What is the gender pay gap?
The gender pay gap shows the difference in average pay between men and women across an organisation. Employers, with 250 or more employees, must publish this information each year. Doing so helps create transparency, track progress over time, and highlight where further action is needed.
Our Gender Pay Gap April 2025
We have examined both the mean (average) and median (middle value) hourly rates paid to male and female employees as of the calculation date for our Gender Pay Gap report (5 April 2025).
The mean gender pay gap has reduced from 11.9% in 2024 to 8.9%.
The median gender pay gap has reduced from 14% in 2024 to 8%.
Pay quartiles are determined by arranging the hourly rates of male and female employees from lowest to highest, dividing them into four equal groups, and calculating the percentage representation of each gender within those groups. Compared to 2024, the proportion of males in the lower and lower middle quartiles has increased; it stays unchanged in the lower upper quartile and has decreased in the upper quartile.
We’re pleased to see our gender pay gap narrowing, but recognise there is still progress to be made. We remain committed to an inclusive and diverse workplace, as closing the gap helps us better represent the patients and communities we serve.
We regularly review and compare all our job positions. The gender pay gap at Anthony Nolan isn't due to paying men and women differently for the same or similar work; it mainly results from the overall structure of our workforce. At the time the Gender Pay Gap was calculated (5 April 2025) 67% of our employees were female and 33% were male compared to 68% and 32% in 2024.
The proportion of males in the lower, lower middle quartiles has increased, in the lower upper quartile has stayed the same and in the upper quartile decreased from 2024.
Our employee gender profile reflects the UK not-for-profit sector of 68% charity employees being female.
Our actions
Our EDI commitment goes beyond gender. We’ll:
- support staff development to strengthen the skills and understanding needed to deliver accessible, inclusive and effective support for patients and donors.
- Build a values led culture where everyone feels they belong, their uniqueness is valued, and they are empowered to thrive
We aim to achieve this by promoting diversity, fostering inclusivity, and providing opportunities for growth, as outlined below.
EDI strategy
Our EDI Strategy (2024-2030) sets out our commitment to advancing equity at Anthony Nolan. We focus on tackling inequalities, including gender, and are dedicated to creating an inclusive workplace where everyone has equal opportunity to thrive. This work underpins our approach to understanding and addressing disparities, including our gender pay gap.
EDI education
We’re delivering a programme of awareness events aligned with key dates in the EDI calendar to raise awareness, encourage shared learning, and embed inclusive behaviors throughout the organisation. These activities are developed in collaboration with our Affinity Networks and Inclusion Champions, ensuring they reflect the lived experiences of our colleagues.
Alongside these efforts, our internal EDI learning offering continues to expand, featuring a dedicated EDI learning series on topics such as gender equality, intersectionality, and bias in decision-making. These resources support colleagues in building understanding of gender equality issues and applying their learning to contribute to a more inclusive workplace.
Affinity networks
We continue to actively strengthen our colleague-led Affinity Networks, supported by Strategic Leadership Team (SLT) sponsors. These include the Accessibility, Neurodiversity, and Disability (AND) Network, the Race, Ethnicity, and Cultural Heritage (REACH) Network, and the OUT (LGBTQIA+) Network.
These networks provide safe and supportive spaces for colleagues to share lived experiences, build community, and influence organisational change. With increasing engagement and visibility, they play a key role in shaping our intersectional approach, contributing to EDI initiatives, and ensuring our work is informed by diverse perspectives across the organisation.
Culture
We recognise and celebrate colleagues’ contributions by sharing their stories internally and externally, helping to shine a light on the impact and achievements of our people.
Developing our managers
We’re excited to launch a new approach to management development at Anthony Nolan, designed to support and empower all people managers at all levels of the organisation. This will also support our People & EDI strategies as well as positively affecting our culture and operational activities.
Personal development
We’re embedding the use of personal development plans across the organisation and continuing to invest in career development opportunities for everyone. Including workshops to support personal development needs, accessible content via our learning platform Gene-ius and we’re focussing on multiple skills development opportunities, which are open to all colleagues.
We’ve also expanded our mentoring opportunity to help colleagues build networks and access guidance from experienced professionals, which we know can be especially impactful in supporting career progression.
Policies and Benchmarking
We’re in the process of a full review of our people policies and are benchmarking our benefits to make sure that they are not only up to date, but fair and transparent, clear, consistent and compliant.
Recruitment
We aim to recruit from the widest possible talent pool. As an example of our commitment to ensuring equality of opportunity, our applications are anonymised with no demographic data visible at the time of screening.
Flexible working
20% of our colleagues now work flexibly, and we continue to encourage family-friendly policies to employees, including offering paid time off for dependents and carers. We continue to be committed to supporting hybrid working roles where it is practical to do so.
Data and insight
We’re continuously improving our data reporting and are providing dashboards to our managers on recruitment, retention, and promotion data to help prioritise actions and identify barriers to address gender equality. We continue to use engagement surveys and listening groups and use this data to gain insight into how our people feel about their work including inclusion, reward, and recognition.
Employer brand
In 2026, we will launch our employer brand. This will strengthen our reputation as a fair and inclusive employer, support the attraction and retention of diverse talent, and clearly showcase our culture, behaviours, working environments, and colleague experiences.
Henny Braund MBE, Chief Executive, I confirm that the information in this statement is accurate.
April 2026