Big Potato Games is committed to being a place where everyone - regardless of background, identity or lived experience - can flourish and thrive. That commitment shapes our workplace, our community, and the games we make.

This applies to how we hire, develop, pay and support our people. It applies to how we design, write and illustrate the games we make. And it applies to how we work with the suppliers, partners and communities around us.

We will publish this plan and report on our progress against it every year. Accountability for this commitment sits with the Big Potato Executive Board.

We make games for big moments, little get togethers, time on the beach, train journeys, tea breaks, moments where people can connect and be themselves. We believe games are for everybody, so the company that makes them should work for everyone too.

Publishing this is partly about holding ourselves to it. It’s easy to write a good statement and quietly not do very much. A plan with dates on it, out in public, is harder to ignore — and it lets the people we hire, the people who play our games and the people we work with see exactly what we’ve said we’d do.

We’re a B Corp. Part of that is being honest about the gap between where we are and where we want to be. You’ll find that gap further down this page.

Every year we ask our team, voluntarily and anonymously, about who they are. In 2025, 50 of our roughly 60 person team took part, a response rate of 83%

• 58% of our team are women, and 4% are non-binary
• 28% identify as LGBTQ+ or chose not to disclose
• 26% have caring responsibilities
• 24% have a health condition or disability
• 16% identify as neurodivergent
• 10% from Ethnic backgrounds

Two things this told us. Our team has a much higher proportion of neurodivergent and disabled colleagues than we’d assumed, which changed how we think about communication, policy and accessibility. And while women make up more than half our team, they were under-represented in our most senior and highest-paid roles - which was the main driver of our gender pay gap, rather than unequal pay for the same work. We also highlighted that employees from Ethnic backgrounds are under-represented compared to our community surveys.

We’ve reduced the gender pay gap at leadership level by 16.5 percentage points.

Since our data showed a high proportion of our team as Neuro Divergent, we undertook Neuro Inclusion training and Conversations That Matter training for all managers at Big Potato.  We continue to build an environment where our team flourish and thrive by working a 4-day week, and continuing to measure this through our Flourish & Thrive employee survey, currently scoring and NPS of 69% -  rated “excellent

We’ve committed to eleven actions across three horizons. Four are done. Seven are underway or scheduled.

Done

1. Publish this commitment, signed off by our Executive Board
2. Write and publish an inclusive language guide for everyone at Big Potato
3. Review and reissue our people policies through an inclusion lens
4. Enhance paid leave beyond the legal minimum, including fully paid carers leave
5. Continue to give back through talent outreach, charity partnerships.
6. Create an environment where people can Flourish and Thrive 

Underway - by 2029

1. Bring our hiring process up to standard on all four inclusive hiring practices to increase people from ethnic backgrounds underrepresented at Big Potato. . 
2. Employee Benefit Trust launched in March 2026, and 70% of eligible staff already take part on the way to a 90% target.
3. Make our internal communication tools meet WCAG AA accessibility standards
4. Make our website, apps and social media meet WCAG 2.1 AA, verified by external audit
5. Publish this plan and our progress against it every year

Committed - by 2031

1. Launch a formal mentorship and sponsorship programme, open to everyone
2. Build on our existing Supplier Code of Ethics to track supplier diversity specifically, alongside our current spend coverage target
3. Build a framework for assessing how inclusive our games are, and apply it

We’d rather say this plainly than leave it out.

We measure ourselves against two communities: the UK games industry, because that's the sector we’re closest to, and Islington, because that's where our office is based. Our Executive Board doesn't yet reflect the diversity of Islington, our local community, particularly on ethnicity, and that's where we have furthest to go. Against the UK games industry, a sector that itself starts from a lower bar on gender and LGBTQ+ representation, we're closer. We've been deliberate in some areas: we've appointed women into senior roles, appointed people with caring responsibilities at leadership level. We haven't yet formally measured leadership against either benchmark, so this is our best current read, not a confirmed figure. We'll publish that measurement, and what we're doing about it, by 2028..

Shared Parental Leave is still paid at the statutory rate, while maternity and adoption leave are enhanced. That’s an inconsistency we’ve identified and flagged for our next policy review.

We don’t yet have employee resource groups. We’ve asked the team whether they’d want them and we’re working out the right shape.

Our product inclusivity work is real but undocumented. We take feedback from groups inside the business, from customers and from distributors, and we change games as a result. We’re also in discussions with Good Form as an independent sensitivity consultant on selected titles. What we haven’t done is write the process down properly, which is what we’re doing next.

Accountability for this commitment and this plan sits with the Big Potato Executive Board. Day-to-day responsibility sits with our Head of People.

The plan is reviewed by the Executive Board every quarter, and refreshed in full once a year. Everyone at Big Potato can read the full version, including the internal detail, at any time.

If you want to talk to us about any of this - whether you work here, play our games or work with us - email qanda@bigpotato.co.uk.

Last updated: September 2026

Next review: December 2026