Gender Pay Gap
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 broader aim of developing an understanding and 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
Hourly Rate
| The difference between the mean and median hourly rate of pay that male and female full-pay relevant employees receive | |
| Women’s Hourly rate | |
| 2.61% lower (mean) | 1.07% (lower) (median) |
Pay Quartiles
| The proportion of males and females in each quartile pay band | |
| Upper quartile | |
| 49% Men | 51% Women |
| Upper middle quartile | |
| 44% Men | 56% Women |
| Lower middle quartile | |
| 44% Men | 56% Women |
| Lower quartile | |
| 49% Men | 51% Women |
Bonus Pay
| The difference between the mean and median bonus pay that male and female employees receive | ||
| Women’s bonus pay is | ||
| 6.33% lower
(mean) |
0%
(median) |
|
| Who received bonus pay | ||
| 2.94% (men) | 3.72% (women) | |
Pay quarters show the percentage of men and women employees in 4 equally-sized groups based on their hourly pay.
Pay quarters give an indication of women’s representation at different levels of the organisation.
Supporting Statement
We are committed to promoting fairness, transparency, and equality of opportunity for all colleagues. Our 2025 Gender Pay Gap results continue to demonstrate a highly balanced pay structure, with only minimal differences between the average pay of men and women across the organisation.
These results reflect the nature of our workforce, the consistency of our pay and grading arrangements, and the strong representation of both men and women across all areas and levels of the organisation.
Overall, our gender pay gap figures demonstrate a workforce where men and women are represented broadly equally in similar roles, with pay determined through structured pay arrangements and consistent employment practices.
Workforce Representation
Men and women are represented widely across the organisation in a broad range of operational, professional, customer-facing, and leadership roles. This includes leisure and library services, parks and grounds maintenance, community services, culture and wellbeing programmes, teaching and music services, administration, hospitality, and management positions.
There is no significant concentration of one gender within particular job types or departments, which helps reduce the risk of wider pay disparities.
Women continue to be well represented across supervisory, management, and leadership positions throughout the organisation, including operational leadership, centre management, HR, finance, heritage, wellbeing, and specialist service roles.
This balanced representation at senior levels is an important factor in maintaining a low Gender Pay Gap and demonstrates that women have access to progression opportunities across the organisation.
Structured Pay Arrangements
Most roles operate within established salary grades that apply equally regardless of gender. Employees undertaking comparable work are therefore paid consistently based on role requirements and grading structures.
This structured approach supports fairness, transparency, and consistency across the workforce.
Pay Quartiles
Our workforce remains evenly distributed across all pay quartiles, demonstrating balanced representation of men and women across the organisation, including at senior levels. The figures show no evidence of significant gender segregation within particular pay bands, with men and women similarly represented across both higher and lower paid roles.
This balanced workforce profile is a key factor in maintaining the organisation’s low Gender Pay Gap.
Bonus Pay Explanation
The organisation does not operate a traditional performance-related bonus scheme. For Gender Pay Gap reporting purposes, the “bonus” figures relate to staff recognition awards, which are one-off payments made to recognise exceptional contribution, achievement, or positive impact.
These awards are relatively low in value, are not linked to seniority or salary level, and only apply to a small proportion of employees each year. Awards are based on recognition and contribution and may vary annually depending on nominations and circumstances during the reporting period.
The median bonus gap remains 0%, meaning that typical recognition payments were the same for men and women. The mean bonus gap of 6.33% reflects how awards happened to fall during the reporting period, rather than indicating any structural difference in access to recognition or reward. In fact, a slightly higher proportion of women than men received a recognition award during the year.
Our Ongoing Commitment
Although our Gender Pay Gap remains low and stable, we remain committed to continually promoting equality, fairness, and inclusion across the organisation. We continue to focus on:
- Fair and transparent pay processes
- Equality of opportunity in recruitment, development, promotion, and progression
- Supporting colleagues with caring responsibilities or health conditions
- Maintaining balanced gender representation across all levels
We are committed to ensuring that all colleagues, regardless of gender, have equal access to opportunity, recognition, and progression within Vision.
