Background & Introduction
Vision RCL is a registered charity established in 2007 to manage leisure and cultural services on behalf of the London Borough of Redbridge. Since its inception, Vision has expanded significantly and now delivers a broad portfolio of services across the borough.
We are responsible for the management of 12 libraries, 8 borough parks, 2 country parks, over 40 open spaces, and the borough’s principal function halls. Our teams also deliver a wide range of community services, including nature conservation and biodiversity, allotments, civic and commercial events, parks development, museums and archives, health and wellbeing initiatives, arts and cultural programming, music education, and performing arts through the Redbridge Drama Centre and the Kenneth More Theatre. These are all supported by a central corporate team.
Vision RCL is a customer-focused employer committed to creating an inclusive, equitable, and supportive workplace. With a workforce spanning a diverse range of roles and disciplines, we are continually working to ensure fair pay, equal opportunities for progression, and a culture that reflects our values of diversity, transparency, and continuous improvement.
Vision’s turnover is now in excess of £24m per annum.
Purpose
As a non-profit organisation any surplus made is reinvested for community benefit, to improve the quality of facilities and services. As a social enterprise Vision RCL is committed to working in partnership with the London Borough of Redbridge to deliver a wide range of leisure and cultural services to the communities that we serve.
Our core purpose is supporting people and communities to thrive by offering inclusive, affordable Leisure and Cultural activities and events for local people. In the places and spaces we manage, people feel safe and have opportunities to explore, relax, exercise, socialise and learn together.
Diversity and breadth is a priority in the provision of the culture and leisure services that we provide, often for example providing and promoting cultural activities directly relevant to specific sections of our community, but including the borader aim of developing an understanding an appreciation in the wider community.
We aim to improve the health and wellbeing of local residents by providing physical, cultural and learning experiences, build stronger and more sustainable communities, and improve skills through participation and learning. We aim to focus our resources on delivering our aims cost effectively.
Key Metrics
1. Main gender pay gap figures
- Women earned 95p for every £1 that men earned (comparing median hourly pay)
- Women made up 58.8% of employees in the highest paid quarter, and 60.6% of employees in the lowest paid quarter
- 4.7% of women received bonus pay, compared with 4.3% of men
- Women’s bonus pay was 0.0% lower than men’s (comparing median bonus pay)
2. Hourly pay
- Women’s median hourly pay was 5.0% lower than men’s – this means they earned 95p for every £1 that men earn when comparing median hourly pay
- Women’s mean (average) hourly pay was 2.2% lower than men’s
3. Pay quarters
- 58.8% of employees in the upper hourly pay quarter (highest paid jobs)
- 46.4% of employees in the upper middle hourly pay quarter
- 57.1% of employees in the lower middle hourly pay quarter
- 60.6% of employees in the lower hourly pay quarter (lowest paid jobs)
4. Bonus pay
- Women’s median bonus pay was 0% lower than men’s – this means they earned £1.00 for every £1 that men earn when comparing median bonus pay
- Women’s mean (average) bonus pay was 22.05% lower than men’s
- 4.7% of women and 4.3% of men received bonus pay