Pay gap data
The Rail Delivery Group (RDG) is committed to enhancing the diversity of our people and the inclusiveness of our working arrangements, practices and policies.
Honouring this commitment means fostering a work environment where everyone is rewarded fairly for the work they do and the contributions they make. Addressing any pay gap is one part of this and we are setting a strong diversity and inclusion agenda to make sure everyone feels included and has the same opportunity to succeed.
Since 2018, we’ve published our gender pay gap figures annually. The gender pay gap is the difference in the average hourly salary of all men and women across the organisation, described by the mean and median. It’s not the same as equal pay, which refers to men and women receiving the same pay for the same job or work of equal value.
Last year, even though it was not a legal requirement, we also published details of our ethnicity pay gap – the difference in average hourly pay of black, Asian and minority ethnic (BAME) employees and those from white backgrounds across the organisation.
We’re committed to reducing our pay gaps and we will continue to work with people across the organisation to make sure that the actions we take will create lasting cultural change.
Industries that are predominantly white and male tend to have larger pay gaps. Our gender pay gap of 16% and ethnicity pay gap of 15% is primarily caused by women and those from non-white backgrounds being under-represented in the highest paid roles and in highly paid technical/specialist roles. Whilst we have seen a steady improvement, there is still a long way to go and we are determined to change this.
The figures have improved over the last year. The median gender pay gap is 15%, down from 23.3% in 2019. This represents a total decrease of 10% from the first published figure of 25% in 2018. The mean gender pay gap has also reduced to 15.7%, a 3.6% percentage point decrease since 2019.
The ethnicity median pay gap is 7%, down from 10.5% in 2020 and the mean pay gap is 14.7%, down from 18.5%.
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What we are doing to close the gap
There are a range of initiatives already underway at RDG to further reduce these pay gaps, but we fully recognise the need to do more. We are working to see better representation in leadership positions at RDG, by developing the great talent we already have, as well as focusing on attracting a greater diversity of candidates to work with us. We have already begun this journey through the work we have done to improve our recruitment process and by upskilling our managers on good EDI practices.
We have already made notable progress in developing and retaining our female talent. 39% of all managerial roles at RDG are filled by women; 51% of all promotions last year were for women and 29% of our Executive Director Team is female, including our CEO, which is noteworthy considering that just 6 years ago, we had no female directors. We are working hard to redress our gender balance within RDG, but we want, and need, to do more.
In comparison, 18% of all managerial roles at RDG are filled by BAME employees, 20% of all promotions last year were for BAME employees and 14% of our Executive Director Team is BAME. We have started to make progress in improving our ethnic diversity within RDG, but we recognise we need to do much more.
We are working hard, both internally and across the industry to understand and break down the barriers people face in accessing senior roles. In the short-term, it is possible that we may slow progress in reducing the pay gap through the work we are doing to address this. However, we are confident that in the long-term, these initiatives will create a diverse workforce and play a key role in narrowing the pay gaps.
We are continuing to develop new strategies to build a more diverse workforce and an environment that fosters inclusion and equal opportunities at all levels within our business. This work includes:
- The continued growth of staff network groups: Embrace (BAME employees and allies), Platform (LGBT+ employees and allies), Inclusion Forum (working on the findings from our recent EDI audit), Empower (Women’s and Non-Binary network), Mental Health & Wellbeing , Disability Awareness and Carers’ Network.
- A deep dive into our data, working with our networks, to better understand any barriers to inclusion, attraction, retention and progression, specifically for underrepresented employees in our organisation.
- Quarterly reporting and analysis of our diversity data provided to our Executive team. This data is used to drive our action plan and focus areas.
- Ensuring that our recruitment practices are robust in terms of Equality, Diversity and Inclusion, including the introduction of promotion panel interviews.
- Offering Unconscious Bias training for all RDG employees and a programme of activity to embed this learning.
- Revamping our organisational values to include inclusion, demonstrating our commitment and drive to make sure this is reflected in everything we do.
- Launching our traditional mentoring and two-way mentoring schemes.
- Continuous development of our HR Policies, including the introduction of smart working for all and promotion of our enhanced family friendly leave entitlements.
- The continuation of Grow and Aspire, our initiative encouraging employees to take ownership of their development through activities such as coaching, mentoring and job shadowing.
- Structured succession planning.
- Signing up to the Women in Rail and Railway Industry Association Equality, Diversity and Inclusion charter, demonstrating our commitment to work together to build a more balanced and higher performing sector.
Rail and its supply chain will create 100,000 more jobs for Britain in the coming years, and the industry has a great opportunity to increase the diversity of its workforce and provide employees with rewarding careers. It is essential that we attract and retain the best people to undertake the important work we do. We will continue to work hard to create a diverse workforce, which will, in time, reduce our pay gaps. This is not a quick fix for us, and we acknowledge we have some way to go to achieving real pay equality. However, we have made significant progress in the last few years and commit to continue to do so in the years to come.