International Women’s Day is fast approaching, taking place on 8 March 2026. This year’s campaign theme is “Give To Gain”, which encourages a mindset of reciprocity and support, based on the theory that when people, organisations and communities give generously, opportunities and support for women increase.
Why Does International Women’s Day Present a Valuable Opportunity for Employers to Assess Equality, Pay and Progression?
The day presents an opportunity for employers to promote gender equality and serves as a reminder to employers that there may be gender bias, conscious or not, in their organisation. It is important that actions taken in recognition of International Women’s Day translate into meaningful, sustained improvements in gender equality. A superficial or inconsistent approach risks undermining trust and may draw attention to unresolved issues, thereby increasing the likelihood of scrutiny or grievances being raised in areas such as:
- Equal Pay
- Sex Discrimination (Direct & Indirect)
- Pregnancy & Maternity Discrimination
- Sexual Harassment
- Victimisation
Other cultural risks include:
- Reputational damage and scrutiny
- Perpetuation of inequalities
- Lower employee morale
Why Equality, Pay and Progression Remain Key Issues For Employers
What do current trends show about women’s experiences at work?
Current trends show that progress towards protecting women’s workplace experiences remains slow. International Labour Organisation’s figures as reported by Deloitte, show that although women are estimated to account for 50.1% of the global working age population, they make up only 40% of total employment and 35.4% of management globally. This demonstrates that the workplace is still not as accessible for women, and that the women who are employed face fewer opportunities to progress. This data highlights ongoing gaps in workplace access and progression, underscoring the importance for employers to strengthen their approach in supporting women throughout their careers.
What Are Employers’ Legal Obligations on Equality?
UK employers have legal duties under the Equality Act 2010 to promote equality, prevent unlawful discrimination, harassment or victimisation, and make reasonable adjustments for employees where necessary.
Further to this, the Employment Rights Act 2025 (ERA 2025) is due to impose stricter employer equality obligations, including:
- Whistleblowing Protections for Sexual Harassment (April 2026)
- Voluntary Gender Equality Action Plans Addressing the Gender Pay Gap and Supporting Employees through the Menopause (April 2026) – to become mandatory in 2027
- Menopause Guidance
- Establishment of the Fair Work Agency (April 2026)
- Stricter Sexual Harassment Prevention (October 2026)
- Enhanced Dismissal Protections for Pregnant Women and New Mothers (2027)
- Strengthened Rights to Flexible Working Requests (2027)
Perhaps the most relevant upcoming change to gender equality obligations under the ERA 2025, is the requirement for employers with 250 plus employees to publish equality action plans, showing steps they are taking in relation to gender equality, which will include addressing the gender pay gap and supporting employees going through the menopause. This will be a voluntary obligation from April 2026, becoming mandatory in 2027. Employers must therefore begin reviewing their data and policies to ensure they meet the guidance and demonstrate commitment to employer equality obligations.
Although these obligations are due to only apply to those with 250 plus employees, there are benefits for all employers to get ahead of the curve no matter their size. Early implementation allows employers to introduce and perfect an approach, before obligations mandate it. Smaller employers although not legally bound will benefit from early adoption to demonstrate best practice (likely soon to become employee expectation), support wellbeing and demonstrate cultural leadership.
Alongside detailed advice on menopause support, this article explains why employers must act now, before legal duties become compulsory.
For more advice on steps for employers to follow to get ready for ERA 2025 obligations, please see our article here.
How do Direct and Indirect Discrimination Arise in Practice?
Direct sex discrimination occurs when someone is directly disadvantaged or treated less favourably due to their sex or gender reassignment. A common example would be where a woman is passed over for promotion due to gender biased assumptions about her availability or commitment.
Indirect sex discrimination arises where organisations have a practice or policy which applies to everyone but has a worse effect on those of a particular gender, without objective justification. Indirect sex discrimination can be objectively justified if the employer can show that the policy or practice is a proportionate means of achieving a legitimate aim. An employer must show that the rule has a genuine business reason behind it and that there was no less discriminatory way to achieve the same aim.
Employers must be alert to this, as indirect discrimination is less obvious, and may occur where there is no intention to discriminate. An example is where a company is recruiting for a leadership role, with a requirement that applicants work full-time. It applies to everyone, but disadvantages women, who statistically have more caring responsibilities. The employer must then prove this rule is objectively justified; for example it would be necessary to show that full time hours were genuinely necessary for operational reasons or service delivery and that less discriminatory options, for example, job sharing or a part-time arrangement, were considered but not viable. Employers should periodically review criteria for job roles to make sure that requirements are genuinely necessary and proportionate and supported by evidence rather than assumptions, or convenience.
Understanding Equal Pay and Gender Pay Gap Duties
What is the difference between equal pay and gender pay gap reporting?
Equal pay is the legal obligation that requires employers to give men and women equal pay for equal or similar work. An example of an equal pay breach would be where a woman and man are carrying out the same job role for their same employer, but are paid unequally without lawful justification.
The gender pay gap measures the difference between men’s and women’s average earnings, expressed as a percentage. It considers the overall distribution of men and women across roles and pay levels, instead of reviewing pay between individuals doing the same job. UN Women, the United Nation’s lead entity on gender equality, has published a statistic reflecting a global pay gap where women only make 77% of what men earn.
Which Employers Are Required to Report, and Why Does Reporting Matter?
Employers in private or voluntary sectors with 250 plus employees must publish gender pay gap data annually. This also applies to specified public-sector employers, such as government departments, armed forces, local authorities, NHS bodies, and schools. Employers are required to base their calculations on the statutory snapshot dates of 31 March for public-sector employers, and 5 April for all other employers with reporting deadlines falling within one year later.
Gender pay gap reporting is a clear indicator of deep-rooted inequalities in society and the economy. The Office for National Statistics published in 2025 that the UK gender pay gap was 12.8%. Awareness of this statistic drives accountability of employers, providing pressure for genuine change. This data reinforces that there is an ongoing need for employers to tackle the obstacles that restrict women’s full participation and career development in the workplace. Annual reporting helps employers identify patterns such women being focussed in lower paid roles and confirms the need for employers to deal with potential blockers to women fully participating in organisation and career progression.
What Common Pitfalls Lead to Claims or Reputational Risk?
A lack of education risks claims or reputational harm for employers in response to incorrect reporting of the gender pay gap. Education gaps cause issues where:
- Organisations which have gradually surpassed 250 employees have not realised that they are now required to report.
- Hourly pay is miscalculated, average pay calculations exclude bonuses and commission, or submission deadlines are missed.
Failure to comply with reporting breaches the gender pay gap regulations under the Equality Act 2010 and can lead to employee claims. The Equality and Human Rights Commission (EHRC) can also impose enforcement action including warning notices, investigations, statutory compliance notices, court orders and the public naming of non-compliant organisations.
Employers should ensure they maintain accurate oversight of staff numbers in relation to the 250‑employee threshold and designate clear responsibility for managing gender pay gap reporting obligations.
Progression, Promotion and Career Development
How do progression and promotion practices create inequality risk?
Progression and promotion practises can unintentionally create gender inequalities, while appearing neutral on the surface. Women can face greater structural barriers to progression than men. For example, women’s career trajectories can stall in their late twenties and thirties when their careers are more likely to be disrupted by career breaks for responsibilities including maternity leave. Meanwhile male colleagues’ wages and progression in their careers typically continue to rise creating a widening gap. Career breaks or part-time work, often due to care-giving reasons can slow progression not due to capability, but because organisational systems unintentionally penalise gaps in continuous service or full-time service.
Misconceived perceptions of competence also disadvantage women. Stereotypes linking men with traits such as assertiveness or leadership potential can lead to women being viewed as less suitable for management and leadership roles. An unregulated approach allows employers to rely on their own unconscious bias and assumptions, and without objective benchmarks, these biases can unintentionally influence decisions which disadvantage women. Having clear promotion criteria and a transparent process for how such decisions are made helps ensure progression decisions are fair and free from bias.
Working, Family Responsibilities and Career Impact
What legal rights exist around flexible working?
All employees have a legal right from day one of employment to request flexible working. This can include the number of hours, start or finish times, days they work, and where they work.
Employers must deal with all requests for flexible working in a reasonable manner including consulting with an employee before refusing a request for a specific statutory reason and responding within the statutory timeframe. Employees can make up to two requests in a 12-month period and employers must make a decision within two months.
The Acas Code of Practice on requests for flexible working is a useful resource for employers who are looking to deal with such requests. Employers should follow the Code to demonstrate they are making fair and lawful decisions.
Why family-friendly policies must be applied consistently?
Flexible hours and remote/hybrid working help employees, in particular those with caring responsibilities, to manage their work and family responsibilities without disrupting their career progression. A consistent application for these policies is imperative to preserve trust between employers and employees.
Employees who are treated equitably are more likely to be loyal, which can improve staff productivity, engagement and retention. In contrast, inconsistent or unfair application of policies can lead to potential claims in the Employment Tribunal. Communicating clearly and appropriate management training are essential to ensuring policies are applied fairly and consistently across the organisation.
Practical Steps Employers Can Take Now
What policies and practices should be reviewed regularly?
To ensure gender equality commitments are reflected in practice, employers should routinely review key policies. As a minimum this should include:
- Sexual Harassment Policy – setting out clear reporting routes, investigation steps and strong protections against retaliation.
- Equality and Diversity Policy – confirming organisational values, expected reasonable standards of behaviour, and proactive measures to support an inclusive workplace.
- Flexible Working Policy – outlining who can apply, how requests will be considered, timelines for the process and decisions, and how refusals will be justified.
- Recruitment Policy – ensuring transparency and bias free processes.
- Career Development and Promotion Policy – providing objective criteria, fair access to training and opportunities, and processes to ensure equitable decisions.
How Does Training and Leadership Accountability Support Compliance?
Simply having written policies in place is not enough. Training and leadership accountability is needed to ensure the policies have a meaningful impact. Effective compliance requires a practical, organisation-wide approach, which should include:
- Regular up-to-date training on relevant policies and practices, including manager specific training to ensure fair and consistent decision-making
- Setting clear performance objectives that reinforce leaders’ and managers’ responsibility for demonstrating and upholding gender equality standards
- Maintaining accessible and trusted reporting channels to allow concerns to be raised early and addressed promptly
The Government Equalities Office has published a useful note on ‘What works to reduce the gender pay gap’ which provides practical, actionable steps on promoting gender equality.
Why Data and Monitoring Matter
Data and monitoring helps identify whether policies are operating effectively. It highlights needs for additional training to ensure the policies achieve their desired impact. Monitoring steps could include, but are not limited to:
- Assessing employee gender diversity.
- Analysis of staff turnover of females compared to males.
- Comparison of average pay of females compared to males.
- Anonymous staff surveys.
Reviewing data can highlight hidden pay gaps, which could potentially result from more women being in lower paid, part time, or junior roles. Data can also highlight other potentially invisible issues, such as recruitment or promotion barriers to women. Regular cycles of reviews, supported by oversight from the organisation’s leadership, make sure that data leads to meaningful action rather than passive reporting.
Using International Women’s Day as a Catalyst for Meaningful Change
How can employers move beyond awareness-raising?
Encourage Discussion: Facilitate a discussion for employees to share perspectives on what the organisation can be doing to further gender equality. Creating the opportunities for honest conversations can help prioritise what is important to your employees.
Fundraising: Organise a fundraising event, (e.g. a raffle or bake sale) supporting a women’s charity. This not only raises funds but also demonstrates visible support of gender equality beyond the workplace.
Visible Celebrations: Marking the occasion in the office creates a celebratory atmosphere. Visual reminders ensure International Women’s Day is a shared, memorable event for everyone.
Measurable Action Points: Employers should set clear objectives to implement throughout the year, which could include aims to increase representation of women in leadership, remove gender pay disparities and improve progression for women. These actions should be checked regularly throughout the year to ensure progress continues and improvements stay on track.
Why Sustained Action Matters More Than One-day Initiatives
Employers should use International Women’s Day as a checkpoint, rather than a day to concentrate all efforts. This ensures that momentum to address disparities continues beyond 8 March 2026. Culture change can be reshaped through daily behaviours and repeated habits. Ingrained bias is complex, necessitating ongoing training, change of organisational structures and regular reviews. Annual gestures can raise short-term awareness but cannot resolve embedded bias. Real progress requires genuine commitment across the whole organisation and sustained effort over time.