The company’s workforce totalled 108 employees on the 30 June 2025. The number comprises of 86 males and 22 females. While this represents the current imbalance typical of the automotive sector, the data confirms the significant opportunity for the company to enhance female representation to achieve a more diverse and competitive talent pool.
The Figures
There is a greater emphasis on bonuses and commissions as a percentage of total remuneration within the industry. There are significantly more men than women in bonus related roles which explains the 65% difference between male and female mean bonuses. The median bonus renumeration gap is 44%.
% of male employees who were paid bonus remuneration & % of female employees who were paid bonus remuneration
Male 71%
Female 64%
% of male employees who received benefits in kind and % of female employees who received benefits in kind
Male 26%
Female 14%
|
Mean hourly remuneration gap |
20% |
|
| Median hourly remuneration gap | 17% |
While these figures reflect role distribution rather than unequal pay for equal work, we recognise the need to improve balance across all levels, specifically focusing on the structure and distribution of the workforce.
| Lower remuneration quartile pay band | ||
| Male | 76% | |
| Female | 24% | |
| Lower middle remuneration quartile pay band | ||
| Male | 67% | |
| Female | 33% | |
| Upper middle remuneration quartile pay band | ||
| Male | 93% | |
| Female | 7% | |
| Upper remuneration quartile pay band | ||
| Male | 83% | |
| Female | 17% |
Mean hourly remuneration gap of part-time employees 26%
Median hourly remuneration gap of part-time employees 9%
More women are clustered in administrative and customer service roles while men are clustered in the mid management and upper-level roles. There is a pipeline effect where there are fewer women in those top tier roles which is the driver of the mean gap.
Key Measurable Actions 2025:
- We are committed to a fair and balanced opportunity for every applicant. This means we are working to make sure our systems are fair for everyone and that our job adverts welcome all applicants, regardless of gender. The organisation will track and analyse our hiring data to monitor gender balance throughout the recruitment process. This allows us to identify and remove any roadblocks in our selection procedures, ensuring maximum fairness for all candidates.
- Where feasible, shortlists and interview panels for vacancies will reflect a balance of genders. This aims to reduce the likelihood of unconscious bias influencing candidate assessment.
- To increase the diversity of our applicants, we will use a blended recruitment strategy that features authentic employee stories. Our employees will act as advocates in their roles, sharing personal journeys and demonstrate the sector’s viability as a rewarding career path.
- The organisation will invite a rotating cohort of employees to the monthly Leadership Customer Board Meeting. 12 staff members will be in attendance over the calendar year and 50% will be female. This initiative will give female employees the opportunity to engage directly with the senior leadership team. Those in attendance will be encouraged to share specific operational successes and lessons learned from their current roles. It will help to build familiarity with senior leadership through dedicated discussion and shared decision making.