Mining Remediation Authority gender pay gap report 2024
Published 18 December 2024
© Crown copyright 2024
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1. Introduction
At the Mining Remediation Authority, we aim to be a leading employer where our colleagues can truly thrive.
We are committed to building an inclusive culture where everyone feels a sense of belonging.
We believe that our diversity makes us stronger and better equipped to achieve our mission of creating a better future for people and the environment in mining areas.
Our inclusive workplace is one where every individual is welcomed, valued, and empowered to bring their authentic selves to work and make meaningful contributions.
This year marks our sixth annual gender pay gap report and our fourth year of voluntarily reporting pay gaps related to ethnicity, disability, and sexual orientation.
We believe in the importance of transparency in our pay practices to drive ongoing progress and change.
This report covers the period April 2023 to March 2024 and analyses our pay gaps on 31 March 2024.
We’ve also outlined the steps we’ve taken to close our pay gaps during 2023 to 2024 and shared our ongoing commitment to closing our pay gaps and promote equality for all.
You can read our previous pay gap reports here:
2. What pay gaps are
2.1 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
2.2 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.
3. Our key definitions
Our pay gap analysis for all diversity characteristics have 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.
3.1 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.
3.2 What is included in our bonus pay
The calculation for bonus pay includes performance-related pay and values awards.
Performance-related pay
While we don’t pay bonuses, we do operate a performance-related pay process.
Colleagues receive an annual payment which is calculated on a percentage of pay, linked to their annual performance development review score.
Values awards
We offer this scheme 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.
3.3 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.
3.4 The median
The median pay gap is the middle value if all hourly rates were stacked up from lowest to highest.
3.5 Pay quartiles
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.
4. Gender pay gap
Our gender pay gap is primarily due to having more men than women in senior leadership and technical roles.
While we are making great progress in addressing this imbalance over time, it continues to affect our pay gap.
We remain committed to proactively addressing our pay gap and related gender equality issues.
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 identity.
We continue to promote inclusivity for our non-binary, trans and intersex colleagues.
4.1 The difference in hourly pay between men and women on 31 March 2024
| The difference in hourly pay between men and women on 31 March 2024 | Mean | Median |
|---|---|---|
| Ordinary pay | 16.34% | 16.14% |
| Bonus (performance related) pay | 18.68% | 23.66% |
The Office For National Statistics shows the national average median gender pay gap is 7.7%.
4.2 Key points
Over time, we’re making progress on closing our gender pay gap
Since we began collecting data in 2018, our mean pay gap has reduced from 28.28% to 16.34%, and our median pay gap from 31.63% to 16.14%.
Since 2023, our mean ordinary pay gap has further decreased from 18.97% to 16.34%.
Our median ordinary pay gap is similar to last year – widening very slightly from 16.08% to 16.14%. We will continue with our work to continue to reduce our pay gap over time.
Our bonus (performance related) pay gap is closing
Our bonus (performance related) pay gap continues to close moving from 33.61% in 2018 to 29.11% in 2023 and a further reduction to 18.68% in 2024.
The median bonus (performance related) pay gap has moved around more reducing from 46.72% to a low of 20.58% in 2021 then back up to 36.98% in 2023 and now 23.66% in 2024.
The median fluctuates more due to the details of how performance related pay is allocated in any specific year.
We are pleased with the overall trajectory but at the same time recognise we have more to do as more men than women continue to receive performance related pay each year.
Our organisation has continued to grow over the past year as we deliver additional services.
We have continued to attract women to roles at all grades and have maintained our gender diversity at 45% female.
Feedback tells us that our focus on creating an inclusive, flexible, and family-friendly workplace is valued by applicants and colleagues.
4.3 Gender pay gap
| Gender pay gap | 2024 | 2023 | 2022 | 2021 | 2020 | 2019 | 2018 |
|---|---|---|---|---|---|---|---|
| Mean | 16.34% | 17.97% | 15.97% | 19.93% | 19.97% | 21.91% | 28.28% |
| Median | 16.14% | 16.08% | 17.43% | 26.21% | 26.49% | 31.49% | 31.63% |
4.4 Gender bonus (performance related) bonus pay gap
| Gender bonus (performance related) bonus pay gap | 2024 | 2023 | 2022 | 2021 | 2020 | 2019 | 2018 |
|---|---|---|---|---|---|---|---|
| Mean | 18.68% | 29.11% | 19.68% | 20.34% | 21.09% | 33.90% | 33.61% |
| Median | 23.66% | 36.98% | 22.94% | 20.58% | 7.74% | 34.31% | 46.72% |
4.5 Colleagues receiving a bonus (performance-related pay)
| Colleagues receiving a bonus (performance-related pay) | 2024 | 2023 | 2022 | 2021 | 2020 | 2019 | 2018 |
|---|---|---|---|---|---|---|---|
| Male | 79.81% | 85.39% | 83.80% | 88.75% | 52% | 51% | 48.76% |
| Female | 72.83% | 80.14% | 71.97% | 80.36% | 48% | 49% | 51.24% |
4.6 Gender split by quartile in 2024
| Gender split by quartile in 2024 | Men | Women |
|---|---|---|
| Upper | 72.04% | 27.96% |
| Upper mid | 62.37% | 37.63% |
| Lower mid | 60.22% | 39.78% |
| Lower | 24.73% | 75.27% |
4.7 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% |
4.8 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% |
5. Ethnicity pay gap
This is the fourth 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 88% 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.
5.1 The difference in hourly pay between white and ethnically diverse colleagues on 31 March 2024
| The difference in hourly pay between white and ethnically diverse colleagues on 31 March 2024 | Mean | Median |
|---|---|---|
| Ordinary pay | 11.98% | 9.36% |
| Bonus (performance related) pay | 61.28% | 84.58% |
Ethnicity pay gaps, UK - Office for National Statistics (ons.gov.uk)
5.2 Key points
Our ethnicity pay gaps are fluctuating year on year
We are pleased to see that our ordinary pay gap has closed from 22.43% in 2023 to 11.98% in 2024, however our median pay gap has increased slightly from 8.68% in 2023 to 9.36% in 2024.
We recognise that our data on ethnicity can move around year to year due to having a low presentation of ethnically diverse colleagues.
We will continue our actions to make progress, informed by our colleagues and best practice elsewhere.
Our ethnicity bonus (performance related) pay gaps have widened
The growth in new employees this year has seen the mean increase from 53.05% in 2023 to 61.28% in 2024 and the median from 38.22% in 2023 to 84.58% in 2024.
We’ve investigated this and can see that it is impacted by the fact that more than 50% of our ethnically diverse colleagues were recruited during the last year and new colleagues are not eligible for performance related pay until the following year.
We will track further in 2025.
Our ethnic diversity has increased
This has grown from 1.47% in 2021 to 6.62% in 2024.
This is reflective of our focus on inclusive recruitment, broader advertising, and commitment to an antiracist, inclusive workplace.
5.3 Ethnicity pay gap
| Ethnicity pay gap | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|
| Mean | 11.98% | 22.43% | -0.09% | 6.74% |
| Median | 9.36% | 8.68% | 4.19% | 13.80% |
5.4 Ethnicity bonus (performance related) bonus pay gap
| Ethnicity bonus (performance related) bonus pay gap | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|
| Mean | 61.28% | 53.05% | 31.60% | 31.33% |
| Median | 84.58% | 38.22% | 22.85% | 8.60% |
5.5 Colleagues receiving a bonus (performance-related pay)
| Colleagues receiving a bonus (performance-related pay) | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|
| Ethnically diverse | 45.00% | 44.44% | 42.86% | 50.00% |
| White | 74.14% | 82.81% | 85.05% | 89.35% |
5.6 Proportion of ethnically diverse and white colleagues by quartile in 2024
| Proportion of ethnically diverse and white colleagues by quartile in 2024 | White | Ethnically diverse |
|---|---|---|
| Upper | 98.21% | 1.79% |
| Upper mid | 100% | 0% |
| Lower mid | 96.43% | 3.57% |
| Lower | 89.47 | 10.53% |
5.7 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% |
5.8 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% |
6. Disability pay gap
This is the fourth 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 87% of 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.
| The difference in hourly pay between disabled and non-disabled colleagues on 31 March 2024 | Mean | Median |
|---|---|---|
| Ordinary pay | 4.65% | 5.15% |
| Bonus (performance related) pay | 33.95% | 26.53% |
The most recent Disability pay gaps in the UK - Office for National Statistics data shows the median disability pay gap is 12.7%.
6.1 Key points
We’re making progress on closing our disability pay gaps
We are pleased to see that our mean pay gap has closed from 12.44% in 2023 to 4.65% in 2024 and our median has closed from 14.95% in 2023 to 5.15% in 2024.
Additionally, our mean bonus (performance related) pay gap has reduced from 38.14% in 2023 to 33.95% in 2024 and the median from 46.05% in 2023 to 26.53% in 2024.
The proportion of disabled colleagues receiving performance related pay is increasing
This has increased from 71.43% in 2023 to 78.73% in 2024, reflecting increased performance scores.
The proportion of disabled colleagues has increased
This is now 14.14%, which is a 5.5 percentage point increase from 2023.
The percentage of colleagues declaring disability has increased by 7.66 percentage points since last year, reflecting increased confidence in disclosure due to our work with our accessibility network and commitment to an inclusive and accessible workplace.
6.2 Disability pay gap
| Disability pay gap | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|
| Mean | 4.65% | 12.44% | 6.00% | -0.10% |
| Median | 5.15% | 14.95% | 6.86% | 0.97% |
6.3 Disability bonus (performance related) bonus pay gap
| Disability bonus (performance related) bonus pay gap | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|
| Mean | 33.95% | 38.14% | 21.61% | 12.83% |
| Median | 26.53% | 46.05% | 5.56% | 7.06% |
6.4 Colleagues receiving a bonus (performance-related pay)
| Colleagues receiving a bonus (performance-related pay) | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|
| Disabled | 78.57% | 71.43% | 71.43% | 90.91% |
| Non-disabled | 70.34% | 83.16% | 84.83% | 88.69% |
6.5 Proportion of disabled and non-disabled colleagues by quartile in 2024
| Proportion of disabled and non-disabled colleagues by quartile in 2024 | Non-disabled | Disabled |
|---|---|---|
| Upper | 89.19% | 10.81% |
| Upper mid | 87.84% | 12.16% |
| Lower mid | 83.78% | 16.22% |
| Lower | 82.67% | 17.33% |
6.6 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% |
6.7 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% |
7. Sexual orientation pay gap
This is the fourth year that we have voluntarily published our sexual orientation pay gap, which is the average difference in hourly rates of pay between our lesbian, gay and bisexual (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 87% 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.
7.1 The difference in hourly pay between LGB+ and heterosexual colleagues colleagues on 31 March 2024
| The difference in hourly pay between LGB+ and heterosexual colleagues colleagues on 31 March 2024 | Mean | Median |
|---|---|---|
| Ordinary pay | -17.09% | 5.99% |
| Bonus (performance related) pay | -65.88% | -23.46% |
The Office For National Statistics does not currently report on national sexual orientation pay gaps, however a YouGov poll of 4000 people reported by the Trade Union Council suggests it could be as high as 16%.
7.2 Key points
Our mean and median pay gaps have closed
However, our mean pay gap remains in favour of LGB+ colleagues which means, on average, LGB+ colleagues are paid more than heterosexual colleagues.
This reflects the high representation of LGB+ colleagues in senior leadership positions within our organisation.
Our mean bonus (performance related) pay gap has increased
This has risen from -48.43% in 2023 to -65.88% in favour of LGB+ colleagues.
This represents a higher number of LGB+ colleagues being eligible for performance related pay in this reporting period.
7.3 Sexual orientation pay gap
| Sexual orientation pay gap | 2024 | 2023 | 2022 |
|---|---|---|---|
| Mean | -17.09% | -26.87% | -23.64% |
| Median | 5.99% | 6.04% | 11.71% |
7.4 Sexual orientation (performance related) bonus pay gap
| Sexual orientation (performance related) bonus pay gap | 2024 | 2023 | 2022 |
|---|---|---|---|
| Mean | -65.88% | -48.43% | -59.78% |
| Median | -23.46% | 27.77% | 15.58% |
7.5 Colleagues receiving a bonus (performance-related pay)
| Colleagues receiving a bonus (performance-related pay) | 2024 | 2023 | 2022 |
|---|---|---|---|
| LGB+ | 66.67% | 72.73% | 70.00% |
| Heterosexual | 70.55% | 80.71% | 82.84% |
7.6 Proportion of LGB+ and heterosexual colleagues by quartile in 2024
| Proportion of LGB+ and heterosexual colleagues by quartile in 2024 | Heterosexual | LGB+ |
|---|---|---|
| Upper | 92.86% | 7.15% |
| Upper mid | 97.18% | 2.82% |
| Lower mid | 92.86% | 7.14% |
| Lower | 95.77% | 4.23% |
7.7 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% |
7.8 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% |
8. 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
8.1 Inclusive workplace
We are dedicated to building a welcoming, equitable and inclusive workplace where everyone feels valued and can thrive.
This helps us keep talented people from all backgrounds at every level of our organisation.
We have:
- started further equality, diversity, inclusion and antiracism training with the the roll out our Pathway To Inclusion training program, which aims to empower colleagues and leaders to create a culture of ‘everyday inclusion’
- continued our progress to become a menopause inclusive workplace by creating opportunities to share lived experiences and support people impacted by the menopause through regular cafes and colleague blogs
- continued 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
- introduced our male allyship and LGBTQ+ allyship programmes designed to support colleagues to champion gender and sexual orientation equality – these initiatives encourage participants to reflect on unconscious bias, privilege and serve as positive role models
- introduced a family and carers network to help drive equality and inclusion for colleagues with family and caring responsibilities
- trialled inclusion and wellbeing passports to support positive conversations about workplace adjustments and other support required for colleagues to be at their best
- continued to involve our staff networks in all aspects of our development work
We will:
- develop a new inclusion plan 2025 to 2028 focusing on further embedding equality, diversity and inclusion into everything we do for our colleagues, customers and communities
- develop a new antiracism plan for 2025 to 2028 to continue our journey of becoming an actively antiracist organisation and make long term change on race inequity.
- continue the delivery of our Pathway To Inclusion training programme, building on our principles of creating everyday inclusion to ensuring respect in the workplace and building confidence in having conversations about race and antiracism
- provide enhanced guidance to line managers to reduce subjectivity when considering ratings related to annual performance and to ensure consistency
- implement our inclusion and wellbeing passports across the organisation to support colleagues in addressing their individual needs and creating a more inclusive and supportive workplace environment
- introduce a new menopause policy to support people impacted by the menopause and continue to create a menopause inclusive workplace
- take steps to further understand gender specific issues that may impact women’s progression into leadership roles or create barriers in the workplace
8.2 Inclusive recruitment
We are committed to making our recruitment process fair and inclusive.
By removing opportunities for bias, we aim to create equal opportunities for everyone, helping us attract, hire, and retain talented people from all backgrounds.
We have:
- improved our data collection and analysis and now report on our applicant tracking system data to our leadership team and board
- a 100% disclosure rate for all new colleagues and have identified where we can improve our advertising and selection processes
- an anonymous hiring process and guaranteed interview scheme which has led to increased diversity profiles of new colleagues
- evaluated our pay principles and performance-related pay structure against our colleagues diversity profile to ensure that we are applying consistency and equity in performance and reducing pay disparity in relation to protected characteristics, should it occur
- reviewed and improved our work experience offer working with a local school to offer work experience placements and developed an approach for adult placements, working with local universities and colleges
- revised our ready to recruit training based on feedback and changes in approaches – all hiring managers undertake this training and utilise anonymous hiring processes on our applicant tracking system, which has culminated in an increase in the diversity profile of our applicants
We will:
- develop partnerships with community organisations, educational establishments and other organisations to create opportunities for a diverse range of people and have a positive impact across our local communities
- develop and implement our entry level programme (apprentices, work placements, early careers opportunities) that encourage applicants from under represented backgrounds to join our organisation
- review and strengthen our recruitment practices and processes to ensure we continue to offer an inclusive and unbiased approach
- review our Disability Confident accreditation to ensure we are continuing to improve our standards of accessibility and support for colleagues with disabilities.
- use improved data collation and analysis to evaluate and report on recruitment, retention and progression across diverse groups to inform our priorities and understand our progress
8.3 Inclusive leadership and development
We have focused on nurturing and developing our colleagues’ leadership skills, to facilitate the progression of diverse talent and enhance the diversity of people in leadership.
We have:
- introduced executive sponsors for all our staff networks to support their growth, impact and influence across our organisation
- successfully piloted a reverse mentoring scheme for ethnically diverse colleagues, to facilitate greater access and reciprocal learning between senior leaders and colleagues from ethnically diverse backgrounds
- rolled out a 9-month Women into Leadership coaching programme focusing on a wide range of topics supporting the personal and professional development of women within the workplace
- carried out a women’s survey to identify and understand barriers impacting women in science, technology, engineering, and mathematics (STEM) and barriers to women progressing into leadership positions and help inform our ongoing priorities
- developed a programme of inclusive leadership training for line managers and senior leaders which will be delivered as part of our ongoing Pathway To Inclusion training program
We will:
- deliver leadership training for all our line managers as part of our Pathway To Inclusion training programme, supporting the implementation of our respect at work policy
- review and develop an internal talent structure to increase opportunities and development pathways for all colleagues
- review and launch a coaching programme and a wider mentoring programme across the organisation to support talent development and increase employee engagement
- revise our values awards process to remove potential bias and ensure fair recognition of all colleagues