Salary and Organisational Information

As of November 2020 , MVDC had 296 employees ( 260.48 full time equivalent employees). For up-to-date information about headcount please email

For more information about MVDC’s income and expenditure (including figures and forecasts), please visit the government website (

Senior Leadership Team Salaries



Salary range

Chief Executive


£ 108,356 - £120,977

Deputy Chief Executive/s151 Officer


£ 88,105 - £100,362

Monitoring Officer


£ 59,796 - £64,133

Strategic Lead for HR and OD


£ 59,796 - £64,133

Executive Heads of Service

4 FTEs

£ 72,329 - £81,648

Gender Pay Gap 2021/22

The Gender Pay Gap report is based on figures for the mandatory date of 31st March 2021.  The figures at just over 7.8% mean and 12.1% median, meaning women are paid 7.8%/12.1% less than men as a mean/median respectively, represent smaller pay gaps than across the economy as a whole.

Historic available data pertaining to neighbouring local government organisations demonstrates a wide range of Gender Pay Gaps – including those significantly higher than the gap for Mole Valley to negative statistics, which means there is a male Gender Pay Gap (where the hourly rate of pay for women, on average, is higher than for men). 

The root cause of gender pay gaps is very complex as there are many reasons why there are often more senior men than women in the workplace, and it will be directly linked to the type of workforce, which, in turn, will be influenced by the type of work available.   

With a small workforce of around 320 people (including contractors and casuals), Mole Valley has outsourced highly manual operations such as waste collection. Councils that retain these services and directly employ manual workers are more likely to pay men on average less than women and therefore have a negative pay gap. By contrast, upper tier authorities providing care services may find a large female gender pay gap. 

Data from March 2021 shows the proportion of women in each of the four quartiles is very similar, from the lowest paid to the highest paid. This demonstrates more women have progressed to the top quartile as compared to earlier years.

There is an increasing expectation on employers to offer flexibility so far as possible in order to accommodate different working patterns. This benefits all staff with caring responsibilities including men and therefore has the capacity to positively influence staff retention and size and quality of applicant pools when seeking to recruit. 

To enhance recruitment and retention the Council developed an Organisational Development Strategy. Enhancing the Council’s flexible work offering has been one of five priority areas within the Strategy.  This has been thoroughly “road tested” during the pandemic. When possible, working around lockdown restrictions, a new Hybrid Working Pilot is in place for which the majority of staff are eligible. This seeks to retain flexibility as to workplace so far as possible bearing in mind a range of factors including the type of work and overall business need.

The Council is committed to recruiting and retaining the best people, allowing them to flourish so they can perform at their best. Reviewing any impediments to this, in particular enhancing flexible work options, are included in ongoing management discussions with existing staff as well as those joining us.