Gender Pay GapReport 2020
Gender Pay Gap Report 202002About RSAAchieving best-in-class performance requiresan inclusive environment in which peoplefeel supported to contribute, regardlessof their gender, ethnicity or background.By enabling diversity of thought andensuring representation of women inour senior management teams, weare fundamentally stronger as abusiness. I’m proud of theprogress we’ve made over thelast few years and our continuedfocus on practical actions toreduce our Gender Pay Gap.12,380RSA headcount across our UK &International, Canada and Scandinaviabusinesses, as at 31st December 2020Employees in our main UKoperating company, Royal & Sun AllianceInsurance plc, as at 5th April 2020Gender split of Royal & Sun Alliance Insurance plc employees (as at 5th April 2020)WomenStephen HesterGroup Chief Executive5,10255%Men45%
Gender Pay Gap Report 202003Pay and Bonus GapPay QuartilesThe information presented below relates to employees of Royal & Sun Alliance Insuranceplc and is calculated in line with the government 92018Lower MiddleUpperUpper Middle2017Gender Pay GapBased on hourlyrates of pay as at 27.3% 29.0% 29.7% 29.7% 29.7% 31.7% 33.6% 33.0%5th AprilBonus Pay GapBased onbonuses paid inthe 12 monthsup to 5th AprilThe following charts illustrate the percentage of men and women at Royal & Sun AllianceInsurance plc within four equally sized pay quartiles as at 5th April 2020.37.0%34.2%63.0%65.8%47.8%52.2%61.5%38.5%Prior Year Data for Comparison42.8% 39.3% 15.0% 41.1% 58.9% 75.1% 69.1% 7.5%62.5%Men201736.8%63.2%WomenPlease see overleaf for an explanation of the comparison between 2020 andprevious years.In addition to Royal & Sun Alliance Insurance plc, RSA Group has a number of other operatingentities in Great Britain, employing a further 10 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 31.1%, our MedianPay Gap is 27.4%, our Mean Bonus Gap is 64.4% and our Median Bonus Gap is 43.0%.Proportion of employeesreceiving bonus payA slightly higher proportion of women than men received bonus pay in the 12 month period upto 5th April 2020 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 2019 figures (93.5% of women; 92.7% of men).The 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 regular equal pay audits,in line with ACAS and Equality and Human Rights Commission (EHRC) guidance. We areconfident that men and women at Royal & Sun Alliance Insurance plc are paid equallyfor the same or similar work across the business and we are satisfied that there are nounderlying equal pay issues.95.6%of women receiveda bonus95.0%of men receiveda bonus
Gender Pay Gap Report 2020Why do wehave a paygap at Royal& Sun AllianceInsurance plc?04Royal & Sun Alliance Insurance plc(as at 5th April 2020)ManagementGroupTeam Managers,senior technical& specialistsCustomeroperations,technical& businesssupport1,282Our analysis shows that our genderpay gaps are predominantly drivenby the shape of our workforce, inparticular:187 Our workforce is predominantlyfemale (55%) although thereare fewer women in our seniormanagement roles (see table,31%). However, this has steadilyincreased year-on-year from 25%in 2017 (2019: 29%). There aremore women than men in ourjunior roles, such as customeroperations, technical and businesssupport.84834Women Mean and median pay gaps have improved year-on-year. This canbe explained by proportionately more women being in the upper payquartile and fewer women in the lower pay quartile than in 2019. Mean bonus gap has improved significantly (over 16%) comparedto 2019 – driven by a smaller number of Performance Share Plansvesting and a significant reduction in the average value of thesePerformance Share Plans, alongside a reduction in discretionarybonuses (such as hiring bonuses) made to male employees throughthe year. Median bonus gap has increased slightly compared to 2019. This isdue to larger Annual Bonus plan pay-outs to UK and GCC employees.The Management Group population, who are eligible for largerbonuses, contains a high number of men. 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 due tothe launch of a new employee recognition scheme which meant thatthe number of recognition awards increased.605 This is reflected in our pay quartiledata, where 38.5% of employeeswithin the highest paid quartile arefemale. Again, this has steadilyincreased year-on-year from 36.8%in 2017 (2019: 38.3%)MenUnderstanding thepay and bonus gapcomparison between2020 and previous years:2,110
Gender Pay Gap Report 202005What actions are we taking to reducethe 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.This is our fourth Gender Pay Gap report.Despite the removal of statutory reportingobligations in 2020, RSA elected toreport voluntarily because we support thetransparency that Gender Pay Gap reportingprovides. In the last twelve months, we havemade continued progress in relation to theDiversity and Inclusion (D&I) agenda. Whilstit is acknowledged that there are no credible‘quick fixes’ to the Gender Pay Gap, the yearon-year improvements demonstrate that wehave put in place the right actions to addressour Gender Pay Gap.In common with other insurance companies,RSA’s Gender Pay Gap is predominantlydriven by the shape of our workforce – wehave more men than women in seniormanagement roles, and a greater number ofwomen than men at junior levels. However,we have applied focus and energy toincreasing the number of women in seniormanagement positions and are consistentlymaking progress with these initiatives.This is demonstrated by the steady annualincrease in female representation in ourManagement Group from 25% in 2017 to31% this year. This will erode the GenderPay Gap in time. Additionally, there has beengreater robustness and rigour in applying agender lens to our remuneration decisionsand people processes. There is a muchgreater awareness at RSA of the impact ofpay decisions on the gender pay gap andreward decisions are scrutinised in this light.In addition to gender, we have broadenedour diversity focus and have made positiveprogress in relation to ethnicity, disability andbroader inclusion.RSA originally signed HM Treasury’s ‘Womenin Finance Charter’ in 2017, through whichthe Group committed to achieving 33%representation of women in the ManagementGroup globally by 2020. We exceeded thistarget and as at 31st December 2019 hadachieved 34.6% of women in our seniormanagement population. In order to drivefurther progress, this year we have setspecific targets for each geographical region(ranging from 34% to 48% by 2022), takinginto account the differing levels of femalerepresentation in each region at the start of2020 and opportunities for recruitment andpromotion into management roles. Effective31st December 2020, the proportion ofwomen in our Management Group hadfurther improved to 35.3%.RSA has been committed to meeting therecommendations of the Hampton Alexanderreview by achieving the 33% target forwomen on boards and in leadership teamsof FTSE350 companies by 2020. Groupwide gender data provided to the HamptonAlexander Review for the last year of thereview in November 2020 shows that theproportion of women in our leadership teamwas 36.4% and on our Group Board was40% (as at 31st October 2020). We havedemonstrated an increase in the proportion ofwomen in senior leadership roles in each yearof reporting for the review.Our Diversity and Inclusion Council providesgovernance for RSA’s D&I activity. Progressagainst our gender diversity targets isreviewed on a quarterly basis by the GroupCouncil and additional analysis is undertakento understand the actions which underpin anychanges to each region’s representation data.In March, RSA celebrated InternationalWomen’s Day in all our regions globally torecognise and celebrate the achievementsof women and to support the call to actionfor gender equality. We were summitpartners for the Women Ahead GenderBalance Summit in London, and invitedcolleagues from Canada, Scandinavia andacross the UK to attend the event in person.Videos of all the speakers from the summitwere shared with all our employees. Weheld events across each of our locationsin support of the ‘Each for Equal’ themeincluding a panel discussion in Londonwhich showcased women across thefemale pipeline, highlighting that collectivelyeach one of us can help create a genderequal world by challenging stereotypes,broadening perceptions, celebrating women’sachievements and actively including men inthe solution. Colleagues across the companyalso pledged their support for gender equalityvia a company-wide campaign.In support of our commitment to genderbalance, we also recognised InternationalMen’s Day in November. In support ofthe theme, ‘Better health for men andboys’, we held a virtual fireside chat withphysiotherapist and author Jonathan Hobanwho raised awareness of issues includingburnout, mental health and the impactof the pandemic on resilience. A video ofthe talk was shared with all employees toencourage conversations on importanttopics such as mental health and wellbeing.We are continuously looking at ways tobetter engage men in our gender diversitydiscussions and as allies for gender balance.
Gender Pay Gap Report 202006Developing and promotingdiverse talentWe are continuing to provide developmentopportunities to support the progressionof women in our business into seniormanagement roles:Recruitment ofdiverse talentWhen recruiting for senior roles in our UKbusiness, we set a target for a minimumproportion of shortlisted candidates tobe female. For 2020, the target was setat 50%, up from 40% in 2019. There isalways an appropriate follow-up processin place for those roles where the shortlistdoes not meet the gender target.We have worked in partnership with therecruitment agencies we use to ensurethey are clear on our expectations withregards to D&I. We have communicatedour commitment to supporting flexibleworking requests through our job advertsto ensure all potential candidates areaware of our willingness to discuss anyrequirements for flexibility in when, whereand how our employees work.We have removed gendered languagefrom our job advertisements to addressany inadvertent bias. We are also workingwith external organisations to help growthe long-term female talent pipelinefor certain roles, such as Women inTechnology.We now have 309 employees undertakingan Apprenticeship, fully funded via ourApprenticeship Levy commitment. Weoffer 35 Apprenticeship qualificationscovering a range of academic levels fromLevel 3 through to a masters Level 7.Our programmes cover a broad range oftopics including: Insurance, Leadershipand Coaching, Finance and Actuary,Project Management & Change, CustomerService, Cyber and Digital, Risk &Compliance, Procurement, HR and Legal.51% of our apprentices are female andthey are aged between 18 and 62.We also offer College Leaver programmesin five of our UK locations – Chelmsford,Halifax, Peterborough, Liverpool andManchester. These apprenticeshipsprovide a real alternative to a universityeducation for college leavers of all gendersand we ensure there is a 50/50 genderbalance through to our assessmentcentres. They provide entry-level talentprogrammes for a variety of career optionsin insurance including accounting, softwaretesting and data analytics.Our finance Graduates based in Liverpooland London also join a masters levelApprenticeship to become qualifiedchartered accountants. Our “Accelerate” talent programmeprovides leadership skills developmentfor those who show high potential toprogress into the Management Group in thefuture. We ensure 50/50 gender balanceamongst attendees in the programme.Additionally, we have held focus groupswith all Accelerate programme alumni tounderstand any potential gender differencesin their experience of the programme orperceived barriers to career progression. We have developed an in-house mentoringprogramme for women at the levelimmediately below Management Group.22 women have been paired with membersof our senior leadership team for a 9-monthprogramme. This includes provision ofmentoring support, leadership developmentand networking opportunities. 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.Addressing biasAddressing bias forms an important part ofour group-wide D&I strategy, with a focus oninclusive leadership training and addressingunconscious bias in our people processes.In 2020, we undertook an in-depth impactassessment of our organisational designprocesses on our D&I priorities. This involvedapplying a diversity lens to redundancyselection processes and detailed analysisof the impact of the organisational designprocesses on the overall gender profile ofthe organisation. There was no materialnegative impact on gender through any ofour organisational design actions taken inthe last year.We have embedded unconscious biastraining, branded internally as “BuildingInclusive Cultures training” across ourorganisation with 78% of people leadershaving attended so far. We are alsodeveloping an e-learning module onunconscious bias for all employees which willbe launched in the second quarter of 2021.In support of ensuring diversity and inclusion atall levels within our organisation, we have alsodeveloped guidance for leaders to be used inreal time within our people processes, such asperformance management, reminding leadersof the biases that can arise and providingsuggestions on how to mitigate them.We are undertaking ‘deep dive’ reviews acrosseach functional area of the business, analysingall available diversity data and agreeingactions with the relevant leadership teamsto improve diversity and embed an inclusiveculture. These deep dives include analysis ofpromotions, recruitment, exits, demographicsand succession planning, as well as qualitativefeedback from focus groups.
Gender Pay Gap Report 202007Support for Working ParentsOur working parents and carers faced many challenges intrying to balance work and caring responsibilities during2020. We have been supporting our colleagues during thepandemic, enabling them to work flexibly and ensuring theyhave the support they need. We set up ‘Family Forums’ wherecolleagues could connect and share experiences with eachother and facilitated webinars on topics such as ‘ManagingGuilt’ and ‘Remote Working Best Practice for Working Families.’We are also delighted to have launched a new EmployeeResource Group, RSA Families, sponsored by a memberof our UK Executive Team, Louisa Leonard, UK ChiefOperating Officer. The aim of RSA Families is to ‘championand promote a culture within RSA where working parents andcarers have the support they need so that they can flourish,develop and nurture their working lives, realising their fullpotential, so that they can bring their best selves to homelife and work life each day’.Gender Employee Resource GroupOur UK gender-based employee resource group is calledRSA Balance. The mission of the group is to ‘Drive andsustain gender balance at all levels of the organisation, tobetter represent and serve our customers and make RSAa fulfilling place to work’.We have appointed a new executive sponsor for the group,Mandy Hunt, Chief Underwriting Officer for UK&I CommercialLines and have set new priorities for the group to:1. Empower women in RSA to achieve their personal andprofessional ambitions.2. Tackle prejudice and stereotyping, which act as blockersto improving gender balance at RSA.3. Make RSA a place known for supporting gender balancein the marketplace.In line with these objectives, RSA Balance have been runningpersonal development sessions which address key topicssuch as ‘The Surprising Habits of Original Thinkers’ and‘Own Your Strengths’ that help RSA colleagues achieve theirfull potential.Creating an inclusive workplaceImproving our gender balance at all levels of the organisation is just one aspect of how we are creating aninclusive workplace for all at RSA. In 2020, we continued to support our colleagues with the new and uniquechallenges that presented themselves. In response to the Black LivesMatter movement we have takentime to understand how raceinequality affects our colleaguespersonally and how we canwork together to take action. Wecreated anti-racism guidance forall employees and set up RSAREACH (Race, Ethnicity and CulturalHeritage), a new employee resourcegroup (ERG), sponsored by DavidGermain, Group & UK CIO. We’verun listening groups across ourUK sites to understand the livedexperiences of our Black, Asian andother ethnic minority colleaguesand will be using this feedback asinput into our 2021 action plan. Wealso signed the BITC Race at WorkCharter and have made changesto our HR system to be able torecord ethnicity data, so we canunderstand how diverse we truly arefrom an ethnicity perspective andmake meaningful improvements. Our RSA Building Pride ERG,overcame the unique challengesthat remote working presented,by creating a Virtual Pride Marchvideo, involving colleagues fromaround the UK and many membersof our UK Executive Team, includingBuilding Pride’s Executive SponsorWilliam McDonnell, Group ChiefRisk Officer. RSA continued to support theDive In Festival, as a local festivalsponsor and co-hosted one of themost attended events in the UK‘Prioritising mental health: before,during and after Covid-19’. We celebrated ‘Inclusion Week’ inSeptember, with a focus on ‘makinginclusion an everyday activity’ withpractical activities for colleaguesto do within their teams, as well asrunning a WebEx session to markthe start of Black History Month atthe start of October. We continued our focus on disabilityinclusion, being proud signatoriesof the Valuable 500. We aredelighted to have recently joinedthe Business Disability Forum andto have created the RSA AbilityWellbeing profile which usespositive language around disability,fosters conversations and aims tosupport employees and leaders toagree any adjustments to improvean employee’s physical or mentalwellbeing. We also acknowledgedInternational Day of Persons withDisabilities on 3rd December witha focus on highlighting hiddendisabilities and running lunch & learnsessions to raise awareness abouthearing loss, which was supportedby the hearing loss charity, RNID.
Gender Pay Gap Report 202008We 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
Pay Gap is 27.4%, our Mean Bonus Gap is 64.4% and our Median Bonus Gap is 43.0%. The information presented below relates to employees of Royal & Sun Alliance Insurance plc and is calculated in line with the government regulations. Please see overleaf for an explanation of the comparison between 2020 and previous years. Median Mean Gender Pay Gap
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 .
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
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
4 Johnson Matthey Gender Pay Gap Report 2019 Gender pay gap key facts The gender pay gap is the average difference in pay between men and women. Johnson Matthey is committed to being a meritocracy where men and women are paid fairly. Women currently represent 26% of our UK employees. Female representation is lower in our science, technology and
The pay gap shows differences in the average (median and mean) earnings between different groups of people by, for example, gender or race. We know that a pay gap will Whole firm Gender Pay Gap 2020 % Dif. to 2019 Median 15.3% –4.7% Mean 32.4% –3.9% Ethnicity Pay Gap 2020 % Dif. to 2019 Median 15.8% 1.9% Mean 36.7% –0.3%
BBC Gender Pay Gap eport 2019 2 Gender pay at the BBC The median gender pay gap for BBC Public Service Broadcasting has fallen again to 6.7%. The national median for 2018 is 17.9%. Our mean pay gap is 6.8%, down from 10.7% since 2017. We have achieved further reductions in the past year primarily through increasing the number of women in
3 The national gender pay gap over time Australia's national gender pay gap has hovered between 13% and 19% for the past two decades.7 There has been an increase of 0.8 percentage points (pp) to 14.2% in the gender pay gap since November 2020 (13.4%).8 Between November 2020 and May 2021, average weekly ordinary full-time earnings increased more for men than for women.
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.
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.
In 2019, our mean average gender pay gap was 6.87%. While each of our UK businesses employs their own distinct workforce, reflecting the nature of their own individual business and producing notable disparities in gender pay gap data, the most significant causes of our gender pay gap remain unchanged.
gender pay gap The gender pay gap is the difference between the gross hourly earnings of men andwomen. Overall, there has been a 0.1% drop in the National median paygap. At Securitas, there is a 6.2%mean pay gap and a 6.2% median pay gap in favour ofwomen. Our mean pay gap, whilst still in favour of women, has decreased by 0.9%.-6.2% Ourmean .
Pay Gap The Gender Pay Gap is a measure designed to show the difference between the gross hourly earnings for all men in an organisation and the gross hourly earnings for all women. In 2019, our mean pay gap was 23.4% compared to 25.5% in 2018 and 26% in 2017. The main driver of the gap continues to be a higher proportion
Gender pay report 2019. 1 I’m pleased to report a third consecutive year of improvement in our gender pay gap figures for 2019. The challenges to closing the gender pay gap remain the same, and like many other businesses, ours is driven by the fact that we have more men than women in more
reducing our pay gap in the future. Our Action Plan for 2019 is to use this information and other findings from the past two years to:- Raise AWARENESS of the gender pay gap by ensuring all senior and recruiting managers know and understand Archant’s Pay Gap challenge, and how they can help to improve it.
rising gender-based violence. This Gender Pay Gap Pilot study intends to contribute to the growing work on pay disparity. It does so by using available employee data and testing methodologies to present a fact-based analysis of the pay gap. We have partnered with the Southern Centre for Inequality Studies (SCIS) at the University
gender-based violence. This Gender Pay Gap Pilot study intends to contribute to the growing work on pay disparity. It does so by using available employee data and testing methodologies to present a fact-based analysis of the pay gap. We have partnered with the Southern Centre for Inequality Studies (SCIS) at the University
We have a mean pay gap of 7 per cent; last year it was 6 per cent. Both of our median and mean pay gap figures are significantly below the latest national averages - a national median pay gap of 15.4 per cent and a mean pay gap of 14.9 per cent. The median is the middle number in a set of figures. To illustrate, if you were to line
on criminal law reforms which I had begun in 2001 when still working as an attorney. Observing the reforms in action and speaking with judges and lawyers not only helped to inform my own work, but also helped me to see how legal reform operates in a