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    Established in 1902, in the small Queensland country town of Crows Nest, Ray White has evolved into Australasia's most successful real estate business, now approaching 1,000 individual offices in Australia, New Zealand and South East Asia. Last year, the Ray White network sold around $77 billion worth of property largely through its franchised businesses. The Ray White Group today is still family owned and led spanning residential, commercial and rural property as well as property management and property funds investment.

    As a fourth generation family-run business, the White family, as custodians of the Ray White brand are committed to promoting equality and fairness in the workplace, we want to address the issue of the gender pay gap and reaffirm our commitment to reduce any gender pay gap in our workforce.

    At Ray White, we firmly believe in creating an inclusive and diverse work environment where all employees are treated with respect and provided with equal opportunities for growth and success.

    Understanding the gap

    It is important to reiterate that we don’t pay people differently based on their gender. The identified gender gap is as a result of the lower proportion of females currently in senior leadership roles and a higher proportion of females in what is categorised as administrative or support roles. This is reflected in our pay quartile table below:

    The Ray White Group is a family business, and all members of the Board are family members and the Chief Financial Officer (CFO). Given that all family members that are active in the business are male, the board is 100% male. In reality the board is essentially family figureheads and Dan White, Managing Director, states “the important day to day decisions which impact the business, our people and our members are not made at Board level, they are made by the Market CEOs and the rest of the Senior Leadership team situated in the business”.

    Ray White retains a flat organisational structure, however, in lieu of a more hierarchical structure we have a heavy breadth of top bench executives. Of our 24 top executives 5 are female.

    While we are not in the position to increase the female ratio of our KMPs until future generations of the White Family enter the business, our workforce composition data indicates we have increased the number of female managers in the last reporting period over the previous period (43% V 36%) and that in comparison to industry data of gender composition by role, Ray White has higher numbers of females in management positions than industry standard.

    It is important to note that any reported pay gaps are not influenced by gender: rather it reflects an employee's experience, their work classification i.e. part-time and how long employees have been in their roles, as well as the market salary for such roles in the wider industry.

    While we maintain a focus on increasing the number of women in senior positions within our business, we also strive to have the most talented people in roles regardless of gender.

    Actions and Strategies

    We understand that addressing the gender pay gap requires a comprehensive approach that involves multiple strategies and initiatives across the business, with the sponsorship of the Board as well as Senior Leaders. As part of our commitment to addressing the gender pay gap, we are taking the following measures:

    • Equal Pay for Equal Work: We adhere to the principle of equal pay for equal work. We ensure that employees who perform the same roles and have similar levels of experience, skills, and qualifications receive equal remuneration, regardless of their gender.

    • Flexible Work Arrangements: We offer flexible work arrangements, such as remote work options, flexible hours, which help support work-life balance and provide opportunities for women to remain in or advance their careers.

    • Fostering a Culture of Equality: We cultivate a culture that values and promotes gender equality at all levels of the organisation. This involves challenging gender stereotypes, promoting diversity and inclusion, and ensuring that all employees have equal access to opportunities, resources, and benefits.

    We understand that this is a long-term process however Ray White will continue to build upon these strategies. We are committed to making continued progress.

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