Vitality’s 2025 Gender and Ethnicity Pay Gap Report
At Vitality, we’re committed to diversity and inclusion because it’s good for our employees, for our business, and for society.
We want all our great people to bring all of themselves to work, so that they can liberate the best in themselves. We know that diversity fosters innovation, which is part of our DNA. And we believe that inclusive diversity promotes social cohesion, which benefits society.
Diversity and inclusion chime with our shared value model, and advance our core purpose, which is to make people healthier and enhance and protect their lives. Diversity and inclusion are also explicitly called out in our values.
Gender pay gap
Since 2018, we have reduced our mean gender pay gap by 11.25%, reflecting sustained progress over time. While our gender pay gap has increased slightly in 2025, the overall long-term trend remains positive and highlights the impact of the actions we have taken over several years.
This year’s movement reflects changes in the shape and structure of our organisation and the distribution of roles during the reporting period. Year-on-year fluctuations can occur, but they do not change our commitment or our trajectory.
| 2018 | 2019 | 2020 | 2021 | 2022 | 2023 | 2024 | 2025 | |
|---|---|---|---|---|---|---|---|---|
| Mean pay gap | 31.55% | 26.59% | 25.79% | 22.92% | 20.94% | 19.60% | 18.87% | 20.30% |
| Median pay gap | 16.50% | 15.52% | 15.03% | 12.12% | 10.28% | 9.81% | 6.73% | 12.01% |
Equal pay
We’re confident that men and women get equal pay for equivalent work at Vitality. This was confirmed by a review that established that differences in pay for the same role are explained by factors such as performance, experience, tenure, and office location (London jobs attract a premium) – and are not influenced by gender or ethnicity.
What drives the gap
Like many organisations, our gender pay gap is primarily influenced by the representation of women at senior levels. Continuing to strengthen female representation – and ensuring a strong, sustainable pipeline of female talent – remains a long-term priority.
Encouragingly, we are making strong progress in addressing this structural driver. In 2025, we reached an important milestone by achieving gender parity in senior management positions – a commitment we made when we signed the Women in Finance Charter. This progress reflects sustained investment in inclusive recruitment, succession planning, leadership development, and targeted support for women’s progression.
Our ongoing actions
We’re focused on consistent, data-led action to reduce the gap over time. We have:
- Signed up to the Women in Finance Charter, achieving our target of gender parity in senior leadership positions in 2025.
- Set a target of 60% external female appointments to higher paying roles – and we’re exceeding that target.
- Enhanced and equalised parental leave entitlements and signed up to the Association of British Insurers’ transparent parental leave and pay initiative.
- Changed our recruitment and selection practices to source more talented women, including using gender neutral language and promoting flexible working options. Our hybrid working policy, which requires employees to attend the office two days a week, also supports working parents.
- Continued our annual executive mentoring programmes for high performing, high potential employees – more than half the mentees are female or from an ethnic minority background.
- Applied a gender lens to succession planning to develop a female talent pipeline.
- Consulted our Women’s Forum on gender-related issues.
- Showcased women’s achievements via internal communications platforms.
- Continued to evolve the D&I hub on our internal communications platform.
- Launched the fourth round of our leadership development programme in partnership with everywoman.
- Introduced leadership competency assessments for senior roles to reduce unconscious bias in the selection process.
- Published a menopause policy.
- Offered menopause, parenthood, and fertility support services to employees.
2025 gender pay gap numbers
| Difference between men and women |
||
|---|---|---|
| |
Mean |
Median |
| Hourly fixed pay | 20.30% | 12.01% |
| Bonus paid | 63.32% | 22.46% |
This table reflects our gender pay gap at the snapshot date (5 April 2025).
Bonus distribution
| Men | Women | |
|---|---|---|
| Bonus distribution | 96% |
97% |
Pay quartiles
2,429 employees in total (1,290 female, 1,145 male). 608 or 609 employees in each quartile.
| Pay quartiles | Female | Male |
|---|---|---|
| Lowest | 58% | 42% |
| Quartile 2 | 58% | 42% |
| Quartile 3 | 54% | 46% |
| Highest | 42% | 58% |
Ethnicity pay gap
Our ethnicity pay gap for 2025 was 7.20%, a reduction from 9.08% in 2024. As in previous years, these figures are based on voluntary disclosure and reflect a relatively small cohort of employees, meaning year-on-year results can be sensitive to small demographic changes.
| Mean | Median | |
|---|---|---|
| Hourly fixed pay | 7.20% | 5.13% |
| Bonus paid | 46.44% | 13.30% |
The profile of employees who have disclosed their ethnicity is detailed below:
| Headcount | ||
|---|---|---|
| Ethnic minority | 400 | 15% |
| White | 2,070 | 78% |
| Not disclosed | 169 | 7% |
During the year, targeted initiatives to encourage voluntary disclosure resulted in a 19% reduction in the number of employees recorded as ‘not disclosed’, with our overall ethnicity declaration rate reaching 95% in 2025. This has provided a more robust and representative view of our workforce.
Our ethnicity pay gap is primarily driven by the under representation of Black, Asian and ethnic minority employees in senior leadership roles. We remain confident that employees receive equivalent pay for equivalent work, irrespective of ethnicity.
We continue to work towards increasing ethnic minority representation in senior roles and strengthening our pipeline of ethnically diverse talent.
To support the advancement of employees from an ethnic minority background at Vitality, we have (in consultation with Vitality’s Let’s Talk Race Forum):
- Published our commitment to diversity and inclusion on our careers site.
- Signed the Race at Work Charter.
- Supported a campaign to make ethnicity pay gap reporting mandatory.
- Applied a D&I lens to our engagement survey analysis.
- Applied an ethnicity lens to succession planning
- Observed Black History month in various ways.
- Rolled out a webinar, in partnership with Inclusive Employers, on allyship with an ethnicity focus.
Other D&I initiatives
Other D&I-related initiatives at Vitality which have supported employees of all ethnicities and genders included the introduction of:
- A flexi-retirement benefit
- An ADHD and autism diagnosis and treatment benefit
- Access to Inflow, an app created by ADHD clinicians and psychologists to help people understand neurodivergence, build lifelong skills, and get things done.
- Neurodiversity training and guidelines for managers
Vitality has four employee resource groups: the Women’s Forum, the Let’s Talk Race Forum, the LGBTQ+ Forum, and the Neurodiversity Forum. These forums meet quarterly and provide a platform for sharing ideas and experiences, and for proposing initiatives to increase inclusion and belonging. All our inclusion forums are chaired by a member of the executive team.
Luke McClaren
Group Chief People Officer, Vitality