR problem or just another report to fill out every year. It's a powerful lever for reducing costs, retaining talent and unlocking growth.To address your pay gap issues and improve your ESG metrics, <a data-mce-href="https://bookme.name/equalitypays/lite/call" href="https://bookme.name/equalitypays/lite/call" target="_blank" rel="noopener">book a call </a>to see how we can support you.Or you'd rather see how you can improve your 's' metric measurements download our <a data-mce-href="https://equalitypays.co/esg-checklist" href="https://equalitypays.co/esg-checklist" target="_blank" rel="noopener">free checklist </a>today.

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