Transparency data

Coal Authority gender pay gap report 2023

Published 30 January 2024

© Crown copyright 2024

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1. Introduction

Our aim is to be a great place to work for everyone, to ensure we can make a better future for people and the environment in mining areas.

We’re proud that our commitment to equality, diversity and inclusion is at the heart of everything we do and deliver.

Our focus is on creating a culture of belonging, that celebrates difference and where everyone is treated equally, a truly inclusive workplace where all our people feel they are welcomed, valued, able to make meaningful contributions and be their full authentic self.

This is the fifth year we have reported our gender pay gap and third year we have voluntarily reported our pay gaps for ethnicity, disability and sexual orientation.

It’s really important to us to be open and transparent about our pay gaps, to ensure we can continue to drive change.

This report covers the period April 2022 to March 2023 and analyses our pay gaps as at 31 March 2023.

We’ve also outlined the steps we’ve taken to close our pay gaps during 2022 to 2023 and shared our ongoing commitment to closing our pay gaps and promote equality for all.

You can read our previous pay gap reports here:

1.1 Pay gap

A pay gap shows the difference in average pay between one group of employees compared to another.

Our gender pay gap shows the difference between the average hourly pay for men and women across all ages, roles and levels.

Similarly, our ethnicity, disability and sexual orientation pay gaps show the difference between the average hourly pay for:

  • white and ethnically diverse colleagues
  • disabled and non-disabled colleagues
  • heterosexual and lesbian, gay and bisexual (LGB+) colleagues

1.2 Equal pay

Pay gaps are different to equal pay, which relates to pay differences between employees who carry out the same job, similar jobs or work of equal value.

Employees must legally receive equal pay, unless any differences in pay can be justified.

2. Our key definitions

Our pay gap analysis for all diversity characteristics has been calculated in accordance with government guidance for gender and ethnicity pay gap reporting.

We have used the following definitions and calculations within our report:

2.1 What is included in our hourly pay

The calculation for our hourly rate includes basic pay and allowances such as call-out payments.

It doesn’t include colleagues on maternity leave, long-term sick leave, or other types of reduced pay and overtime pay.

The calculation for ordinary hourly rate uses contractual weekly hours. This compares employees’ hourly pay, regardless of whether they work full time or part time.

2.2 What is included in our bonus pay

The calculation for bonus pay includes performance-related pay and our values awards scheme:

  • while we don’t pay bonuses, we do operate a performance-related pay process, where colleagues receive an annual payment, which is calculated on a percentage of pay, linked to their annual performance development review score
  • values awards are offered as a way of rewarding colleagues for demonstrating our core values of inspiring trust, being inclusive or progressive and going the extra mile to help us be a great place to work

2.3 The mean

The mean (average) pay gap is the difference between the mean hourly rate of full pay relevant employees from a select diversity characteristic.

2.4 The median

The median pay gap is the middle value if all hourly rates were stacked up from lowest to highest.

2.5 A pay quartile

For each of the protected characteristics we arrange employees by their hourly pay and then divide the employees into 4 quartile groups, which tell us what level of the organisation colleagues are at.

3. Gender pay gap

Our gender pay gap is largely driven by historically having more men in senior leadership positions and technical roles and more women in administrative and support roles.

We are attracting more women into leadership and technical positions over time but this history still impacts our gender pay gap.

We are committed to changing this and reducing our gender pay gap over time.

We recognise that gender is not binary and that some of our colleagues may not identify with a specific gender.

We support the fair treatment and reward of all colleagues, irrespective of gender, and we continue to promote inclusivity for our non-binary, trans and intersex colleagues.

3.1 The difference in hourly pay between men and women on 31 March 2023:

The difference in hourly pay between men and women on 31 March 2023 Mean Median
Ordinary pay 17.97% 16.08%
Bonus (performance related) pay 29.11% 36.98%

The Office For National Statistics shows the national average median gender pay gap is 7.7%.

3.2 Key points

Our gender diversity is increasing over time

Overall 45% of our colleagues are female compared to 39% in 2018 and we’ve seen a 2.62% increase of women since last year.

Our gender pay gap is steadily closing over time

Since we started collecting data in 2018 our mean pay gap has reduced from 28% to 16% and our median from 26% to 17%.

This year our mean gender pay gap has widened slightly by 2% and our median gender pay gap reduced by 1.35%.

This is largely driven by having more male than female colleagues and specifically more men than women in senior leadership and technical roles that attract higher levels of pay.

We have more women in leadership positions

In the past year we have seen an increase of 6% of women in the upper quartile.

This includes women joining us in senior leadership positions and also women progressing into more senior roles.

This reflects our ongoing priority to increase opportunities to recruit and develop women in to more technical and senior roles.

3.3 Gender pay gap

Gender pay gap 2023 2022 2021 2020 2019 2018
Mean 17.97% 15.97% 19.93% 19.97% 21.91% 28.28%
Median 16.08% 17.43% 26.21% 26.49% 31.49% 31.63%
Gender bonus (performance related) bonus pay gap 2023 2022 2021 2020 2019 2018
Mean 29.11% 19.68% 20.34% 21.09% 33.9% 33.61%
Median 36.98% 22.94% 20.58% 7.74% 34.31% 46.72%
Colleagues receiving a bonus (performance-related pay) 2023 2022 2021 2020 2019 2018
Male 85.39% 83.80% 88.75% 52% 51% 48.76%
Female 80.14% 71.97% 80.36% 48% 49% 51.24%

3.6 Gender split by quartile in 2023

Gender split by quartile in 2023 Men Women
Upper 70.37% 29.63%
Upper mid 64.63% 35.37%
Lower mid 59.49% 40.51%
Lower 25.61% 74.39%

3.7 Gender split by quartile in 2022

Gender split by quartile in 2022 Men Women
Upper 73.08% 26.92%
Upper mid 67.53% 32.47%
Lower mid 52.56% 47.44%
Lower 37.78% 62.82%

3.8 Gender split by quartile in 2021

Gender split by quartile in 2021 Men Women
Upper 75% 25%
Upper mid 68.75% 31.25%
Lower mid 62.5% 37.5%
Lower 29.41% 70.59%

4. Ethnicity pay gap

This is the third year that we have voluntarily published our ethnicity pay gap, which is the average difference in hourly rates of pay between our white and ethnically diverse colleagues.

Our figures are based on 81% of colleagues who have shared their ethnicity information with us, including those who have chosen ‘prefer not to say’.

We continue to encourage our colleagues to share their information with us, so we can continue to improve our understanding of our pay gaps.

4.1 The difference in hourly pay between white and ethnically diverse colleagues on 31 March 2023

The difference in hourly pay between white and ethnically diverse colleagues on 31 March 2023 Mean Median
Ordinary pay 22.43% 8.68%
Bonus (performance related) pay 53.05% 38.22%

The Office For National Statistics has not yet released its 2023 Ethnicity pay gap report, however the most recent data can be found here: Ethnicity pay gaps, UK: 2012 to 2022

4.2 Key points

Our ethnicity pay gaps are fluctuating year on year

We recognise this is largely due to having a low representation of ethnically diverse colleagues.

Our mean has increased against 2022 from 0% to 22.5% and our median for the same period from 4.19% to 8.68%.

This year we have seen a proportional increase of a 1.58% with 44.4% of ethnically diverse colleagues now receiving performance-related pay.

The gap in proportion of white colleague population receiving performance-related pay verses our ethnically diverse colleague population is continuing to narrow.

The ethnic diversity of colleagues is slowly increasing

This increased from 1.47% in 2021 to 2.78% in 2023. However, this is lower than we would like it to be and increasing the ethnic diversity of our workforce remains a priority for us.

4.3 Ethnicity pay gap

Ethnicity pay gap 2023 2022 2021
Mean 22.43% -0.09% 6.74%
Median 8.68% 4.19% 13.8%
Ethnicity bonus (performance related) bonus pay gap 2023 2022 2021
Mean 53.05% 31.6% 31.33%
Median 38.22% 22.85% 8.6%
Colleagues receiving a bonus (performance-related pay) 2023 2022 2021
Ethnically diverse 44.44% 42.86% 50%
White 82.81% 85.05% 89.35%

4.6 Proportion of ethnically diverse and white colleagues by quartile in 2023

Proportion of ethnically diverse and white colleagues by quartile in 2023 White Ethnically diverse
Upper 98.15% 1.85%
Upper mid 98.18% 1.82%
Lower mid 94.74% 5.26%
Lower 93.75% 6.25%

4.7 Proportion of ethnically diverse and white colleagues by quartile in 2022

Proportion of ethnically diverse and white colleagues by quartile in 2022 White Ethnically diverse
Upper 96.08% 3.92%
Upper mid 100% 0%
Lower mid 94.12% 5.88%
Lower 95.92% 4.08%

4.8 Proportion of ethnically diverse and white colleagues by quartile in 2021

Proportion of ethnically diverse and white colleagues by quartile in 2021 White Ethnically diverse
Upper 97.67% 2.33%
Upper mid 100% 0%
Lower mid 93.02% 6.98%
Lower 100% 0%

5. Disability pay gap

This is the third year that we have voluntarily published our disability pay gap, which is the average difference in hourly rates of pay between our disabled and non-disabled colleagues.

Our figures are based on 69 of our colleagues who have shared their disability status with us, including those who have chosen ‘prefer not to say’.

We continue to encourage our colleagues to share their information with us so we can continue to improve our understanding of our pay gaps.

5.1 The difference in hourly pay between disabled and non-disabled colleagues on 31 March 2023

The difference in hourly pay between disabled and non-disabled colleagues on 31 March 2023 Mean Median
Ordinary pay 12.44% 14.95%
Bonus (performance related) pay 38.14% 46.05%

The Office For National Statistics has not yet released its 2023 disability pay gap report, however the most recent data can be found here: Disability pay gaps in the UK: 2021.

This data shows the median disability pay gap is 13.8%.

5.2 Key points

Our disability pay gaps are fluctuating year on year

We recognise this is largely due to having a low representation of disabled colleagues, accounting for 8.64% of our workforce.

Our mean pay gap has increased by 6.44% and our median by 8.09%.

The proportion of disabled colleagues is small but increasing

8.64% of our colleagues shared that they have a disability, which is a 1.89% increase from 2022.

The percentage of colleagues declaring disability has increased by 5.15% since last year.

5.3 Disability pay gap

Disability pay gap 2023 2022 2021
Mean 12.44% 6% -0.1%
Median 14.95% 6.86% 0.97%
Disability bonus (performance related) bonus pay gap 2023 2022 2021
Mean 38.14% 21.61% 12.83%
Median 46.05% 5.56% 7.06%
Colleagues receiving a bonus (performance-related pay) 2023 2022 2021
Disabled 71.43% 71.43% 90.91%
Non-disabled 83.16% 84.83% 88.69%

5.6 Proportion of disabled and non-disabled colleagues by quartile in 2023

Proportion of disabled and non-disabled colleagues by quartile in 2023 Non-disabled Disabled
Upper 90.74% 9.26%
Upper mid 96.23% 3.77%
Lower mid 81.48% 18.52%
Lower 82.54% 17.46%

5.7 Proportion of disabled and non-disabled colleagues by quartile in 2022

Proportion of disabled and non-disabled colleagues by quartile in 2022 Non-disabled Disabled
Upper 89.8% 10.2%
Upper mid 92.59% 7.41%
Lower mid 89.58% 10.42%
Lower 85.42% 14.58%

5.8 Proportion of disabled and non-disabled colleagues by quartile in 2021

Proportion of disabled and non-disabled colleagues by quartile in 2021 Non-disabled Disabled
Upper 93.33% 6.67%
Upper mid 95.24% 4.76%
Lower mid 93.62% 6.38%
Lower 93.33% 6.67%

6. Sexual orientation pay gap

This is the third year that we have voluntarily published our sexual orientation pay gap, which is the average difference in hourly rates of pay between our LGB+ and heterosexual colleagues.

We are using the + (plus) symbol to reflect inclusion of other sexual orientation identities, such as pansexual and asexual.

Our figures are based on 70 of colleagues who have shared their sexual orientation with us, including those who have chosen ‘prefer not to say’.

We continue to encourage our colleagues to share their information with us so we can continue to improve our understanding of our pay gaps.

6.1 The difference in hourly pay between LGB+ and heterosexual colleagues colleagues on 31 March 2023

The difference in hourly pay between LGB+ and heterosexual colleagues colleagues on 31 March 2023 Mean Median
Ordinary pay 26.87% 6.04%
Bonus (performance related) pay -48.43% 27.77%

The Office For National Statistics does not currently report on national sexual orientation pay gaps, however a YouGov poll of 4,000 people reported by the Trade Union Council suggests it could be as high as 16%: One in 5 workplaces do not have any policies to support LGBT staff.

6.2 Key points

We have a negative mean sexual orientation pay gap

This means, on average, LGB+ colleagues are paid more than heterosexual colleagues.

This reflects our high representation of LGB+ colleagues in senior leadership positions.

This year our mean pay gap has increased by 3.23% and our median decreased by 5.67%.

6.3 Sexual orientation pay gap

Sexual orientation pay gap 2023 2022 2021
Mean -26.87% -23.64% -39%
Median 6.04% 11.71% 4.88%
Sexual orientation (performance related) bonus pay gap 2023 2022 2021
Mean -48.43% -59.78% -58.47%
Median 27.77% 15.58% 41.97%
Colleagues receiving a bonus (performance-related pay) 2023 2022 2021
LGB+ 72.73% 70% 85.71%
Heterosexual 80.71% 82.84% 88.16%

6.6 Proportion of LGB+ and heterosexual colleagues by quartile in 2023

Proportion of LGB+ and heterosexual colleagues by quartile in 2023 Heterosexual LGB+
Upper 90% 10%
Upper mid 100% 0%
Lower mid 94.12% 5.88%
Lower 94.83% 5.17%

6.7 Proportion of LGB+ and heterosexual colleagues by quartile in 2022

Proportion of LGB+ and heterosexual colleagues by quartile in 2022 Heterosexual LGB+
Upper 93.33% 6.67%
Upper mid 97.83% 2.17%
Lower mid 91.3% 8.7%
Lower 95.24% 4.76%

6.8 Proportion of LGB+ and heterosexual colleagues by quartile in 2021

Proportion of LGB+ and heterosexual colleagues by quartile in 2021 Heterosexual LGB+
Upper 94.87% 5.13%
Upper mid 97.5% 2.5%
Lower mid 95% 5%
Lower 95% 5%

7. Addressing our pay gaps

We’re taking a wide range of actions to close our pay gaps, specifically focusing on creating an equitable, diverse and inclusive workplace.

These broadly fall into 3 key areas:

  • inclusive workplaces
  • inclusive recruitment
  • inclusive leadership and development

7.1 Inclusive workplace

We have focused on creating an inclusive and equitable workplace so we can retain diverse talent at all levels of our organisation.

We have:

  • introduced an antiracism plan to support our vision in becoming an actively antiracist organisation

  • conducted a people survey, which helps to give us insights in to what our people think, help inform our decisions and take action to make us a great place to work

  • reviewed our pay and ensured all our roles meet the Real Living Wage as a minimum

  • supported the development and progression of female talent with our Women’s Network, which commissioned a 9 month women’s coaching programme

  • signed up to the Workplace Menopause Pledge, to become a more menopause-friendly employer, and introduced menopause cafes to provide inclusive and supportive spaces for colleagues impacted by the menopause

  • made free period products available for all colleagues in all our Mansfield office facilities to support menstrual wellbeing

  • reviewed our workplace adjustment process to further reduce barriers and promote equality for our disabled colleagues

  • continued to monitor our performance-related pay structures to ensure they continue to be relevant for our organisation

We will:

  • undertake further equality, diversity and inclusion (EDI) and antiracism training that empowers colleagues and leaders to create an inclusive workplace culture for everyone, focusing on EDI, respect at work and antiracism

  • continue our progress to become a menopause inclusive workplace by creating opportunities to share lived experiences and supporting people impacted by the menopause

  • continue to promote hybrid and flexible working opportunities and share colleague stories, which promote our priority of being a family-friendly organisation with a strong focus on colleague wellbeing and work-life balance.

  • enhance allyship programmes, which support LGBT+ and gender equality.

  • introduce a family and carers network to help drive equality and inclusion for colleagues with family and caring responsibilities.

  • introduce inclusion and wellbeing passports to support positive conversations about workplace adjustments and other support required for colleagues to be their best

  • continue to involve our staff networks in all aspects of our development work

7.2 Inclusive recruitment

We have focused on making our recruitment practices more inclusive to remove bias, level the playing field and ensure we can attract, recruit and retain diverse talent.

We have:

  • introduced a guaranteed interview scheme for ethnically diverse candidates, in addition to our scheme for disabled candidates

  • introduced an applicant tracking system (ATS), to help remove bias in our processes through anonymising applications, improving our candidates experience and better tracking our applicant journey

  • delivered ready to recruit training to all our hiring managers to help ensure our recruitment process are fair, unbiased and inclusive

  • expanded where we advertise our roles and used targeted recruitment platforms that promote opportunities to people from underrepresented groups

  • ensured gender diversity on all our of our interview panels to help reduce unconscious bias and provide representation for a wider range of candidates

  • reviewed the language we use in our adverts to ensure we are attracting as wide an audience as possible, particularly being conscious of gender biased language

  • ensured all of our job adverts promote flexible and hybrid working opportunities and internally share colleague success stories, which supports our commitment to being a family friendly organisation which values wellbeing and work life balance

We will:

  • improve our data collection and analysis, including taking steps to improve disclosure rates and using our ATS data to better understand colleagues recruitment, retention and progression

  • continue to keep a focus on evaluating our pay principles and performance-related pay structure in relation to protected characteristics and other workforce demographics to ensure they are fair and equitable

  • review and improve our work experience offer to ensure we are creating opportunities for a diverse range of people and have a positive impact across our local communities

  • continue to deliver ready to recruit training for all new hiring mangers on an ongoing basis to ensure our recruitment practices are unbiased

7.3 Inclusive leadership and development

We have focused on the leadership and development of colleagues to support progression of diverse talent and increase diversity of colleagues in leadership position.

We have:

  • appointed an executive race sponsor to help champion and embed our work on race equality, diversity and inclusion and antiracism

  • supported heads of departments to champion antiracism in their department and provided resources to support group discussions and conversations about racial equality

  • developed a pilot for reverse mentoring for 5 ethnically diverse mentors and 5 senior leaders to help facilitate greater access and reciprocal learning between senior leaders and colleagues from ethnically diverse backgrounds and enable insights that will help shape our future

We will:

  • introduce executive sponsors for all our staff networks

  • rollout and our evaluate our reverse mentoring pilot with a view of expanding into other underrepresented groups

  • trial a level 5 Women In Leadership apprenticeship programme, aimed at supporting emerging leaders to gain the skills and confidence they need to move into senior leadership roles

  • carry out a women’s survey to understand more about gender inequality, specifically relating to women in STEM and women progressing in to leadership positions.

  • plan a programme of inclusive leadership training for line managers and senior leaders

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