Why Equity, Diversity & Inclusion (EDI) is important for Energy Systems Catapult

Energy Systems Catapult exists to accelerate Net Zero energy innovation. We believe innovation thrives in diverse and inclusive environments. Fostering equity, diversity and inclusion in the energy sector and research and innovation communities will lead to more and better innovation towards Net Zero – directly contributing towards our core mission.

It will also make this innovation more likely to lead to positive outcomes for all. Creating a diverse, inclusive innovation community will help us better understand the impacts of innovations on different groups and shape innovation to take the needs of those groups into account.

Inclusion is vital in decarbonising the whole energy system – we can’t leave anyone behind. To this end, we will actively design and promote solutions that increase inclusion in the energy transition. Together we are aiming for a better future energy system – one that is decarbonised, inclusive, and works for all.

This is why EDI is important for the Catapult – it enables more effective innovation towards a Net Zero energy system that works for everyone. Our ambition is that Energy Systems Catapult is the place where people can do the most important work of their career. To enable that, we want the Catapult to be a fulfilling and enjoyable place to work, where everyone who works here feels valued and respected.

This is the right thing to do, but also will have benefits for us as an organisation. Diverse and inclusive organisations have been shown to be more innovative and more likely to achieve their goals.

People will perform better in their roles if their unique perspectives are valued, and they are given fair opportunities to make the most of their potential. People who feel valued, understood and fairly treated are also more likely to want to contribute at the Catapult and will work to make it a better organisation.

Diverse perspectives will enable us to understand the world better and drive change more effectively. They will help us identify our blind spots and address them – ensuring we remain a healthy and effective organisation.

This is why EDI is important for the Catapult – it ensures our people are valued and the Catapult is a great organisation to be part of.

Gender pay gap 2025

Energy System Catapult has undertaken its third Gender Pay Gap review, conducted by an external organisation. Mandatory Gender Pay Gap reporting applies to all employers in England, Wales and Scotland with at least 250 employees as of the 5 April 2024 snapshot date. The Catapult reached over 250 employees in March 2024.

It needs to be noted that a gender pay gap is a measure of the difference in the average pay of all men and of all women in an organisation, regardless of the roles that they do. It is not the same as an equal pay comparison, which directly compares the pay of two or more people carrying out the same jobs, similar jobs or work of equal value.

The information submitted by employers is published on the government website and calculations have been performed in line with associated regulations, which require the following to be calculated:

• Overall mean gender pay gap
• Overall median gender pay gap
• Overall mean bonus gender pay gap
• Overall median bonus gender pay gap
• Proportion of males and females that received a bonus payment
• Gender distribution across four pay quartiles, ordered from lowest to highest pay

The data used is a snapshot from 5 April 2025, which is before the Catapult’s 2025 pay review had been processed.

Key findings

• There is no evidence that equal pay risk exists (i.e. men and women undertaking like roles are paid materially different salaries) although this project has a gender pay remit and does not extend to a full equal pay audit.
• Mean hourly rates favour males by 16.1%, slightly up from 14.1% in 2024 and 15.1% in 2023 (the national mean as of 2022 was 13.9%). It should be noted that the mean is not considered the best indicator when reviewing Gender Pay Gap given its susceptibility to data set outliers.
• Median hourly rates favour males by 19.8%, which is a decrease on 2024 (22.8%) and 2023 (21.8%). ONS report the national median to be 12.8%).
• This may be due to underrepresentation of females found in the top two pay quartiles.
• There has been a slight year on year increase (+5%) of female representation in the second highest quartile. Female employees are well represented in the lowest two quartiles.
• There is a gap in favour of females for the 20 – 30 age cohort. This pay gap becomes more pronounced in favour of males for the remaining age cohorts.
• The mean and median for bonus amount gender pay gap has increased, favouring male employees at the mean of 20.6%, compared to 18.9% in 2024, however median has decreased to 22.8% from 26.2% in 2024.

What is driving our gap?

• Underrepresentation of females in the top two pay quartiles – 59% of the male
  population are found in Q3 and Q4, as opposed to 39% of females (a slight year on year
  increase from 38% in 2024 and 35% in 2023).
• Differences in gender representation in different job functions – our pay ranges are all
  informed by both the market and function e.g. in specialist areas, the recruitment pool is more
  male-dominant.
• External market and pipeline of females in our industry – there is an estimated 60/40 split
  between males and females within the wider market context. This has increased over recent
  years but a key driver in our data seems to be that there are more males in more senior
  positions, at higher pay, which may be reflective of the external landscape.

Recommended actions

It is noted that the snapshot data used for this Gender Pay Gap report was 5 April 2025, before the
Catapult pay review 2025 was realised and before other initiatives have been imbedded, therefore it
may be difficult to accurately assess our progress.

It was advised that the Catapult should work on this over a period of three to five years, in which time
we expect to see positive improvement in our statistics. The below recommendations will continue to
be implemented across this period to ensure a proactive approach in closing the gender pay gap:

• Promotions: Track promotions by gender and ethnicity (where data is available) on a quarterly basis.
• Recruitment practices: Review overall recruitment approach and best practice as well as consider where vacancies are advertised to ensure an inclusive approach.
• Reward: Continue to ensure the reward framework is fair and transparent, supported by effective pay policies which are applied consistently and facilitate bias-free decisions.
• Retention: Create strategies which increase the opportunity for equitable career progression, helped by learnings from exit interviews and feedback across the business.
• Ways of working: Continue to proactively support flexible working at all levels across the organisation, such as offering flexible start and finish times, working from home, modernised buying and selling of leave and working reduced hours, through to promoting shared parental leave.
• Leadership commitment: Promoting gender pay equity is a priority for the Board and the Executive Team, and we will commit to a set of actions to try and address any disparities.
• Employee engagement: Continue to ensure employees feel heard and included using internal ‘listening surveys’, Town Halls and communities e.g. Equity, Diversity and Inclusion (ED&I) Advocates.

Implemented and ongoing actions

Taking on the advice from the previous year’s gender pay gap report, we have implemented the following:

• Implementing ‘Talent Champions’ to assist with the recruitment and selection process,
  reducing bias and challenging hiring manager decisions.
• All hiring managers are expected to ensure that female candidates are represented on
  shortlists wherever possible, with a particular focus on Level 5 and senior roles
• Circulated a ‘Recruitment Process’ document to ensure a consistent approach is achieved
  across the business.
• Implementation of the ‘Accelerate Early Careers’ programme.
• Continued to run the ‘Future Leaders’ programme.
• Successfully piloted a Graduate Scheme.
• Reverse mentoring programme.
• We advertise vacancies internally.
• We celebrate promotions and role changes in company-wide Town Halls.
• Mental Health First Aiders blindly selected, to avoid biases.
• Conducted annual ‘Listening Survey’ amongst all employees.
• Active ED&I group, with leadership commitment.
• Continued to offer formal and informal flexible working.
• Second ‘Buy Holiday’ window opened two years in a row.
• Fair and consistent bonus and pay review process, calibrated at Executive level.
• Introduced sub-levels within our progression framework to help employee career
  development.