Gender Pay Gap - Odgers Berndtson
Gender Pay Gap2019 Reportodgersberndtson.com1
IntroductionThis is the second Gender Pay Gap Report published byOdgers Berndtson. In line with government legislation, as anemployer with more than 250 employees, we continue to publishour gender pay gap analysis on an annual basis.For the first time this year, we also publish our own Gender PayGap Action Plan based on analysis of the drivers of our gender paygap in our business and outside. We recognise that our pay gapcan only be eliminated if we focus on increasing the number ofwomen in senior positions and if we nurture an environment whereeveryone can develop a successful career and we take pride inhelping our clients do the same.This action plan contains the ‘road map’ ahead on how we intendto narrow the gap. The senior leadership of Odgers Berndtsonis committed to ensuring that the relevant actions, training andsupport required to do this are delivered throughout the company.Unlimited isOdgers Berndtson’scommitment to inclusionand diversity. Read onto find out more.odgersberndtson.com2
2019 GENDER PAY GAPStatutory DeclarationWhat is the gender pay gap? The pay gap is the difference in pay between the averageearnings of all men and all women in an organisation, including performance-related pay. Thisis not the same as equal pay, which refers to paying a man and a woman the same amount forthe same work. The bonus gap is the difference in performance-related pay of all employedmen and women in an organisation.Figure 1: Odgers Berndtson’s gender pay gapMean payMedian payMean bonusMedian bonus(20.3% in 2017)(27.1% in 2017)(61.8% in 2017)(45.5% in 2017)20.3%25.7%Figure 2: Percentage of men and womenreceiving a bonus70.3%50%Figure 3: Pay quartiles – percentage of men and women ineach quartile of the basic pay rankingsWomen64%TopquartileUpper middlequartileLower %71%Men61%73%20182017Our gender pay gapcontinues to arise primarilybecause there are manymore women (129) thanmen (33) in the lower paidpositions (see Figure 3).These are primarily insupport roles as opposedto fee-earner roles wherethe base pay and bonuspotential is higher.There is a wider genderimbalance within supportroles. Although our overallemployee workforce is madeup of 72% women, 52% ofthese women work in supportroles, so we see more womenin the lower two quartiles.WomenIf we subdivide by job roles,over the last year our meanpay gap for fee-earners hasdecreased from 10.2% to6.2%. For our researcherpopulation, we have seen apay gap in favour of womenof 6.3%. Within our supportroles, the pay gap remainssimilar to last year at 3.8%.There are three primaryreasons for the increase toour bonus pay gap figures: There are more womenthat work part-time andtherefore receive pro-ratabonusesodgersberndtson.comMen Four of our femalefee-earners were onmaternity leave his year our highestTthree performance-relatedawards were to menAlthough there is nostatutory requirement toreport on LLP Partners, ourfemale Partner populationincreased from 37% to 40%and the mean pay gap was5.7% and the Partner meanbonus pay gap fell from14.2% to 2.4%.3
An inclusive cultureOdgers Berndtson is committed to creating an inclusive culture and working environment forall employees. This is an essential context for eliminating the gender pay gap: creating asupportive and inclusive culture enables the steps outlined in the action plan to flourish.In 2018, a range of initiatives were launched to help us better define our culture, promote adiverse and inclusive work-place and identify positive behaviours across the business.UNLIMITED: DEFININGOUR CULTUREThe Unlimited programme embodiesour commitment to continuousimprovement of inclusion andwellbeing in the workplace. It is ourphilosophy that inclusion and wellbeingallow our staff to do their roles withoutlimits, and therefore drive betterindividual and business outcomes.The programme fosters the unlimitedpotential of our clients, our candidates,our colleagues and our communities.THE ALLIES PROGRAMMEThe Allies programme was created in2018 as a means by which to ensureour unique ‘Unlimited’ culture is upheldand resonates across our geographiclocations. Allies are self-nominatedindividuals who believe all colleaguesshould experience equality, fairness,dignity and happiness at work. Alliessign up collectively and individually, totake responsibility and challengebehaviours. No change is too small,and every small change has acumulative positive effect on ourculture, making Odgers Berndtsonan open, happy and supportive placeto work. We are committed tochampioning the behaviours andvalues we believe in.BEHAVIOURSWe want to go beyond defining theculture we wish to embody in OdgersBerndtson in order to unleash thepotential of our people. Therefore, toprovide substance to our culture, wehave defined the behaviours weexpect for all colleagues and peoplemanagers. Our behaviours help usclearly define how we will focus ourenergy, ensuring that people know thedifference they are making, whilefeeling included, respected andsupported. We plan to run frequentcolleague surveys, where everymember of the Odgers team is able toshare their view on whether we areliving up to this ambition.CORPORATE SOCIALRESPONSIBILITYWe are incredibly proud of our CSRinitiatives. Employees across OdgersBerndtson engage in a number offundraising and awareness-raisingactivities to help support Alzheimer’sResearch UK, our current charitypartner, in its core mission. CSR isvital for creating an inclusive culturebecause it empowers staff acrossthe business to lead and participatein important initiatives that enablesocial responsibility, whilesimultaneously contributing tothe creation of positive and inclusivecorporate culture.odgersberndtson.com4
Gender Pay Gap Action PlanOdgers Berndtson set up a Gender Pay Gap Working Group in mid-2018to develop a Gender Pay Gap Action Plan which is launched alongside thisreport. After wide-ranging analysis, the Group highlighted the followingareas as the most important drivers of our gender pay gap.The Group established the key actions for further work.odgersberndtson.com5
GENDER PAY GAP ACTION PLAN:RecruitmentIt is a priority to ensure that our internal recruitment processes attractthe best candidates and are free from any barriers that prevent diverseshortlists from forming.Though we have much to beproud of in the way in whichwe recruit talented people,there is more we can do toensure we are able to bringthe best talent into the firm.We have made substantialprogress in hiring throughour intern programme, inwhich we have formed newpartnerships to help us accesstalent. We have moved to anew process that is basedupon assessment of skills andis blind to the CV.In the next year, we will takea number of steps to increasethe proportion of womenrecruited to senior roles inour business. We will reviewall our job advertisements,job descriptions and personspecifications to ensure thatthe content encouragespotential candidates to apply.We will press our supplierrecruitment agencies toensure they provide the rightoutcomes with regards todiversity.odgersberndtson.comWe will ensure theeffectiveness of diversitystatements on internalrecruitment literature.Unconscious bias training willbe mandatory for all staffrecruiting talent internally.Together, these elementsshould contribute toattracting more womeninto senior roles. We willactively encourage applicantsto submit equal opportunitiesmonitoring forms to track ourprogress more effectively.6
GENDER PAY GAP ACTION PLAN:PromotionAs we work to increase the number of women in senior positions,we must develop our promotion practices to enable more womento fulfil their potential.Despite the establishment ofa rigorous and independentpromotion process in thefirm, it will be a priority toensure that all of our teamare aware of, and feelconfident to apply, to theopportunities across thebusiness. This will involverepublishing jobdescriptions andcompetencies, andreviewing the mechanismsfor communicating thesedocuments. Our appraisalsystem will be developed tocontribute more effectivelyto the promotion processthrough the incorporation ofour new behavioursodgersberndtson.comframework, and we willensure the consistency andeffectiveness of PromotionPanels. We want toencourage mobility acrossour brands and widen theopportunities available to allemployees, establishing across-brand talentmanagement group.7
GENDER PAY GAP ACTION PLAN:Flexible workingThe ability to work flexibly is a key determinant in enabling the retentionof high potential women and men in the workforce. We want to normaliseflexible working across the business.Odgers Berndtson alreadyhas clear procedures forrequesting flexible workingarrangements and seeks toapprove these requestswherever possible. Asignificant amount ofinformal flexible workingalready takes place withinthe organisation.This enables our team towork more effectively thanmight otherwise be possible.We will obtain a moreholistic view of workingpatterns across thecompany. We commit toensuring a consistentapproach to flexible workingand, in close consultationodgersberndtson.comwith our business, we willexplore more flexibleworking arrangements suchas job sharing andintroducing acore hours approach tocontracted time. We arecommitted to improvingthe proportion of flexibleworkers in the company.8
GENDER PAY GAP ACTION PLAN:Carer leaveOne of the barriers to gender diversity at senior levelsis the impact a family can have on a woman’s career.We recognise theimportance of both personaland professional goals. Weunderstand the demandsthat caring for familymembers and dependantsregularly places on ourpeople. A review of familyleave provisions is alreadyunder way. We also committo reviewing the suite ofsupport provided to thoseodgersberndtson.comreturning from leave, aswell as measures aimed atsupporting those with caringresponsibilities. We arecommitted to being afamily-friendly employer.9
EMPOWERED EMPLOYEESJemma Terrystill work flexibly some of thetime and this allows me to doschool pick-ups twice a week.Additionally, I have takenshort periods of unpaidparental leave during the lastannual leave year to allow alittle more time with mychildren and balance out thedemands of not only leadingOB Wales, but giving backto the Welsh community –whether as a Council Memberfor CBI Wales and ThePrince’s Trust (Wales),Governor for the Universityof South Wales, or BoardTrustee for the Royal WelshCollege of Music and Drama.Jemma Terry is ManagingPartner and Founder of theOdgers Berndtson Walesoffice. She joined OdgersBerndtson in 2006 as aPrincipal Consultant and in2008 was asked to establishthe “new frontier” OdgersBerndtson Wales office. In2009, while pregnant with hertwins, Jemma was promotedto Partner, making her, at thetime, the youngest partner inthe business. As soon as shereturned to work after aten-month maternity leave,Jemma was offered and tookthe chance to become anequity partner. Jemmademonstrates thatopportunities for promotionare unlimited in the business,and she has been a trailblazerof flexible working.“While setting up the Walesoffice and living in Oxford,my ability to work flexiblyfrom home one day per weekhelped me to balance mycommitments. Now I am aworking mother of twins, Iodgersberndtson.com“Flexible working has enabledme to combine growing theOdgers Berndtson business inWales with the demands ofparenthood. In the last tenyears we’ve built an amazingbusiness in Wales, handlinghundreds of assignments. I’vegenerated increasing feerevenue over the last decade,and in return the business hassupported me really well. I getthe space to get on withdoing what I do.“The business has been verysupportive at all stages ofmy career, and this hasengendered massive trustand loyalty from me. Thefamily-friendly approach andcareer opportunities that Ihave experienced at OdgersBerndtson set it apart fromthe competition; this meansthere is no other big searchfirm where I’d rather be.I feel very privileged towork at Odgers Berndtson.”10
EMPOWERED EMPLOYEESChi Chi Tangduring the early stages ofour son’s life. Secondly, thecost of living in London wassignificantly higher andbecoming unaffordablewith a young family.“While I was on maternityleave I kept in touch withHR, who were very helpfuland guided me through theflexible working process.I requested to reduce myhours and work primarilyfrom home. To accommodatethis request, I was offereda role as a GeneralistResearcher. The opportunityto work part-time and fromhome has meant I have beenable to continue working forthe business and maintain awork-life balance.Chi Chi joined OdgersBerndtson in 2011 as atemp PA in the EducationPractice and was lateroffered a permanent positionin the Not-for-Profit Practice.In 2012, Chi Chi decided toexplore a different careerpath and was promoted toResearcher. Research isfundamental to what we doat Odgers Berndtson. It isthe backbone of each searchassignment and is central toensuring that we consistentlydeliver creative and diverseoutcomes for our clients.After working in the publicsector for three years shewas keen to get exposure inthe commercial world andtransferred to the SportsPractice. Chi Chi returnedfrom her first maternity leavein 2016 and requestedflexible working.“Having spent my wholecareer working in an officeenvironment, it was hard toadjust at first to working fromhome. I was given a mentorwho is a working mother andexperienced researcher, andthe support has been great.I have also spoken to otherhome-workers to get adviceand tips on how theysuccessfully work from home.With the use of technologyyou can still have ‘face time’while working remotely withcolleagues and be included inmeetings through Zoom calls.“During my first pregnancymy partner and I decided tomove to Nottingham for acouple of reasons. Firstly, wehave immediate family inNottingham and wanted tohave close family support“The business has given mean opportunity to work in aflexible way, which hasallowed me to continue todevelop my career and raisetwo young children. This hasbeen invaluable.”odgersberndtson.com11
EMPOWERED EMPLOYEESSarah Lowndes-Jonesfirst maternity leave. Sheraised the issue of promotionagain after I came back fromhaving my second child.I was concerned about theimpact of two maternityleaves on my billings andwas hesitant about goingbefore a partnershippromotions panel. However,the business was veryencouraging and urged meto continue to apply forpromotion – as did mylong-term mentor. With theiradvice and encouragement,I decided to apply. In orderto address the billings issue,I put together a businesscase that encouraged along-term, holistic view ofmy career, contribution andvalue to the business.Sarah joined OdgersBerndtson immediatelyafter graduating, joining theBusiness Information team.She went on to lead the team,encouraged to become aResearcher focusing onpublic-sector appointments.Sarah’s career progressedon an upward trajectory;two years as a Researcher,two years as an Associate,two years as a Consultant,followed by Principal in 2015.“In 2015 I took my first fullyear of maternity leave, andthen again in 2017 when Ihad my second baby. The HRteam was very helpful and Icame in for all of my ‘keepingin touch’ days. I enjoyed theopportunity to reconnect withworking life during maternityleave. From the outset Ifound my colleagues, andparticularly my line managerand senior leaders, reallysupportive of my aspirations.In particular, my team leaderwas very open about mypartnership prospects andbegan discussing partnershipwhen I returned from theodgersberndtson.comI was promoted to Partner atmy first attempt in July 2018.I felt that the business wasconscious of the need toretain its senior, particularlyfemale, fee-earners and thatmy promotion was viewed asa positive result both for meand for Odgers Berndtson.Life as a Partner with twoyoung children is oftenchallenging, but a degree ofinformal, flexible working hasallowed me to accommodatethis. Ultimately, it doesn’tmatter when or where thework gets done, as long asthe quality of delivery isthere. I made a choice not toview being a full-time workingparent as a compromise, anda supportive environment hasbeen key to making it work.”12
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Gender Pay Gap 2019 Report. odgersberndtson.com 2 Introduction This is the second Gender Pay Gap Report published by Odgers Berndtson. In line with government legislation, as an employer with more than 250 employees, we continue to publish our gender pay gap analysis on an annual basis.
3. Statutory Gender Pay Gap Report 2019 In this section is reported the Statutory Gender Pay Gap, the Gender Pay Gap (Excluding Casual Staff), and a review of Bonus Pay. A positive black number, means that there is a pay gap in favour of men, whereas a negative red number means that there is a pay gap in favour of women. 3.1. Statutory Gender .
A gender pay gap does not indicate discrimination or an absence of equal pay for equal value work - it reports a gender representation gap. If women hold more of the lower paid jobs in an organisation than men, the gender pay gap is usually wider. Gender pay gap reporting often further highlights important challenges that business
by law to publish their gender pay gap each year on their own and on the Government’s website. This is Unite the union’s gender pay gap report for 2019 based on 2018 pay. 2 Gender Pay Gap 4 april 2019 ABOUT THIS REPORT The report was prepared in line with the Equality Act 2010 (Gender Pay Gap
Gleeds Gender Pay Gap Report 2019 Gleeds figures 2018 PAY GAP This table shows the mean and median pay gap between men and women, based on hourly rates of pay and presented relative to men’s earnings. The median gender pay gap differs from the mean as it shows the mid-point of data, rather than the average. BONUS GAP
the gender pay gap, the second part on research funding. In a first section of the first part, we present the methodological and conceptual framework for an analysis of the gender pay gap in general. An outline of the general definition of the gender pay gap is followed by a discussion of existing indicators and measures of the gender pay gap. The
PROGRESS ON THE GENDER PAY GAP: 2019 7 In 2016, we released the first-ever study of the gender pay gap using Glassdoor salary data. In that study, we added to the large body of research confirming the existence of a gender pay gap, but we also used Glassdoor’s unique data to explore the drivers of the pay gap by
report, the 2019 overall pay gap data includes the pay gap data for UK subsidiaries of the firm. Statutory 2019 Gender Pay Gap Reporting The Gender Pay Gap aims to show the distribution of men and women across different roles within an organisation and highlight where there may be concentrations of a particular gender at lower or higher
Anatomy and Physiology for Sports Massage 11. LEVEL: 3: Term: Definition: Visuals: Cytoplasm Within cells, the cytoplasm is made up of a jelly-like fluid (called the cytosol) and other : structures that surround the nucleus. Cytoskeleton The cytoskeleton is a network of long fibres that make up the cell’s structural framework. The cytoskeleton has several critical functions, including .
