This is the sixth report that we have published since the process began in 2017. Gender pay gap reports are published in line with government legislation, to help businesses identify and understand differences in gender pay within their organisation.

Gender pay gaps are about understanding the difference in pay across an organisation – they are not about equal pay - i.e. a man and a woman being paid differently for doing the same job. That is already prohibited under the Equal Pay Act.

The highlights

  • All key metrics that we measure ourselves against in the Gender Pay Gap report have improved from last year's report, showing great progress towards gender balance
  • The median pay gap* at Bentley is 0.2%, far better than the UK's nationwide median pay gap of 7.7%. 
  • The mean pay gap at Bentley** has reduced slightly from 6.5% to 6.3%.  The mean pay gap is larger than the median as it is strongly influenced by the pay of the most senior members of the organisation.

*The median value is the middle value between highest and lowest earning figures, and is a useful indicator of what a "typical male" earns compared to a "typical female"

**The mean pay gap is calculated by adding together the earning figures and dividing this number by the total amount of colleagues.

Our vision is simple. We want to be the most diverse luxury car manufacturer, with an inclusive culture of belonging that makes us an employer of choice. To achieve this vision, we have set out our mission:

We are united in our goal to make Bentley successful by integrating diversity, equity and inclusion (DEI) into everything we do. It is our colleagues’ differences that make us strong, drive our innovation and create change with a diversity of thought that brings true inclusion. This is what ‘Belonging at Bentley’ means.

In 2023, we proudly moved our DEI maturity level from 'Compliant' to 'Strategic'. We did this by creating and delivering a range of DEI objectives and targets and by putting KPIs in place to ensure we can track and monitor our progress. In addition, we have ensured that all leaders own and communicate Charge Forward Inclusive Leadership within their functions and act as DEI role models.

We are now focused on achieving the next maturity level of 'Integrated', which requires us to have further policies and practices in place to enhance our DEI strategy. To build on this, we will continue to actively champion underrepresented groups. Moreover, we will develop leaders further so that they have the in-depth DEI knowledge they need to role model and live inclusive behaviours every day.