Career Mobility at Multiverse: FY25 Update

We partner with over 1,500 of the world’s leading companies to build the critical skills their people need for the future, focusing on the AI, data, and technology capabilities that drive transformation. We believe this is the most direct path to unlocking both business growth and profound economic opportunity for people.

Our mission is brought to life internally through our Career Mobility strategy. It’s our commitment to our own team, built on the same principles we champion externally. Career Mobility is how we drive high-performance, create clear development pathways, and enable Multiversers to become their most AI-enabled selves.

When we launched our Career Mobility strategy, we identified gaps in our approach to Diversity and Inclusion. As a result, our focus in 2024-2025 was mastering the tactical layer - specifically, further improving our performance and development ecosystem, and strengthening our culture of belonging.

Career Mobility represented an evolved approach, where equitable principles were embedded into our people strategy, instead of existing alongside it - to improve outcomes for all employees, including those from under-represented backgrounds, as a result.

For 2025-2026, we’ve simplified our framework to focus on two pillars, Empowered Careers and Empowered Culture.

We focus primarily on collecting data related to characteristics which are protected under the law. As a result, our current focus areas are gender, ethnicity, disability (and neurodiversity), sexuality, religion and belief, and age. We also collect additional data including socio-economic status (social mobility), armed forces status and history, and parental and caregiving status because we believe this data is important in assessing our policies, processes, and benefits. The data in this report is a reflection of Multiverse as of July 2025.

49% of our population identify as women, surpassing the 29% of women in the UK tech(opens new window) sector, and 28% of women in US tech(opens new window).

We know that one of the key drivers of our gender pay gap is representation of women at Director and above levels. 45% of our Director+ employees identify as women and 50% of our external hires at this level were women in FY25.

Since April 2024, we have appointed a new COO, CFO, both of whom are women, and appointed our Chief of Staff & Chief Performance Officer to the C-Suite team. This means our Executive team is currently gender balanced, which is something we are proud of. To put this in context, women occupy 43% of board positions and 35% of Leadership roles at the FTSE 350 level (source).(opens new window)

56% of our global employees identify as White, compared to 68% in April 2024 - while 26% of employees identify as being from an underrepresented ethnic background vs 32% in April 2024. We attribute these shifts being primarily due to new joiners not completing our voluntary HRIS survey - something which we’re actively working to improve.

Despite this, we remain in-line with the UK Tech industry, where 25% of employees identify as being from an under-represented background. 7.5% of our employees identify as Black, compared with 5% in UK tech(opens new window), however 9% of our employees identify as Asian which is below the 18% average in UK tech(opens new window).

Our hiring data shows that our employee base reflects the diversity of our applicant pool, and that there are no stages in our recruitment process where we see disproportionate drop-out rates.

We’re proud that 13% of our employees identify as LGBTQ+, increasing from 12% in April 2024.

A comparative data set for sexuality was unavailable.

Our declaration rate for disability has significantly improved since April 2024, meaning around 5% of our workforce identifies as having a disability (physical, mental health, or learning-related). While this is just below the average of 6% in UK Tech(opens new window), this has increased from 3% in our previous report.

Separately, almost 15% of our employees identify as neurodivergent. This is significantly above the 3%(opens new window) reported by UK Tech employers and is in line with the UK population figures(opens new window).

In our first Career Mobility report, we identified that our voluntary employee census did not capture the information we needed, and that the majority of our employees had not self-declared.

To address this, in 2024, we refreshed the voluntary diversity questions we ask employees, to ensure we were in line with best practice and only collecting relevant and useful data. We now ask 11 global questions, with 3 additional UK-specific and 2 additional US-specific questions. This was a rigorous process, involving external research and benchmarking, and consultation with employees.

At the same time as refreshing our question set, we launched Count Me In, a campaign which aimed to increase declaration rates by educating employees on why we ask these questions and sharing in detail how the data is used. In the two-week campaign period, our average declaration rate increased from 46% to 65% - a result we are incredibly proud of and hope to build on. Already, this campaign has positively impacted employees; for example, we have increased our UK paid secondary partner leave (paternity leave) from 4 weeks to 6 weeks for employees with over two years tenure, the business case for which was supported by Count Me In data.

We’ve also since aligned the voluntary questions we ask in the recruitment process to align with our new internal survey as well.

In line with our new mission of ‘equipping the workforce to win in the AI era’, we launched Lift All Boats in Q2 as part of our journey to enable every Multiverser to become the most AI-enabled version of themselves.

The first building block for this was Everyday AI, 90-minute interactive hands-on sessions, where the average attendee saves 4 hours/week on their work This session is built for those new to or experimenting with Gemini - no prior AI knowledge is assumed. Our expert coaches work with participants to show different prompting techniques and tailored use cases to help employees think about how they can start applying AI to their work.

This was followed by AI Skills Accelerator (AISA), a custom, 12-hour, 4 module AI course hosted in our Learning Platform and delivered by our expert coaches/instructors, as well as further Everyday AI sessions covering AI automations, NotebookLM and Advanced Gems. AISA was built for Multiversers looking to build their knowledge of AI, learn how to prompt effectively and understand how to implement data in their usage of AI and ultimately augment their ways of working at Multiverse.

To date (Oct ‘25), 537 and 184 Multiversers have taken part in Everyday AI and AISA respectively, with an average increase in Gemini usage of 24% above the rest of the business.

As well as equitable policies, processes, and practices, building an inclusive culture is a key focus for Multiverse because we know this enables and inspires our people to perform.

We currently have four ERGs:

Everyone is welcome to join our ERGs and participate in ERG initiatives, even if they do not identify as part of the community the ERG represents. MV ERGs have held 15 global events ranging from ‘Irrational Ways to Influence People’ to ‘The ABCs of LGBTQ+’, ‘A Fireside Chat with Financial Adviser and Author Bola Sol’ and ‘Championing Neurodiversity’.

Alongside events, ERGs have collaborated with the People team on key projects. Feedback from our Women@Multiverse ERG led to a complete refresh of our maternity leave process, including a new internal page with detailed checklists for employees and managers to use before, during, and after leave, as well as a new ticketing system to reduce pain-points for mothers and birthing parents.

We are continuing to embed Career Mobility further into our People team strategy, for example:

We believe that by driving systemic improvements over the long term, we can create lasting impact for our employees and win as a business. Career Mobility provides the structured, equitable framework we need to build an inclusive, high-performing and resilient organisation, which is truly AI-first.