Addressing the Race Pay Gap

Recruitment and retention

An ongoing review into all recruitment continues with changes made to improve the way in which racialised minority candidates are attracted and recruited into the University. Actions include:

• Job adverts and job descriptions contain an EDI statement and reference dynamic working. Part time/flexible working arrangements are also mentioned in job adverts where applicable. Development work is being on-going to incorporate further diversity supporting statements.
• Recruiting Managers guidance. A focus on inclusivity when writing job adverts and job descriptions, advice on broadening job appeal to wider demographics, reducing racial bias, as well as how to increase diversity and reach e.g. careers events, open days for underrepresented groups, community centres etc.
• Belonging and Inclusion is a mandatory part of the Induction process for all starters and renewed for all staff members every three years.
• Following a review of the leaver process in 2025, including engagement with stakeholders, a revised form that includes reasons for leaving and captures EDI data will be rolled out in 2026. 
• As part of the aim to increase female recruitment in academic roles and grades 7+, positive action has been taken within the RTE recruitment campaigns to encourage applications from Black and Minority Ethnic and/or female candidates. HRBPs continue to work with Schools and Services for their senior appointments to support with EDI data and informed decision making. An equality impact assessment has been considered throughout the current Academic Recruitment Campaign and will continue to be used to assess impact.

Reward and recognition

An annual review of all supplementary payments takes place with outcomes including continuing, reducing, re-classifying or removing payments. The review was conducted with an EDI lens to ensure transparency and equity across payments, with monitoring where there may be disparity.

Starting Salaries guidance is now available on the website which emphasises the university’s expected position on starting salaries and the commitment to equity, diversity and inclusion.

There is an annual review of Grade 9 academic pay assessing against UCEA data and making market and equity adjustments as appropriate.

The annual Performance and Development Review (PDR) process will be replaced with the GLOW process, which provides an opportunity for all staff and their managers to discuss Growth, Learning, Opportunity and Wellbeing on a regular basis, throughout the year and identify hidden barriers.

Staff development 

We are committed to the Race Equality Charter, which aims to improve the representation, progression and success of all minority ethnic staff and students within the University. Loughborough University has held the Race Equality Charter Bronze Award since 2022.

The Executive appointment processes (including sub-panels) include race diversity as well as gender diversity across members.

Work continues to develop the RTE and SSA job families to include pathways for education and student experience, and research and innovation to enable those currently in the SSA job family to apply for merit-based promotion.

Committees and Networks

REACH (Race, Ethnicity, and Cultural Heritage) staff network has a main purpose to raise awareness of race issues and to hold the University accountable to its stated commitment to challenge racism and discrimination.

The REACH network provides a safe environment for racialised minority staff to discuss issues concerning racial and cultural discrimination and maintain a forum for positively raising the profile of racialised minority cultures on campus.

Other actions

A new set of EDI leadership roles has been developed to support the University’s Schools and Professional Services in setting the direction for EDI in their area, as well as ensuring alignment with the institutional EDI Core Plan.

The suite of HR policies and procedures continues to be reviewed with a focus on those which impact the working lives of all staff.

Dynamic working is embedded across the University which supports people to work more flexibly and to blend work and home life more effectively.