1. Gender Pay Gap: Target Setting Supporting Improvement
The median total remuneration gender pay gap (GPG) remains a key measure of organisational gender equity. This year’s data shows:
- SAGE member universities have a 32% lower GPG on average compared to non-members (6.4% vs 9.5%).
- 82% of members have set targets to reduce their organisation-wide GPG, compared with 54% of non-members.
2. Women in Senior Leadership: Representation Continues to Rise
The data shows significant improvements in women’s representation at the most senior levels:
- At member universities, women now hold just over half of senior leadership positions (50.9%), compared with 48.8% at non-member institutions.
- Representation increased by 1.1 percentage points in member institutions over the past year.
- 63% of member universities recorded an increase in women’s representation in senior leadership, compared with 54% of non-members.
Members are also more likely to hit 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:
- Member universities have a higher proportion of women on governing bodies, 52.5% compared with 40.8% at non-member institutions.
- And they are more likely to have set a target for gender-balanced governing bodies, with 71% of members versus 38% of non-members.
4. Parental Leave: Supporting Shared Care
Progress towards gender balance in parental leave uptake continues to evolve:
- 39% of member universities have set targets to increase men’s uptake of primary carer or universal leave, compared with 8% of non-members.
- A slightly higher proportion of men access this leave in member institutions (12% vs 10%).
Policies designed to shift norms only work when paired with real organisational commitment. The data shows that members are putting that commitment into practice.
5. Preventing and Responding to Sexual Harassment: Stronger Systems in Place
All member 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.
Member 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-members, 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 members 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 member 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.
