Policy paper

Group equality, diversity and inclusion strategy 2025 to 2028

Published 30 October 2025

Permanent Secretary foreword

I am proud to introduce our refreshed equality, diversity and inclusion strategy, which builds on the progress we’ve made and sets out our ambitions for a more inclusive, representative, and equitable group of organisations.

Since launching our previous strategy in 2022, we’ve seen meaningful change. Our gender pay gap has reduced significantly –from a mean of 10.7% to 6.2% in 2025 – reflecting our commitment to fairness and transparency. Alongside our strong representation across the country through our executive agencies, we now have thriving offices in Leeds and Birmingham – increasing the number of colleagues from the central department based outside of London.

Creating an inclusive employee experience remains central to our mission. We are working to ensure our workplaces are accessible and that attendance policies support all colleagues to thrive in their work environment. This includes listening to staff feedback and removing barriers to participation.

We are also sharpening our focus on social mobility. The recent policy profession report highlights the under-representation of individuals from low socio-economic backgrounds, particularly in policy roles. Our own data shows we are not meeting benchmarks for working-class and intermediate backgrounds. We are committed to changing this – by encouraging greater declaration rates, building inclusive talent pipelines and expanding apprenticeship and internship opportunities for those from disadvantaged backgrounds.

Ethnic diversity and disability inclusion are also key priorities. We have further to go on representation at senior levels and pay gaps. We will take targeted action to understand and address these disparities, ensuring our recruitment, development and progression practices are inclusive and accessible to all.

This strategy is not just a document – it is a call to action. It reflects our belief that diversity of thought, background and experience makes us stronger, more innovative and better equipped to serve the public. I invite every colleague to play a part in driving this change forward.

Together, we will build a workplace where everyone can belong, contribute and succeed.

Jo Shanmugalingam
Permanent Secretary, Department for Transport

Context

Who we are, what we do and why equality, diversity and inclusion is mission critical

The Department for Transport (DfT) Group comprises the central department and our 5 executive agencies. Our strategy sets out our vision for the next 3 years – a department where everyone feels included, valued and able to thrive. It sets out how we will build a more inclusive workplace with opportunities for everyone, from all backgrounds, making DfT a brilliant place to work and better able to deliver for citizens.

Who we are and what we do

Transport impacts everyone. It’s a vital part of everyday life in the UK, helping people get to work, access services and connect with opportunities. It also plays a key role in growing the economy.

We’re working to build a transport system that’s safe, secure, sustainable and which works for everyone. The government is investing to make travel quicker, easier and safer, helping businesses grow, creating jobs and bringing communities closer together.

DfT is at the heart of the transport system. We set the legal framework for all transport sectors and are the primary funding stream for many. We also deliver transport services directly to customers through our 5 executive agencies. Together, we make up the DfT Group:

• Department for Transport (DfTc)
• Maritime and Coastguard Agency (MCA)
• Driver and Vehicle Licensing Agency (DVLA)
• Vehicle Certification Agency (VCA)
• Driver and Vehicle Standards Agency (DVSA)
• Active Travel England (ATE)

Each part of the DfT Group is diverse: we have different operating environments, job roles, professions and locations. We employ people all over the country, including:

• London
• Birmingham
• Swansea
• Southampton
• Leeds
• Bristol
• Nottingham
• Scotland
• Northern Ireland

We do everything from improving road and maritime safety to investigating accidents and issuing driving licences. We support innovation and low-pollution modes of transport and our staff work in all sorts of environments, from ships at sea to contact centres.

The DfT Group’s equality, diversity and inclusion strategy supports the delivery of the Civil Service’s equality, diversity and inclusion goals through a set of commitments that make sense for DfT.

Why is equality, diversity and inclusion mission critical?

Diversity is recognising the value of different experiences, perspectives and backgrounds. We need a workforce that reflects and understands the perspectives of the diverse society we serve. We must consider the needs of everyone who uses the transport network, which means putting people at the centre of our policies and how transport is delivered.

To deliver for our citizens, the government must be a model employer, setting the standard for inclusive workplaces. We want the right people with the right mix of skills and experience to stay in the Civil Service and flourish. We want to create an environment where everyone has equal access to the opportunities they need to succeed, that stretches our people personally and collectively and challenges them to deliver the best of themselves for their communities and the UK. We believe that everything we do should deliver a better transport system, through better understanding of the people and businesses we serve.

There is a wide body of research establishing the business case for equality, diversity and inclusion. Benefits have been shown to include better decision making, higher rates of innovation and greater staff retention^{[footnote 1]}.

We have a duty under the Equality Act 2010 to ensure that groups with protected characteristics are not disadvantaged in the workplace, as well as to advance equality of opportunity and foster good relations. The protected characteristics are:

• age
• disability
• gender reassignment
• marriage and civil partnership
• pregnancy and maternity
• race
• religion or belief
• sex
• sexual orientation

We also consider the needs of groups who sit outside the legislation, for example, those from disadvantaged socio-economic backgrounds. Inclusion means everybody.

Our journey so far

What progress has been made since 2022?

Since the last strategy was published in 2022, we’ve made good progress. One of the biggest achievements is reducing the overall gender pay gap across the DfT Group - from a mean average of 10.7% in 2022 to 6.2% in 2025. In line with the places for growth plan, we’ve also continued to grow our presence across the UK, moving more senior and policy roles out of London so they’re closer to the communities we serve. As promised in the previous strategy, we launched the People and Equalities Centre of Excellence in March 2025. This centre gives expert advice on how to consider people and equality issues in transport policy, as well as support and guidance on equality impact assessments.

Where next?

Although we’ve made some real progress since the last strategy, there’s still more to do to become the excellent department we strive to be. This new strategy focuses on the next 3 years and outlines the key areas we’ll work on to create a welcoming and supportive workplace. Our goal is to attract, develop and retain a diverse workforce that reflects the communities we serve. We want everyone to feel included, valued and able to be their best selves- and to be recognised for their unique talents and contributions.

Particular areas of focus over the next 3 years include the below.

Socioeconomic background

Recent research has found that civil servants from lower socioeconomic backgrounds (SEBs) are significantly under-represented at higher levels in the Civil Service, facing greater barriers to progression compared to their higher SEB peers^{[footnote 2]}. Across the DfT Group, we aim to better understand staff backgrounds by encouraging more people to share their socioeconomic information, using these insights to identify any future interventions.

Pay gap reporting

Alongside gender pay gap reporting, we will be introducing ethnicity and disability pay gap reporting. This will allow us to identify any areas where disparities may exist and to take steps to address these to ensure that the department’s workforce is reflective of the communities we serve in all grades, roles and professions.

Declaration rates

We want DfT to be a place where all staff feel supported to bring the full range of their background, experiences and skills to work and for this to be reflected in increased diversity declaration rates, particularly in relation to SEB and disability.

Places for Growth

We already have strong representation across the country through our executive agencies and we have made good progress in increasing the number of staff from the central department based outside of London. There is still more to be done to ensure representation at all levels of the organisation. DfT will continue to support the Places for Growth plan, with a focus on ensuring that those based outside of London have equal professional growth and development opportunities.

Supporting people through change

The next 3 years are likely to feature considerable change for the department, with work to transform the way that we are structured and deliver services in order to support the implementation of the government’s Plan for Change. This strategy and the wider Civil Service equality, diversity and inclusion strategy will focus on fostering a more inclusive and effective organisational culture with even more confident and capable leaders and managers in an environment of constant change.

Our vision and purpose

Our vision

We are building a truly inclusive workplace – one which reflects the rich diversity of the communities we serve and leads by example. In DfT, each individual will be empowered to feel a sense of belonging, to thrive and will be celebrated for the unique strengths they bring. Through this, we will unlock the full potential of our people and deliver even better outcomes for the public.

Our purpose

Over the course of this strategy, we will transform our workplace culture to set a new standard for equality, inclusion and belonging across DfT. Our strategy will guide us in embedding inclusive practices at every level and dismantling any barriers. Together, we will foster a working environment where every voice is heard and one where we can all work together in respectful and inclusive ways.

Our EDI responsibilities

As a public sector organisation, we are bound by the provisions in the Equality Act 2010, including the Equality Act 2010 (Specific Duties and Public Authorities) Regulations 2017, which means that we must comply with the general duty to:

• eliminate unlawful discrimination, harassment, victimisation and any other unlawful conduct prohibited by the act
• advance equality of opportunity between people who share and people who do not share a relevant protected characteristic
• foster good relations between people who share and people who do not share a relevant protected characteristic

We also have specific duties to externally publish the following:

• one or more equality objectives at least every 4 years
• gender pay gap each year
• information about how we comply with the general and specific duties

Our priorities

This strategy comprises 3 overarching priorities, which will enable delivery of targeted action plans at business unit level across the central department and agencies:

1. Representing the communities we serve – recruiting from a diverse pool that reflects the various communities we serve and providing opportunities to progress locally.
2. Being confidently inclusive – fostering a healthy and supportive culture where colleagues feel confident bringing the full range of their background, experiences and skills to work.
3. Maximising potential for all – creating an empowering environment where everyone feels a sense of connection with the DfT and sees opportunities to thrive and develop their careers.

Priority 1: representing the communities we serve

Ambition

We have a talented, diverse and empowered workforce that better reflects the communities we serve across all DfT locations.

Outcome

The outcome of this priority is:

• workforce reflects local communities: representation across all DfT office locations matches the diversity of the local working population
• pay gaps are identified and addressed: action plans are in place to reduce gender, ethnicity and disability pay gaps year on year
• fair and inclusive recruitment: more diverse candidates are attracted, progressed and appointed through inclusive recruitment practices
• opportunities across the UK: staff across the UK have access to growth and development, with an increased proportion of staff at all levels based outside of London in line with the Civil Service Places for Growth programme

Priority 2: being confidently inclusive

Ambition

Leaders and managers within DfT create an inclusive environment where staff can thrive, speak up, challenge safely and achieve collective success.

Outcome

The outcome of this priority is:

• increased workforce transparency and inclusion: employees feel confident and safe to declare their protected characteristics and socio-economic status, resulting in higher declaration rates and more inclusive data insights

• a respectful and safe workplace culture: incidents of bullying, harassment and discrimination are significantly reduced through proactive interventions and a culture of psychological safety

• empowered and engaged employees: employee engagement scores improve as individuals feel heard, valued and supported in contributing to innovative and meaningful work

• confident and inclusive leadership: leaders and line managers demonstrate increased capability and confidence in developing diverse, high-performing teams, fostering a culture of continuous improvement and inclusion

Priority 3: maximising potential for all

Ambition

Our people feel a sense of connection with the DfT and are supported to seize opportunities to thrive, develop their careers and realise their potential here.

Outcome

The outcome of this priority is:

• career development for all: our people have access to learning, professional development and support to grow their careers

• diverse talent pipelines: apprenticeships and life chances schemes are used to attract and develop a wide range of talent

• progression and retention: a diverse, skilled workforce is supported through fair promotion, talent schemes and career progression opportunities

Measuring progress

This strategy outlines our 3 shared priorities and the approach we will take to achieve them. While we are united by common goals, each DfT Group organisation has its own challenges and opportunities.  Each organisation will develop an annual equality, diversity and inclusion action plan that defines local priorities and outlines how progress will be measured. These tailored plans will detail the specific actions required to drive progress and deliver meaningful impact.

On an annual basis, DfT Group organisations will conduct a formal assessment of their action plans. Self-assessments will be led by senior leaders and submitted for collective review by DfT Group People Committee to ensure that plans remain relevant and are aligned to strategic objectives.

DfT Executive Leadership Team will review overall progress against the strategy on an annual basis, ensuring accountability and continuous improvement across the group. This will also include a review of annual pay gap reports (gender, disability and ethnicity) and any action required to reduce pay gaps within DfT. The Executive Leadership Team will be supported by shadow committees, made up of staff representatives, ensuring that a diverse set of views is represented right at the heart of the department’s decision making. 

The annual Civil Service people survey will also provide insights from staff across a range of indicators to improve the way we work.

Our call to action

Meaningful progress depends on everyone within the DfT Group.  We are supported by dedicated staff networks and senior champions, but lasting impact requires equality, diversity and inclusion to be embedded in all that we do. Everyone has a role to play – and the actions we take, individually and collectively, will enable us to build a truly inclusive culture.

1. Behavioural Insights Team (2025). Pathways to equality: Improving progression based on socioeconomic background within the policy profession – final report. Commissioned by the Civil Service Policy Profession Unit. ↩

2. Social Mobility Commission (2021). Navigating the labyrinth: Socio-economic background and career progression within the Civil Service. ↩