Equal pay


Our gender pay gap is driven by two main factors: fewer women than men in senior leadership positions, and fewer women working offshore or in other roles such as trading that tend to attract higher levels of pay. It also reflects wider societal issues such as significantly fewer female than male graduates in science, technology, engineering and maths (STEM) subjects – only 26% of UK graduates in STEM subjects are women, and in engineering and technology, this figure is just 16%2. For Shell, it is therefore easier to think of the pay gap as a talent gap, since it’s the uneven spread of men and women across the organisation which is causing the problem.

The main factor contributing to our ethnicity pay gap is that there are proportionately fewer Black, Asian and Minority Ethnic (BAME) employees in senior roles which attract higher pay and higher bonuses.

We are taking meaningful action and monitoring progress to address our pay gaps and build a more diverse and inclusive workplace at Shell in the UK. For example, we continue to review our family leave and care policies to help all our employees balance the demands of modern life, take action to attract candidates with diverse backgrounds, and have created mentoring programmes to support the next generation of female talent. Our actions to close the ethnicity gap are focused on our UK recruitment practices which aim to increase representation among our Black, Asian and Minority Ethnic (BAME) employees, and on mentoring and sponsorship programmes, as well as external advocacy and outreach work. Together with our employee networks, the UK Country Coordination Team, comprised of thirteen senior leaders across our UK businesses and functions, have developed a 10-point Action Plan which has been shared with all UK leaders and employees to help us build a more balanced and inclusive workplace for all.

We also continue to work with others to help us stay up-to-date with best practices, co-operate on issues across the energy industry and share our successes and challenges. This includes our membership of the Energy Leaders Coalition, which brings together business leaders committed to improving gender diversity. It includes our support of the UK government’s leadership in gender equality and narrowing the gender pay gap. We also maintain our ongoing partnership with Business in the Community (BITC), where as one of the founding signatories of the Race at Work Charter developed by the UK government and BITC, Shell in the UK have committed to five principles designed to drive the recruitment and progression of employees from ethnic minorities.



Sinead Lynch, UK Country Chair

I am proud of the progress we have made so far but I am not complacent. We still have further to go in building a diverse workforce at Shell in the UK.

Sinead Lynch, UK Country Chair


Our findings

UK legislation requires us to calculate and publish our gender pay and bonus figures only. However, we assess pay from a range of other perspectives, including in relation to our ethnic minority employees.

Our approach

We aim to create a culture that allows all our employees to bring their whole selves to work, be their best and thrive and perform well. 

Case studies

These describe the specific and differing challenges in some of our business areas, and the actions being taken to improve representation and build a more balanced and inclusive workplace at Shell in the UK.