Gender Pay Gap Report 2019 - RSA Insurance Group

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Gender Pay GapReport 2019

Gender Pay Gap Report 201902About RSAA welcoming, diverse andinclusive culture is an importantelement for RSA in our missionof high performance and oneI am personally committed to.By focusing on increasing ourappeal to talented women, weare increasing their representationat senior levels. Over time thiswill help us to make furtherprogress in reducing ourGender Pay Gap.12,958RSA headcount across our UK &International, Canada and Scandinaviabusinesses, as at 31st December 2019Employees in our main UK operatingcompany, Royal & Sun AllianceInsurance plc, as at 5th April 2019Gender split of Royal & Sun Alliance Insurance plc employees (at 5th April 2019)WomenStephen HesterGroup Chief Executive5,18656%Men44%

Gender Pay Gap Report 201903Pay and Bonus GapPay QuartilesThe information presented below relates to employees of Royal & Sun Alliance Insuranceplc and is calculated in line with the government regulations.Median20192018Mean201720192018The following charts illustrate the percentage of men and women at Royal & Sun AllianceInsurance plc within four equally sized pay quartiles as at 5th April 2019.Lower MiddleLowerUpperUpper Middle201733.5%36.4%Gender Pay GapBased on hourly ratesof pay as at 5th April29.0%29.7%29.7%31.7%33.6%33.0%Bonus Pay GapBased on bonusespaid in the 12 monthsup to 5th rtion of employeesreceiving bonus payA slightly higher proportion of women than men received bonus pay in the 12 month period upto 5th April 2019 at Royal & Sun Alliance Insurance plc. Employees at all levels of seniority areeligible for bonus pay, subject to being employed by RSA during the relevant performance periodand achievement of stretching performance targets. These percentages are slightly higher thanthe 2018 figures (92.1% of women; 90.1% of men) and are very similar to the 2017 figures(93.6% of women, 92.3% of men).38.3%61.7%Prior Year Data for 8%Please see overleaf for an explanation of the comparison between 2019 andprevious years.In addition to Royal & Sun Alliance Insurance plc, RSA Group has a number of other operatingentities in Great Britain, employing a further 26 employees. These employees are not includedunder Government regulations on Gender Pay Gap disclosure. If we include all RSA companieswith employees based in England, Scotland and Wales, our Mean Pay Gap is 33.2%, our MedianPay Gap is 29.1%, our Mean Bonus Gap is 83.0% and our Median Bonus Gap is 33.0%.51.3% 837.5%62.5%Women201736.8%63.2%MenThe gender pay gap is a measure of the difference between the average earnings for menand women. This is not the same as equal pay. We undertake annual equal pay audits,consistent with ACAS and Equality and Human Rights Commission (EHRC) guidance.We are confident that there are no underlying systemic equal pay issues between menand women at Royal & Sun Alliance Insurance plc for the same or similar work.93.5%92.7%of women receiveda bonusof men receiveda bonus

Gender Pay Gap Report 2019Why do wehave a paygap at Royal& Sun AllianceInsurance plc?04Royal & Sun Alliance Insurance plc(as at 5th April 2019)ManagementGroupTeam Managers,senior technical& specialistsCustomeroperations,technical& businesssupport36%Our analysis shows that ourgender pay gaps are predominantlydriven by the shape of our workforce,in particular:1,24871%194 We have fewer women than menin senior management roles. Ourworkforce is predominantly female(56%, same as in 2017 and 2018)however there are fewer women inour Management Group roles (seebelow 29%). However, this hassteadily increased from 25% in2017 and 27% in 2018.58%845 Mean and median pay gaps have continued to improve. Thiscan be explained by more women in the upper pay quartile andless women in the lower pay quartile than in 2018. Mean and median bonus gap both worsened compared to 2018.However, 2018 was an ‘anomaly year’ due to the non-payment ofannual bonuses to UK Management Group Employees as 2017performance in the UK had fallen short of our targets. The significant increase in the median bonus gap can thereforebe explained by the Annual Bonus plan pay-outs to UK and GCCemployees in the 2019 reporting period. The Management Grouppopulation, who are eligible for larger bonuses, contains a highnumber of men. However, this figure has improved compared to2017 reported data.42%29%Understanding thepay and bonus gapcomparison between2019 and previous years: The increase in the mean bonus gap can be explained by theAnnual Bonus plan pay-outs and the increased vesting of PerformanceShare Plan awards in the 2019 reporting period. These were grantedto senior managers to reward performance over the longer term.The majority of the recipients were male, reflecting the seniormanagement group at the time the awards were made three yearsago. As we continue to increase the number of women in seniorleadership roles and apply a gender lens to remuneration decisions,we will expect this gap to reduce.61780 This is reflected in our pay quartiledata, where 38.3% of employeeswithin the highest paid quartileare female. Again, this is steadilyincreasing from 36.8% in 2017and 37.5% in 2018. As per previous years, a higher proportion of women than menreceived a bonus. Reported bonus pay also includes recognitionawards. Both proportions increased in this reporting period, whichcan be explained by the pay-out of bonus plans to UK ManagementGroup employees. There are more women than men inour junior roles, such as customeroperations, technical and businesssupport.64%WomenMen2,202

Gender Pay Gap Report 201905What actions are we taking toreduce the Gender Pay Gap at RSA?At RSA, our vision is to create an inclusiveworkplace where everyone can bringtheir best selves to work. We do this bybuilding diversity across all levels of ourorganisation and creating an inclusiveculture which attracts, encourages andis strengthened by diverse perspectives,establishing the best foundation to serveour customers. Because our GenderPay Gap is predominantly caused by theshape of our workforce, the actions weare taking to reduce the Gender Pay Gapare focused on increasing the number ofwomen in senior roles at RSA.In the last twelve months, we have madevery good progress in relation to the Diversityand Inclusion (D&I) agenda, particularlyin building an inclusive culture. We havemade excellent progress in relation toour external reporting commitments (theWomen in Finance Charter and HamptonAlexander Review), which both assess thegender diversity in our senior population.This is our key area of focus and there hasbeen a lot of attention on ensuring womenhave the opportunities and support toprogress to senior levels at RSA, alongsidegreater robustness and rigour in applying agender lens to our remuneration and peopleprocesses. The foundations of the rightactions and processes are now in place andare receiving careful scrutiny and review.However, these actions will take time toclose the Gender Pay Gap.Our Diversity and Inclusion Council providesgovernance for RSA’s D&I activity. The GroupCouncil reviews gender representationstatistics every quarter and overseesprogress in each region against RSA’s D&Istrategy.RSA signed HM Treasury’s ‘Womenin Finance Charter’ in 2017, throughwhich the Group was committedto achieving 33% representation ofwomen in Management Group globallyby 2020. As at 31st December,we had exceeded our target andachieved 34.6% of women in oursenior management population.RSA is committed to meeting therecommendations of the HamptonAlexander review by achieving the33% target for women on boardsand in leadership teams of FTSE350companies by 2020. Group-widegender data was last provided to theHampton Alexander Review in July2019. The proportion of women inour leadership team was 30.1% (asat 30th June 2019). Again, we havecontinued to make progress and ourlatest data (effective year end 2019) is35.9%. Female representation on ourGroup Board is 33.3%.We also ran a ‘RewritingTheRules’ postercampaign, designed to challenge the ‘rules’of how female strengths are perceived –specifically the language that is stereotypicallyused to describe women but wouldn’t beattributed to their male counterparts. Wehighlighted the following words and providednew, more positive alternatives:In March, RSA celebrated InternationalWomen’s Day in all our regions globally torecognise and celebrate the achievements ofwomen and to support the call to action forgender equality. “Confident, not aggressive”We participated in the City of Londonnetworking breakfast at the Guildhall, insupport of Refuge, a charity which supportswomen and children who experiencedomestic violence. “Emotional intelligence, not justemotional”In support of the #BalanceForBettertheme, we showcased role models fromacross our UK business who embracegender balance. Our inspiring storiesincluded: senior women sharing adviceabout progressing to the top; balancing workas working parents; senior leaders workingpart time; and men and women promotinggender balance from the top. “A leader, not bossy” “Working parents, not just workingmothers”In support of our commitment to genderbalance, we also recognised InternationalMen’s Day in November. Our theme focusedon ‘rewriting the rules of masculinity’,highlighting that ‘it’s okay not to be okay’.We arranged a special talk with a positivemale role model who champions well-beingand self-care in the workplace. A video ofthe talk was shown across our sites. Weare continuously looking at ways to betterengage men in gender diversity discussions.

Gender Pay Gap Report 201906Recruitment ofdiverse talentDeveloping andpromoting diverse talentWhen recruiting for senior roles in our UKbusiness, we set a minimum proportion offemale candidates. For 2019, this was 40%of the candidates on the shortlist. 80% of theroles we advertised met this target. For 2020,we have increased to a stretch target of 50%female candidates on shortlists and we havean appropriate follow up process in place forthose roles where the shortlist does notmeet the gender target.We are increasing the number of womenwho are suitable candidates for senior rolesthrough development activities:We have worked in partnership with therecruitment agencies we use and havere-stated our D&I objectives andexpectations.We have removed gendered languagefrom our job advertisements to addressany inadvertent bias.We now have 300 employees (100 morethan last year) undertaking an apprenticeshipfunded via our Apprenticeship Levy in areassuch as Insurance, Leadership, ProjectManagement, Digital, HR and Finance.44% of our apprentices are female andthey are aged between 18 and 61.We offer College Leaver programmes in fiveof our UK locations – Chelmsford, Halifax,Peterborough, Liverpool and Manchester.These apprenticeships provide a realalternative to a university education forcollege leavers of both genders. They areentry talent programmes for a variety ofcareer options in insurance.Our finance Graduates based in Liverpooland London also join a Masters levelApprenticeship to become qualifiedchartered accountants. We provide leadership skills developmentat all levels of leadership, to enable bothgenders to progress their careers.Examples include: Our “Accelerate” talent programmeprovides development opportunities forour talent with potential to move intosenior roles and we ensure a minimum50% female participation. Our datashows this is improving promotion rates. Our “Stepping Stones” programmefast tracks our most junior talent toequip them with skills and knowledgeto progress into junior leader roles.This enables career progression forboth genders.Unconscious bias training We participate in the 30% Club Mentoringprogramme, with 20 mentoring partnershipsfor women below management level.The roll-out of inclusive leadership andunconscious bias training across all ourregions forms an important part of ourD&I strategy, supplemented by embeddingthe unconscious bias learnings into ourpeople processes. We continue to support the GenderInclusion Network (GIN) throughsponsorship and colleague involvement.GIN is an industry-wide group focusingon driving gender balance and providingnetworking opportunities.In the UK, our unconscious bias trainingwas branded internally as “BuildingInclusive Cultures training”. This is beingrolled out to all people leaders, with 78%having attended face to face workshopsso far. Overall feedback has been positive,RSA participated in the Chartered InsuranceInstitute’s “Insuring Women’s Futures”Flexibility Working Group. This was avoluntary, market-led programme intendedto improve women’s financial resilience.The manifesto was launched in November.with awareness of what unconsciousbias is increasing from 30% to 95%and confidence to challenge behaviourcreating exclusion increasing to 90%.The next stage will be to look at how weembed and continue the learning beyondthe classroom by using ‘nudges’ toinfluence behavioural change, for example,during the performance review process,reminding leaders of the biases that canpotentially arise with suggestions on howto mitigate them.

Gender Pay Gap Report 2019Support forWorking ParentsWe recognise that family friendly policies helpto remove barriers for those with parentingor caring responsibilities, and those who arethinking about starting a family and help tocreate an environment where parents cantake parental leave and still have a successfulcareer, regardless of gender. We alsorecognise the importance of transparency ofthese policies, including to potential applicantsas well as existing employees. We thereforesupported campaigns by the Associationof British Insurers and Mumsnet for greatertransparency and have voluntarily publishedall our parental policies online, ahead of theoutcome of the Government’s consultationon this matter. We recently improvedour support for working parents and areimplementing a whole suite of provisions tobetter support working parents. This includesthe introduction of paid time off for fathers toattend ante natal appointments, paid time offfor fertility treatment, extension of maternity/shared parental leave if a baby is bornprematurely and needs to remain in hospital,paid compassionate leave in the event of amiscarriage and better signposting of supportfor employees.Additionally, following a successful pilot, weare implementing a buddy programme forindividuals going on parental leave, aimed atproviding additional support for those going onleave and whilst on leave, and facilitating aneffective return to work.For our UK Management Group employees,we have also introduced a facility provided bythe specialist organisation My Family Care tohelp find suitable childcare or eldercare whenusual arrangements break down or last minuteprovisions are needed.07Flexible Ways of WorkingAt RSA we aim to take a flexible approachto how our employees work. We understandthat current and potential future employeeswill have responsibilities outside of work whichput demands on their time. Offering a rangeof flexible working options is one of the waysin which we can try to help our employeesachieve the work/life balance which is rightfor them. In parts of our UK business, weare piloting the advertising of roles as ‘happyto talk flexible working’, aimed at improvingthe conversation about flexible workingopportunities for potential applicants. Whilstour approach to flexible working applies toeveryone, we know that in order to addressthe Gender Pay Gap, it’s important thatwomen in particular don’t have to choosebetween family or career.EmployeeResource GroupOur UK gender based employee resourcegroup is called RSA Balance. The missionof the group is to “Drive and sustain genderbalance at all levels of the organisation, tobetter represent and serve our customersand make RSA a fulfilling place to work.”A variety of personal development sessionshave been facilitated by the group, ontopics such as: managing your inner critic;owning your strengths; using stories towin over others; how to do twice as muchwith your time; and negotiation skills. Wereceive excellent feedback on the peer-topeer learning environment created throughthese sessions, which involve discussions ondevelopment topics affecting all genders.Creating aninclusive workplaceGender is one aspect of our Diversity &Inclusion vision. During 2019, employeesacross RSA raised awareness of the valueof wider diversity and inclusion within ourorganisation. RSA was a proud sponsor of the Dive InFestival, a pan-insurance initiative focusedon inclusion. The vision is for the insuranceindustry to be recognised as a progressiveindustry where workplaces create a levelplaying field for talent and attract the verybest people. RSA hosted events on socialmobility, mental health and the positiveimpact of inclusion. During the summer RSA participated in Pridecelebrations. We sponsored SunderlandPride and participated in marches inLiverpool, Manchester and London. For the second time, we celebrated‘Inclusion Week’ in September, highlightinginclusion role models throughout the week. We have signed up to The Valuable 500disability pledge and recognised WorldMental Health Day with a podcast onpersonal resilience and International Dayof Persons with Disabilities, celebrating thework we are doing with our customers.Employee feedback has been highly positive,and we believe these activities, alongsidemany other regional-led initiatives, havesignificantly contributed to the creation of aninclusive culture at RSA.

Gender Pay Gap Report 201908We recognise that the genderpay gap is a long-term issue andactions will take time to have animpact on the figures we report.We are confident in the stepswe are taking and in themonitoring we have in placeto track their effectivenessand identify opportunities foradditional actions.DeclarationI confirm that the information and data provided isaccurate and in line with mandatory requirements.Stephen HesterGroup Chief Executive

Gender Pay Gap Report 2019 03 Pay Quartiles The following charts illustrate the percentage of men and women at Royal & Sun Alliance Insurance plc within four equally sized pay quartiles as at 5th April 2019. The gender pay gap is a measure of the difference between the average earnings for men and women. This is not the same as equal pay.

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