BACK
We aspire to be a destination employer in our industry. This can’t be attained without acknowledging the invaluable role our communities play in our success. Our responsibility extends past the walls of our offices, so we paid our thanks forward by completing 426 hours in local charities and community groups, including Oxfam, Martin House and Candlelighters. We also offer employees the chance to give back to the causes they care about through our payroll charitable giving scheme. It allows tax-efficient and HMRC approved donations from gross pay before income tax is applied.
Investment in our people is not just a social responsibility; it is a privilege. Our electric car leasing and cycle-to-work schemes make environmentally conscious choices more accessible and give our employees more choices on how they commute to work.
Our investment in people extends beyond their work lives. The Salary Finance initiative offers every IDHL team member access to smart financial education, pay advances and loans, as well as salary-based savings. We care about the financial wellbeing of our employees as individuals and are committed to providing full transparency and flexibility regarding pay support financial health and stability.
Our commitment to social responsibility is also carried forward to our work with clients. We have positioned ourselves as an industry authority on digital accessibility ahead of the EU law change in June 2025, guiding businesses to create digital products that are accessible for consumers with disabilities. We are proud to be partnered with national charity Pennies, where we’ve developed a plugin for eCommerce clients that can be integrated at checkout and used to generate funds for their chosen charities. Since its creation, the plugin has facilitated over 235 million transactions, generating much-needed funds for a broad spectrum of charitable causes.
Paying our thanks forward
of UK agencies are entirely white in personnel
Female marketers are paid
less than their male counterparts
of people in the UK live in relative poverty
Becoming a Living Wage Employer and accredited by the Real Living Wage Foundation is a milestone achievement for us. With approximately 17% of people in the UK living in relative poverty, this accreditation is significant in our mission to offer fair compensation for all and ensuring every IDHL member earns enough to meet the cost of living.
The gender pay gap continues to present a persistent challenge in digital marketing. On average, female marketers are paid 16% less than their male counterparts and their representation in senior roles remains limited. We are proud to have a median gender pay gap figure below the national average, standing at 10.68%. While this average is not nearly as low as it should be, for a workforce made up of 52% women, it is an encouraging jump in the right direction. As part of our global promise to Accelerate Action, we will continue to do everything we can to tackle structural inequalities that limit women from senior positions and equitable pay.
Additionally, our Social Impact Plan is focused on addressing the underrepresentation of minority ethnic groups within the marketing industry. Recent studies show that 43% of UK agencies are entirely white in personnel. To combat this, we have developed a comprehensive 3-year DEI strategy with an external expert consultant, planned to launch in 2025. With the support of our external experts and insights gathered from our engagement survey, we are laying the groundwork for meaningful progress and maximise corporate value for all.
Fairness and Equity: A work in progress
Personal well-being is the key to professional success and the wellbeing of our people is directly linked to the health of the business. Data shows that achieving a healthy work-life balance is now more important than pay and benefits for 65% of employees and is among the main reasons behind job changes. To help our teams better navigate their personal lives, whether that is with physical and mental health or crises at home, we have introduced a range of new policies.
Flexible and hybrid work opportunities give our people more control over their schedules, making it easier to manage their responsibilities outside of the office. For life’s more challenging moments, we offer private healthcare with Bupa UK and our Time 4 You initiative - paid days off allocated to prevent burnout and give staff the chance to recharge. To support growing families within the workplace, offering enhanced maternity, adoption and paternity benefits.
One of our key initiatives is the IDHL Talent Development programme, which has already seen strong participation. With 65% female representation in our first two cohorts, we are taking important steps to break down barriers in a traditionally male-dominated industry. Meanwhile, apprenticeship programmes support the skill development of colleagues starting a career at IDHL, as well as opening up new opportunities for growth.
Supporting well-being and development
Working in an ethical manner and contributing to positive social change is a responsibility we take seriously so our social impact plan is not an afterthought. It reflects the way we do business and is guided by IDHL core principles: ownership, teamwork, growth, ambition and ingenuity. These values are more than just words – they guide every interaction, every decision and every relationship we build.
We’re proud of the progress we have made in 2024, but we understand that the journey toward a more inclusive, fair and supportive workplace is ongoing. Last year, we launched our first employee engagement survey to get a better grasp on the needs of our employees. This project was an overall success, having received an 81% completion rate and 75% in overall engagement, whilst highlighting areas of focus and improvement.
With the One IDHL framework now in place, we have the stability and reliability required to optimise the capabilities of our people and affiliates as we humbly learn, evolve and drive meaningful change.
People are our greatest asset at IDHL. Not just those within our teams, but the wider community we operate within – our talent pool, our partners and the locality where we live and work. As a people-centric organisation, our aim of creating an equitable, supportive environment forms the foundation for all our social impact efforts, both in 2024 and the years ahead.
Social
2.0
BACK
Our investment in people extends beyond their work lives. The Salary Finance initiative offers every IDHL team member access to smart financial education, pay advances and loans, as well as salary-based savings. We care about the financial wellbeing of our employees as individuals and are committed to providing full transparency and flexibility regarding pay support financial health and stability.
Our commitment to social responsibility is also carried forward to our work with clients. We have positioned ourselves as an industry authority on digital accessibility ahead of the EU law change in June 2025, guiding businesses to create digital products that are accessible for consumers with disabilities. We are proud to be partnered with national charity Pennies, where we’ve developed a plugin for eCommerce clients that can be integrated at checkout and used to generate funds for their chosen charities. Since its creation, the plugin has facilitated over 235 million transactions, generating much-needed funds for a broad spectrum of charitable causes.
We aspire to be a destination employer in our industry. This can’t be attained without acknowledging the invaluable role our communities play in our success. Our responsibility extends past the walls of our offices, so we paid our thanks forward by completing 426 hours in local charities and community groups, including Oxfam, Martin House and Candlelighters. We also offer employees the chance to give back to the causes they care about through our payroll charitable giving scheme. It allows tax-efficient and HMRC approved donations from gross pay before income tax is applied.
Investment in our people is not just a social responsibility; it is a privilege. Our electric car leasing and cycle-to-work schemes make environmentally conscious choices more accessible and give our employees more choices on how they commute to work.
Paying our thanks forward
of UK agencies are entirely white in personnel
Female marketers are paid
less than their male counterparts
of people in the UK live in relative poverty
Becoming a Living Wage Employer and accredited by the Real Living Wage Foundation is a milestone achievement for us. With approximately 17% of people in the UK living in relative poverty, this accreditation is significant in our mission to offer fair compensation for all and ensuring every IDHL member earns enough to meet the cost of living.
The gender pay gap continues to present a persistent challenge in digital marketing. On average, female marketers are paid 16% less than their male counterparts and their representation in senior roles remains limited. We are proud to have a median gender pay gap figure below the national average, standing at 10.68%. While this average is not nearly as low as it should be, for a workforce made up of 52% women, it is an encouraging jump in the right direction. As part of our global promise to Accelerate Action, we will continue to do everything we can to tackle structural inequalities that limit women from senior positions and equitable pay.
Additionally, our Social Impact Plan is focused on addressing the underrepresentation of minority ethnic groups within the marketing industry. Recent studies show that 43% of UK agencies are entirely white in personnel. To combat this, we have developed a comprehensive 3-year DEI strategy with an external expert consultant, planned to launch in 2025. With the support of our external experts and insights gathered from our engagement survey, we are laying the groundwork for meaningful progress and maximise corporate value for all.
Fairness and Equity: A work in progress
Personal well-being is the key to professional success and the wellbeing of our people is directly linked to the health of the business. Data shows that achieving a healthy work-life balance is now more important than pay and benefits for 65% of employees and is among the main reasons behind job changes. To help our teams better navigate their personal lives, whether that is with physical and mental health or crises at home, we have introduced a range of new policies.
Flexible and hybrid work opportunities give our people more control over their schedules, making it easier to manage their responsibilities outside of the office. For life’s more challenging moments, we offer private healthcare with Bupa UK and our Time 4 You initiative - paid days off allocated to prevent burnout and give staff the chance to recharge. To support growing families within the workplace, offering enhanced maternity, adoption and paternity benefits.
One of our key initiatives is the IDHL Talent Development programme, which has already seen strong participation. With 65% female representation in our first two cohorts, we are taking important steps to break down barriers in a traditionally male-dominated industry. Meanwhile, apprenticeship programmes support the skill development of colleagues starting a career at IDHL, as well as opening up new opportunities for growth.
Supporting well-being and development
Working in an ethical manner and contributing to positive social change is a responsibility we take seriously so our social impact plan is not an afterthought. It reflects the way we do business and is guided by IDHL core principles: ownership, teamwork, growth, ambition and ingenuity. These values are more than just words – they guide every interaction, every decision and every relationship we build.
We’re proud of the progress we have made in 2024, but we understand that the journey toward a more inclusive, fair and supportive workplace is ongoing. Last year, we launched our first employee engagement survey to get a better grasp on the needs of our employees. This project was an overall success, having received an 81% completion rate and 75% in overall engagement, whilst highlighting areas of focus and improvement.
With the One IDHL framework now in place, we have the stability and reliability required to optimise the capabilities of our people and affiliates as we humbly learn, evolve and drive meaningful change.
People are our greatest asset at IDHL. Not just those within our teams, but the wider community we operate within – our talent pool, our partners and the locality where we live and work. As a people-centric organisation, our aim of creating an equitable, supportive environment forms the foundation for all our social impact efforts, both in 2024 and the years ahead.
Social
2.0