Transparency data

MHCLG's gender pay gap report 2024

Published 17 December 2024

Executive summary

This report covers the submission for the Ministry of Housing, Communities and Local Government (MHCLG) Group, which includes the core department, the Planning Inspectorate, and the Queen Elizabeth II Centre (the QEII Centre), with gender pay gap data as of March 2024.The MHCLG Group includes other Arms’ Length Bodies who are responsible for their own submissions.

In line with the legal requirements, this report includes reporting on gender pay gaps at the mean and median; the mean and median gender bonus gaps; and the proportion of men and women who received bonuses. We also include a summary of our diversity and inclusion action plan as requested by Cabinet Office.

MHCLG group is greatly encouraged by the outcome of the report this year and recognises the work that has been undertaken to improve the gender pay gap. The report explores the factors contributing to this improved position particularly within the core department. MHCLG group remains committed to taking the necessary steps to address gender pay gaps and this priority is articulated in our diversity and inclusion plan.

1. Introduction

In 2017, the government introduced legislation that made it statutory for organisations with 250 or more employees to report annually on their gender pay gap. Government departments are covered by the Equality Act 2010 (Specific Duties and Public Authorities) Regulations 2017 which came into force on 31 March 2017.

These regulations underpin the Public Sector Equality Duty and require the relevant organisations to publish their gender pay gap data by March annually, including mean and median gender pay gaps; the mean and median gender bonus gaps; the proportion of men and women who received bonuses; and the proportions of male and female employees in each pay quartile.

This report fulfils the gender pay gap reporting requirements, analyses the figures in more detail and sets out what we are doing to maintain the excellent position in the core department where we have closed the gender pay gap; and the continued work with our ALB’s to improve the overall group position.

The reporting period is 1 April 2023 to 31 March 2024.

Organisational context

For the Ministry of Housing, Communities and Local Government (MHCLG), our overall gender pay gap figures incorporate data for the core department, as well as the Planning Inspectorate and the QEII Centre. For MHCLG Core, a total of 3,696 are in scope of gender pay gap reporting; 52.8% of those in scope are women. Figures for the Planning Inspectorate and the QEII Centre are submitted directly to ACSES. Whilst the data for QEII Centre is included in the MHCLG Group, the Cabinet Office supresses this data in published GPG statistics as a result of the small number of employees, and we have done the same in this narrative report.  

This is the eighth annual report on gender pay gaps in the MHCLG Group. We remain committed to analysing and investigating any gender pay gaps and ensuring that we put in place the correct action plans to address them. Since the reporting exercise in 2023, there has been a sizeable decrease in the gender pay gaps for the Group at the mean and a smaller reduction at the median. For the core department we have closed the gender pay gap at both the mean and the median and this report will explore the reasons behind this.

For the Planning Inspectorate gender pay gaps continue to be structural at the median, and it continues to be their priority to find the best possible interventions to deal with these issues without introducing new biases in recruitment.

2. Gender pay gap report

The gender pay gap is a measure of the difference between men’s and women’s average earnings across an organisation or the labour market. It is expressed as a percentage of men’s earnings. This means that where there is a positive percentage this represents a gender pay gap in favour of men; where there is a negative percentage this represents a positive gender pay gap in favour of women. If a workforce has a particularly high gender pay gap, this can indicate there may be a number of issues to deal with, and the individual calculations may help to identify what those issues are. 

The gender pay gap is different to equal pay. Equal pay deals with the pay differences between men and women who carry out the same jobs, similar jobs, or work of equal value. It is unlawful to pay people unequally because they are a man or a woman. MHCLG supports the fair treatment and reward of all staff irrespective of gender.

Our gender pay gap data has been provided by the Annual Civil Service Employment Statistics (ACSES) based on our data supplied to the Cabinet Office for the period ending 31 March 2024. As part of this approach, each full-pay relevant employee’s hourly rate of pay was determined using full-time equivalent salaries and contracted weekly hours. Permanent and pensionable allowances, non-consolidated performance payments, and salary sacrifice deductions are all incorporated to ensure that the methodology is consistent with reports produced in previous years^{[footnote 1]}. The department is satisfied that this approach is wholly consistent with the actual salary, hours, and earnings (ASHE) approach applied in each of the last 7 years.

MHCLG continues to work closely with its executive agencies, the Planning Inspectorate and the QEII Centre, to ensure consistency with previous years following the change in approach to submission of the core statistics which make up the ACSES report. However, as was the case last year, their gender pay gap data is submitted directly to the Cabinet Office as part of the annual collection of civil service statistics, and so we are no longer able to analyse and explain their data in the way that we have done in years prior to 2022.

In 2022, Civil Service HR requested a more concise report, therefore we will continue to elect not to commission a full report on the gender pay gap data from the Planning Inspectorate and the QEII Centre. In Annex A, there is a brief summary of the changes in gender pay gaps at the Planning Inspectorate from 2023 to 2024; we acknowledge that this is not a full analysis. As indicated earlier in this report, the statistics for the QEII Centre have been supressed as a result of the small number of employees.

As shown in figure 1, the Group (MHCLG core department and agencies) has a mean pay gap of 2.5% and a median gap of 9.5%. Both gaps have decreased since the reporting exercise in 2023 when the mean gap was 4.9% and the median gap was 10.1%, as shown in tables 1 and 2.

Figure 1. Mean and median gender pay gaps by organisation, 31 March 2024

Organisation	%
Mean MHCLG	0%
Median MHCLG	0%
Mean Planning Inspectorate	13.7%
Median Planning Inspectorate	15.4%
Mean MHCLG Group	2.5%
Median MHCLG Group	9.5%

Table 1. Gender pay gap results in different parts of the MHCLG Group

Organisation	Mean gender pay gap 2022	Mean gender pay gap 2023	Mean gender pay gap 2024	Median gender pay gap 2022	Median gender pay gap 2023	Median gender pay gap 2024
MHCLG Group	4.0%	4.9%	2.5%	6.1%	10.1%	9.5%
Core Department	2.7%	2.7%	0.0%	5.9%	6.5%	0.0%
Planning Inspectorate	11.8%	14.7%	13.7%	26.9%	14.6%	15.4%

Table 2. Three-year comparison of gender pay gap figures for the MHCLG Group

Gender pay gap mandatory figures and comparison with previous years	2022	2023	2024
Mean gender pay gap - Ordinary pay	4.0%	4.9%	2.5%
Median gender pay gap - Ordinary pay	6.1%	10.1%	9.5%
Mean gender pay gap - Bonus pay in the 12 months ending 31 March	-11.5%	-2.6%	-0.3%
Median gender pay gap - Bonus pay in the 12 months ending 31 March	0.0%	-11.1%	-22.9%
The proportion of male and female employees paid a bonus in the 12 months ending 31 March:
Male	55.6%	67.8%	63.2%
Female	52.2%	67.2%	65.0%

Pay quartiles have been calculated by splitting all MHCLG group employees into four even groups according to their level of pay. Looking at the proportion of women in each quartile gives an indication of women’s representation at different levels of the group. An analysis of the MHCLG group showing the proportion of male and female employees in each quartile is shown in the graphic below:

Figure 2. Proportion of male and female employees in each quartile for the MHCLG Group

Quartile	Female	Male	Total
Upper quartile	48.1%	51.9%	100%
Upper middle quartile	51.1%	48.9%	100%
Lower middle quartile	52.9%	47.1%	100%
Lower quartile	54.4%	45.6%	100%

3. Analysis of pay gap for core department

The mean gender pay gap has decreased from 2.7% to 0.0% against the same period last year. The median gender pay gap has decreased from 6.5% to 0.0%.

Our dataset has changed substantially between the two years. We have employed 1,050 new staff between 1 April 2023 and 31 March 2024 and a further 541 staff left the department over the same period. Gender pay gaps at all grades apart from Grade 6 have decreased since the reporting exercise in 2023 and this is a result of more female joiners than male combined with more female joiners appointed above the pay band minimum than men.

Figure 3. Average (mean) gender pay gaps by grade for the core department

Grade	Female mean hourly rate of pay	Male mean hourly rate of pay
SCS2 (0% pay gap)	£63.80	£63.80
SCS1 (-3.8% pay gap)	£46.90	£45.20
G6 (1.5% pay gap)	£36.10	£36.70
G7 (1.4% pay gap)	£29.70	£30.10
SEO (0.8% pay gap)	£21.90	£22.10
HEO (0.9% pay gap)	£18.10	£18.20
EO (0.5% pay gap)	£15.60	£15.60
AO (-2% pay gap)	£14.60	£14.30

*As shown above in figure 3, grades in the Civil Service progress in seniority from AO (Administrative Office) through to SCS (Senior Civil Servant)^{[footnote 2]}.

Gender pay gaps in the core department have been impacted by changes in the Executive Team in previous years, and this year is no different. This year’s data reflects the appointment of an additional female Director General (SCS3). 

The gender pay gap at Director level (SCS2) this year has closed, dropping significantly from last year which was 8.1%. There were 8 appointments at Director level, 5 of these were women, with 4 of these appointments on salaries above the minimum of the pay range. The closing of the gap at Director level has also been impacted by 5 male leavers who all were receiving salaries above the minimum of the pay band.

There is now a positive gender pay gap in favour of females at Deputy Director (SCS1) level (–3.8%); previously in 2023 there was a gender pay gap of 2.3% at the mean, representing a gender gap in favour of males. This is as a result of 19 female Deputy Director appointments in the reporting period, compared to 3 male appointments, with 10 of the females being above the minimum of the pay range. There were also 9 male leavers of which 7 received salaries above the minimum.

The gender pay gaps for SCS have also been impacted by the pay anomaly exercise we conducted during the 2023/24 pay award year. Senior Civil Service pay guidance set aside a pay anomaly pot of an additional 1% and this was targeted by the Senior Talent and Pay Committee to ensure that we addressed specific issues. There were more females than males who were eligible for an anomaly adjustment, especially at Director level, and that has had an impact on this year’s results.

There has been a modest increase in the grade 6 gender pay gap from 1.3% in 2023 to 1.5% in 2024. In 2023, the gender pay gap for grade 7 was 1.9%, and this has now fallen to 1.4%. This gap has reduced due to having more females appointed in London (76) than nationally (68). There were also 56 female leavers who received salaries at the minimum of the pay band compared to 38 male leavers who received salaries above the minimum. In combination these changes in appointments and departures within the grade have served to reduce the gender pay gap.

At SEO (Senior Executive Officer) the gap has reduced from 1.2% to 0.8% as a result of more female starters at salaries above the minimum - of the 116 new female appointments, 30 were appointed above the minimum compared to only 22 of the 119 males appointed.

For HEO (Higher Executive Officer) the gender pay gap currently sits at 0.9%, a decrease from 2.5% last year. Of the 132 new female appointments, 26 are paid above the pay band minimum; and of the 146 male appointments, 21 are paid above the pay band minimum. For the EO (Executive Officer) the gender pay gap has dropped from 1.2% last year to 0.5% this year; this can be attributed to female appointments (9) being more likely to be paid above the pay band minimum than males (3).

At AO (Administrative Officer) level the gender pay gap has continued to close from 2.7% in 2022, 0.7% in 2023 to now –2.0% which indicates that we have a significant positive gender pay gap at this grade in favour of females. Gender pay gap calculations do not differentiate on region, so gender pay gaps are impacted by the location of our AOs who receive a spot rate.

The department has 57 AOs in total who are in scope for gender pay gap reporting (27 female, 30 male). In previous years the majority of male AOs were based in London on the higher spot rate. The reduction in the gender pay gap at AO level is as a result of the fact that of 47 new appointments, nationally there were 16 males, and 10 females appointed and in London there were 2 females appointed compared to 7 males. Overall, the result is that MHCLG has more males on the national spot rate than before and this has closed the gender pay gap, which was influenced by a combination of geography and gender split.

Figure 4. Proportion of male and female employees in each quartile for the core department

Quartile	Female	Male	Total
Upper quartile	52.6%	47.4%	100%
Upper middle quartile	51.8%	48.2%	100%
Lower middle quartile	52.9%	47.1%	100%
Lower quartile	53.9%	46.1%	100%

Last year we had a relatively even distribution of men and women in all quartiles, except for the lower quartile which showed a higher proportion of women compared to men (57.1% women). The same can be said for this year as to the general trend with there are still more women sitting in the lower quartile, although this year that has decreased to 53.9%. There has also been an increase in women present in the upper pay quartile; last year’s there were 51.1% of women in this quartile, this year that has increased to 52.6%. Overall, this year there is a more even representation of the genders shown in the pay splits across the four pay quarters.

4. Analysis of the bonus gap for MHCLG group

Bonus pay is included in all gender pay gap calculations and covers the Group. The data for bonus gender pay gaps for the core department includes a diverse mixture of vouchers and cash awards for delegated grades, and senior civil service (SCS) performance bonuses of between £3,000 and £12,000 depending on whether they are for in-year or end of year performance recognition. For the core department, the bonus schemes are funded from a non-consolidated performance pot of 0.65% of delegated paybill; whereas for SCS performance bonuses are funded from a performance pot of 3.3% in line with the Cabinet Office rules for all SCS.

Last year the bonus gaps for the MHCLG Group recorded a positive gap at both the mean and the median in favour of females. The data for 2023/24 again shows positive gaps of -0.3% at the mean and -22.9% at the median. At Group level, slightly more females (65.0%) received a bonus in the 12 months ending 31 March 2024 than males (63.2%), as shown in the figure 5 below.

For the core department, there have been no changes to the non-consolidated performance pot for delegated grades since 2016. The scheme is fully in-year and operates at directorate level. The terms of reference are clearly communicated, and local areas can award non-consolidated cash awards up to £1,000, as well as smaller scale instant reward vouchers up to £100 for exceptional performance. Human Resources audits the scheme annually, with analysis covering grade and all protected characteristics, not just gender. We report back to each Director General so that they can see the full equality analysis of their performance awards for the previous pay remit year.

As regard SCS performance bonuses, for 2023/24 women made up 51.1% of those in scope for a performance marking. A total of 49 SCS received an end of year bonus, with females representing 44.9% of those receiving an end of year bonus. In the same year, a total 65 SCS received an in-year performance bonus, with females representing 64.6% of those receiving an in-year performance bonus.

For the core department, 59.3% of females received a bonus compared to 55.4% of males. The mean gap has risen in favour of females; in 2023 the mean was 2.4% in favour of males, whereas this is now -2.5% in favour of females in 2024. Furthermore, the median bonus gap is –16.7% in favour of females, which has significantly increased from last year when the median bonus gap was –9.1%, also in favour of females.

The bonus gender pay gap can change quite significantly from one year to the next, particularly at the median statistical measure, as there can by chance be quite a large variance between the bonus received by the female in the median position compared to the male. For example, if both the male and the female in the median position received a cash bonus award of £400, the bonus gender pay gap would be 0%; whereas if the female received £300 and the male £250, the reported bonus gap would be -20% as the difference is reported as a percentage of the male bonus. In this case it would be a bonus gender pay gap in favour of females.

Figure 5. Proportion of men and women paid a bonus during 2024 in the MHCLG Group

Gender	%
Women	65.0%
Men	63.2%

5. Targeted action to reduce and close the gender pay gap in the core department

Latest Departmental Context:

• Since the reporting exercise in 2023, gender pay gaps in the core department have closed at the mean and median to 0.0%, a reduction of 2.7pp at the mean and 6.5pp at the median. This is the first time that MHCLG Core has had a 0% gender pay gap.
• Throughout the reporting period we actioned work detailed in our 2023-2025 D&I Strategy and Action Plan including a specific commitment to “Continue to monitor and address our widening gender pay”.
• Our representation ambitions focus on the Economically Active Population (EAP) weighted to the regions in which we work, and we report progress quarterly to our Diversity Board via a dashboard visible to all MHCLG staff. This reporting includes an interactive dashboard (with suppression on small data sets) so staff can filter by areas of the business and by gender and other characteristics and is an important part of driving a transparent culture
• Our “Bring In” activity has successfully stabilised our plateau in the overall representation of women in MHCLG at 53%, significantly above the 50% gender parity value target set in our previous (2021) Diversity & Inclusion strategy and above the rate in the EAP.
• Our “Bring In”, “Bring On” and “Inclusion” activity have worked together to support an increase in representation of women at our senior grades, with increases at Deputy Director (from 54% to 60%) and Director level (from 55% to 57%). Overall MHCLG SCS representation for women has increased from 53% to 59% from March 2023 to March 2024. Women at senior levels act as role models; our increased representation of women in SCS and having  women in key visible roles including Permanent Secretary, two Directors General and in key Director roles including HR Finance and Strategy, supports an inclusive culture for women across MHCLG.

Bring In Actions:

• All job adverts are published through an external recruitment platform which highlights gender biased language for removal before the advert goes live.
• Gender balanced panels are mandated for both internal and external recruitment at all grades.
• Our practices include the continuation of anonymised recruitment to remove bias in early recruitment stages for both internal and external exercises at the delegated grades.
• All job adverts are now advertised beyond the Civil Service and across a range of locations by default to facilitate a more diverse pool of applicants.
• All SCS job adverts are advertised with a job share option as standard, job share, and other flexible working arrangements are promoted internally and there has been a good uptake. Overall, approximately 15% of our SCS cadre are part-time, including more than 10 women who are working in job share arrangements at Director and Deputy Director level.

Bring On Actions:

• Most internal recruitment follows the same principles as described above and we have actively reduced the number of internal Expressions of Interest (EOIs) that are advertised outside the above systems.
• In this reporting period we had good representation of women, in line with our workforce representation, on our senior development programmes: Future Leaders Scheme (FLS), Senior Leaders Scheme (SLS) and Interdepartmental Talent Partnership (ITP).
• We supported 28 women on Crossing Thresholds, an increase on the previous year. Crossing thresholds is a 12-month career mentoring programme for women to develop their career aimed at entry level to senior manager grades.
• We have funded places for 7 women on Beyond Boundaries, a cross-government talent development programme designed to develop the knowledge, skills and networks required to build a satisfying and effective career in the Civil Service. Representation of women in the MHCLG cohort is above our overall workforce representation.
• We have supported women through a range of apprenticeships, providing a structured way to up-skill and develop in-role whilst earning professional qualifications. In this reporting period, women make up 100% of the Level 6 Professional Economist apprenticeship, 75% of data apprenticeships and 57% of the Level 7 Senior Leader apprenticeship.
• Beyond these targeted interventions, MHCLG also invests in a wide variety of development programmes which bring in and support a broad range of people, including the Fast Stream schemes, the Summer Internship Programme, the Autism Exchange Internship Programme, the Change 100 Internship, the Going Forward into Employment Care Leavers and Prison Leavers schemes, as well as a coaching and mentoring offer.

Inclusion Actions:

• The Departmental People and Operations Committee is an Executive Team subcommittee with delegated authority on our People Matters including responsibility for reviewing progress of our Diversity & Inclusion strategy and gender pay gap report actions. Our Diversity Board (People and Operations Subcommittee) continues to meet with responsibility for holding MHCLG to account through monitoring the delivery of and progress towards specific targets in the MHCLG Diversity & Inclusion Strategy 2023-25.
• We are committed to transparency and accountability to all staff, as part of this we internally publish D&I data quarterly, D&I analysis of HR Process data as relevant and this gender pay gap report, including analysis of gender pay gaps on a grade-by-grade basis (AO to SCS2).
• A review of SCS culture was undertaken during the reporting year to understand what is valued and incentivized in our leaders within MHCLG and we have begun taking action based on this review. This included taking a deeper look at SCS performance management and ensuring that outcomes are fair and equitable across groups.
• A commitment to elevating Employee Voice is an important part of our D&I Strategy and our active Gender Equality Network has contributed significantly to an inclusive culture within MHCLG.
• The commitment of MHCLG’s Gender Equality Network has been pivotal in closing the gender pay gap. Through a variety of initiatives aligned with the Diversity & Inclusion Strategy, the network supports members, raises awareness, fosters inclusion and supports flexible working and equitable pay practices. Events run by the network that build this inclusive culture include careers events which role model women in senior positions, menopause group safe spaces, and ‘return to work’ lunch & learns in collaboration with the Working Families Network. These events and the wider network activity engage with employees to share vital resources and facilitate important discussions

These commitments are ongoing and will continue to be strengthened and built upon to both maintain our narrowed gap and, to narrow the gap at specific grades in core MHCLG. They are set out in our Diversity & Inclusion strategy 2023-25 and will be considered when we update our strategy in 2025.

6. Declaration

We confirm that data reported by the Ministry of Housing, Communities and Local Government is accurate and has been calculated according to the requirements and methodology set out in the Equality Act 2010 (Specific Duties and Public Authorities) Regulations 2017.

Matt Thurstan, Chief Financial Officer

7. Annex A: The Planning Inspectorate

The Planning Inspectorate (PINS) is an Executive Agency of the Ministry of Housing, Communities and Local Government and their gender pay gap data is included in the data for the Group, as compiled by the Cabinet Office as part of the Annual Civil Service Employment Statistics (ACSES). Gender pay gaps for the Planning Inspectorate are 13.7% at the mean for 2024 and 15.4% at the median. The gap at the mean has increased from 14.7% in 2023, whereas the median gap has increased from 14.6%.

On 31 March 2024, PINS employed 949 staff. A high proportion (49%) of the workforce are members of the planning profession, who are directly engaged in the delivery of planning appeals, national infrastructure planning applications, examinations of local plans and other planning-related casework. These roles occur at grade 7 equivalent and above and therefore, proportionally, there is a higher number of staff at these grades than at other government bodies ^{[footnote 3]}.

PINS structure provides specific gender pay challenges as planning has traditionally been a male orientated career. The overall proportion of women in the planning profession is estimated at 41%^{[footnote 4]}, however, there is a marked differential in gender by age. Above the median age for the profession (42 years), almost two thirds are men. This is reflected in the Planning Inspectorate; at senior planning grades (B2 and B3), the proportion of women is significantly lower than it is at the lower planning grade (B1); 31% and 38% compared with 52% (see Figure 6). However, it will take time for the female B1 cohort to progress to senior grades due to the experience required.

Historically, to attract and retain planners, the Planning Inspectorate set specialist pay ranges for the profession. As a result, median pay at the senior inspector grades is as much as 7% more than that for equivalent non-inspector grades, and 46% more when comparing the lowest inspector grade (B1) with the highest (B3), see table 3. In summary, and due to the demographic of the profession, PINS have a higher proportion of men in higher paying roles directly influencing our gender pay gap.

The 2024 figures have changed slightly from those reported in 2023. The mean gender pay gap has reduced from 14.6% to 13.7% suggesting that the overall pay gap has closed slightly. There has, however, been an increase to the median pay gap, from 14.6% to 15.4%, evidencing that we still have a larger proportion of men in higher paying roles.

These changes correspond with the turnover and recruitment data. Despite seeing a larger number of men leaving our senior graded planning roles and success in recruiting more females, we appointed a greater number of men to our senior grades, and therefore, continue to have more men in higher paid planning roles. Table 4 provides the breakdown of gender pay by quartile, showing that for every woman in the upper pay quartile, there are two men.

The change in mean bonus payments is due to the level of performance related non-consolidated payment made to SCS grades. At the time, the cohort was predominantly male and received payments of £2.5-5K, compared with bonus payment of £183 made to eligible staff in delegated grades. The reason for the difference in level of payment between SCS and delegated grades is due to funding of bonuses: 3.3% is permitted for SCS payments in the central pay guidance. Whereas funding available for delegated grades is set locally at 0.5% and to change this would impact the budget available for staff pay awards.

Figure 6. Headcount by Gender and Grade, ordered by median pay range

(To note, Grades AA – Grade 6 pertain to administrative roles; Bands 1 – 3 reference Planning Inspector roles)

Table 3. Median pay and gender pay gap mean and median. Ordered by median pay range ^{[footnote 5]},^{[footnote 6]}

Grade Profile	Median Pay per band / £	Gender Pay Gap (%) Median	Gender Pay Gap (%) Mean
SCS 2	redacted	100%	100
SCS 1	84,606	6.06%	14.8
Band 3	76,023	0%	-0.06
Grade 6	73,206	0%	8.42
Band 2	62,448	0%	0.87
Grade 7	58,326	1.67%	6.69
Band 1	52,261	0%	1.97
SEO	44,220	0%	4.09
HEO	35,592	0%	0.93
EO	28,288	0%	0.48
AO	25,053	0%	0.25
AA	25,053	0%	0

Table 4. Gender pay by quartile

Quartile	Headcount Men	Headcount Women	Percentage Men	Percentage Women
Q4	158	77	67.2%	32.8%
Q3	129	106	54.9%	45.1%
Q2	106	129	45.1%	54.9%
Q1	98	137	41.7%	58.3%

1. Where the report references specific gender pay gaps and percentages, the terms male and female will be used. This is in line with GPG methodology, as calculations are based on legal gender. ↩

2. Although the Permanent Secretary and Directors General are including in the departments Gender Pay Gap calculations, they are not displayed in the graph or discussed in great detail due to the small number of people and GDPR requirements. ↩

3. Statistical bulletin - Civil Service Statistics: 2023 indicates the total proportion of staff at G7 and above to be 16%. ↩

4. RTPI: State of the Profession 2023. ↩

5. Note apprentice pay data has been removed to simplify presentation. These staff represent a very small proportion of the organization (headcount 9) and do not impact overall figures. ↩

6. Whilst gender pay gaps at the median are 0.0% at most grades, the gender gap at the median for PINS is 15.4% reflecting the fact that the median female is an SEO admin, and the median male is a Band 1 Planning Inspector. This very clearly indicates that the pay gap is structural. ↩