The Workplace Gender Equality Agency (WGEA) has released the Gender Equality Scorecard based on the 2024-25 employer data. This offers an important snapshot of progress across the tertiary education sector. The results show steady improvement overall, with clear indications that targeted action continues to drive positive change. 

For SAGE subscriber universities, the data provides further evidence that long-term commitment to structured gender equity work, combined with clear targets and accountability mechanisms, is delivering stronger outcomes. It also indicates that subscribers are well-positioned for the new WGEA target-setting requirements and the forthcoming National Higher Education Code to Prevent and Respond to Gender-based Violence. 

It is important to note that this dataset reports on binary gender categories only (women and men), reflecting the current scope of WGEA’s national reporting framework. SAGE recognises this limitation and remains committed to supporting evidence-informed approaches that advance equity and inclusion for people of all genders.

1. Gender Pay Gap: Target Setting Supporting Improvement

The gender pay gap (GPG) remains a key measure of organisational gender equity. This year’s data shows: 

  • SAGE subscriber universities continue to report a smaller GPG than non-subscribers (6.8% vs 9.0%). 
  • 82% of subscribers have set targets to reduce their organisation-wide GPG, compared with 54% of non-subscribers.

2. Women in Senior Leadership: Representation Continues to Rise

The data shows significant improvements in women’s representation at the most senior levels: 

  • At subscriber universities, women now hold just over half of senior leadership positions (50.9%), compared with 48.8% at non-subscriber institutions. 
  • Representation increased by 1.1 percentage points in subscriber institutions over the past year. 
  • 63% of subscriber universities recorded an increase in women’s representation in senior leadership, compared with 54% of non-subscribers. 

Subscribers are also more likely to have targets for: 

  • Women in management roles (57% vs 54%) 
  • Women in key management personnel roles (50% vs 31%)

3. Gender-Balanced Governance: Stronger Alignment with Best Practice

The data also shows meaningful differences in governance-level representation: 

  • Subscriber universities have a higher proportion of women on governing bodies, 52.5% compared with 40.8% at non-subscriber institutions. 
  • And they are more likely to have set a target for gender-balanced governing bodies, with 71% of subscribers versus 38% of non-subscribers..

4. Parental Leave: Supporting Shared Care

Progress towards gender balance in parental leave uptake continues to evolve: 

  • 39% of subscriber universities have set targets to increase men’s uptake of primary carer or universal leave, compared with 8% of non-subscribers. 
  • A slightly higher proportion of men access this leave in subscriber institutions (12% vs 10%). 

Policies designed to shift norms only work when paired with real organisational commitment. The data shows that subscribers are putting that commitment into practice. 

5. Preventing and Responding to Sexual Harassment: Stronger Systems in Place

All subscriber universities have in place a formal policy or strategy for preventing and responding to sexual harassment, harassment on the grounds of sex, or discrimination, alongside a risk management plan addressing sexual harassment. 

Their Vice-Chancellors are also more likely to communicate expectations around safety and respectful, inclusive conduct at induction and throughout the year. 

Subscriber institutions are more likely to collect data on disclosures of sex-based harassment, whether anonymous, formal, or informal, and to report regularly on sexual harassment to both the Vice-Chancellor and governing body. 

6. Accountability: A Requirement for Sustainable Change

Across the dataset, a consistent pattern emerges: Institutions that embed clear, measurable accountability practices demonstrate stronger outcomes. 

Compared with non-subscribers, SAGE universities are more likely to: 

  • Set and monitor gender equity targets 
  • Embed gender equity KPIs for managers 
  • Maintain comprehensive strategies and policies to support gender-equitable workplaces 
  • Report pay equity metrics to employees, executives, and governing bodies 

These practices reflect a sector-leading approach that aligns closely with the principles of the National Code and positions subscribers strongly for future compliance requirements. 

Moving Forward 

This year’s WGEA data affirms the value of long-term, structured gender equity work across the higher education sector. It also demonstrates that institutions with clear targets, strong governance commitments, and robust accountability mechanisms are achieving more consistent progress. 

SAGE acknowledges the considerable efforts of subscriber universities and their ongoing commitment to building safer, fairer, and more equitable workplaces. As the sector prepares for new national standards, these results provide a strong foundation and a clear pathway for continued improvement.