Gender Pay Gap REPORT 2018 - Warner Music Group
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Gender Pay Gap
REPORT 2018
P2 WMUK 2018 GENDER PAY REPORT
Overview
Under new legislation, UK employers with more than 250
employees are required to publish their gender pay gap. The data
Warner Music UK (WMUK) shares here recognises the required
snapshot date of 5th April 2017. We support the transparency
of the annual reporting requirement and, to that end, have also
voluntarily included data from January 2018.
Our current gender pay gap numbers make starkly clear the need
for us to accelerate the pace of change within our company. For
the past three years, we’ve been focused on making WMUK a
more dynamic and forward-thinking organisation. While we’ve
made real progress in many different areas, we’re acutely aware
there’s still much more work to do, especially if we are to be as
diverse and inclusive as we aspire to be and if we are to increase
the number of women in leadership roles.
42%
Our pay gap is not an equal pay issue. For us,
‘equal pay for equal work’ is a fundamental principle, just as it’s,
rightly, a legal requirement. For the avoidance of doubt, Warner
Music UK is confident that it adheres with the equal pay criteria set
out in 2010’s Equality Act. Percentage of female
employees within the
Our median gender pay gap, at 21%, sits slightly over the UK company.
national average* but our larger mean gender pay gap is
+
19%
influenced by the imbalance of men and women in our senior
leadership roles. Within these roles, both pay and bonus are
heavily linked to the delivery of commercial performance, and
therefore show greater variance than at other levels of our
business. We’re attracting more women than men in more junior % Change of women
positions, but we’re not seeing enough of them progress through now working in
the organisation to the highest paid, leadership roles. leadership roles.
(In 9 months from April 2017 to Jan 2018)
Rectifying this trend is an urgent priority. We continue to look
forensically across our entire company, from many different
perspectives, to activate the right Diversity & Inclusion strategies
and to ensure mindful action is happening every day. Meaningful
and sustained change will take time, serious investment and
consistent focus. We’re comitted to making the right changes and
working towards closing this gap.
Masha Osherova
Executive Vice President, Human Resources
Warner Music Group
*18.4% - Average national median gender pay gap,
all employees. Office of National Statistics
P3 WMUK 2018 GENDER PAY REPORT
What Is Our Gender Pay Gap In terms of bonus
and How Is It Improving? participation, all
These figures include the data for Warner Music of our permanent
UK: our frontline, catalogue and distribution labels employees are eligible
and commercial business support units within the for our company
UK Recorded Music organisation in line with the bonus scheme.
reporting requirements.
Median gender pay gap Mean gender pay gap Median gender bonus gap Mean gender bonus gap
APRIL JAN APRIL JAN APRIL JAN APRIL JAN
2017 2018 2017 2018 2017 2018 2017 2018
21%
Gender Pay Gap (median)
49%
Gender Pay Gap (mean)
44%
Gender bonus Gap (median)
82%
Gender bonus Gap (mean)
Proportion of male and female employees in WMUK receiving a bonus
APRIL APRIL JAN JAN
2017 2017 2018 2018
P4 WMUK 2018 GENDER PAY REPORT
Why Do We Have A Gender Pay Gap? Men and women are paid
equally for doing equivalent
Analysis demonstrates that our gender pay gap is
jobs across the company.
driven by the imbalance of men and women in our
senior leadership and highly paid specialist roles.
While women occupy 42% of all roles, just over 16%
sit in senior management or leadership positions.
In terms of bonus participation, all of our permanent
employees are eligible for our company bonus
scheme.
However, eligibility each year is determined by an
individual’s start date - new employees starting on
the 1st July or later are not eligible for a bonus until
the following financial year. The disparity in male
and female bonus participation indicates that more
female employees joined after this threshold date.
Gender distribution by quartiles
% April 2017
TOP UPPER MIDDLE LOWER MIDDLE LOWER
% January 2018
TOP UPPER MIDDLE LOWER MIDDLE LOWER
*The figures set out above have been calculated using the standard methodologies used in the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017.
P5 WMUK 2018 GENDER PAY REPORT
How Are We Closing The Gap?
Our senior management team’s commitment to
delivering long-lasting and meaningful change is
profound. However, we recognise that achieving
this goal is only possible if we’re engaging people
at all levels of our company.
To that end, we’ve created this summer and the results will act
employee-led working groups - as a guide to help prioritise
our solutions.
our Diversity Taskforce as
Our current focus lies in 3 key
well as the more recently
pillars, aimed at improving diversity
formed Women and and inclusion throughout the
Parenting Networks. organisation. These are:
These groups have a mandate to Refining Our Policies,
propose and enact transformational
Improving Our Recruitment
programmes and events, as well as
shape our Diversity and Inclusion and Developing Our People
strategy and future initiatives.
Within these, some initiatives
While the gender pay gap analysis and working groups are more
has helped pinpoint areas for established than others. Yet
improvement, additional insight is collectively, they are already
necessary if we’re to successfully having a significant impact on our
break down any and all barriers to business, acting as the bedrock
gender equality. An extensive, global for our long-term Diversity and
employee survey will be launched Inclusion strategy.
A company with real diversity and equality among its people
and its leadership is a healthier, happier, more successful
business. We will continue to invest heavily in
sustained action, broader learning and greater awareness
at every level of our company in order to close our gender
pay gap and to create an inclusive culture.
P6 WMUK 2018 GENDER PAY REPORT
1. Refining Our Policies
EMPLOYEE CODE OF CONDUCT
•
•
e’ve launched a new version of our
W
Code of Conduct, detailing our individual
and collective responsibility to maintain
a welcoming, professional and inclusive
work environment.
In addition to regular online education,
every employee within our UK company
will undergo thorough, in-person training
on our Code.
“
Through more flexible
working options,
additional mentorship
and support with
childcare, we will make
it more attractive for
people to remain at
“
WMUK after starting
MATERNITY/PATERNITY POLICY their families.
• MUK is below the national average when
W
it comes to the percentage of mothers - Masha Osherova
Executive Vice President, Human Resources
returning to work. This has impacted the Warner Music Group
make-up of our leadership teams and the
numbers of our existing female talent.
• As a result, we’re implementing a revised
parental leave approach, offering enhanced
and equal benefits to both parents.
• Through more flexible working options,
additional mentorship and support with
childcare, we will make it more attractive
for people to remain at WMUK after having
children.
COMPENSATION & BENEFITS
• ur bi-annual salary and benefits reviews
O
will continue to be informed by additional
third-party data from an independent Human
Resources consultancy.
• This provides added objectivity to our
decision-making process, and helps us
better understand employee expectations
and industry norms.
P7 WMUK 2018 GENDER PAY REPORT
2. Improving Our Recruitment
ADDRESSING UNCONSCIOUS BIAS Recruitment figures for 2017
• e believe individual training is crucial to
W demonstrate a more gender
attract and retain candidates from more balanced intake:
diverse backgrounds.
• Our senior management, as well as their
entire teams, will all join workshops around
Unconscious Bias; to understand and
dismantle the stereotypes that affect our
individual and collective behaviours.
MORE DIVERSE CANDIDATE POOLS
• e’re increasing our chances of engaging a
W
more diverse candidate pool. This includes
our use of the augmented platform, Textio,
which allows us to create job descriptions
that are gender neutral to attract more
diverse talent. 53% 47%
• In particular, we’re already seeing a
significant impact in the recruitment for our
Women Men
early career roles, with a greater breadth
of candidates, leading to a more balanced
intake of women.
P8 WMUK 2018 GENDER PAY REPORT
3. Developing Our People
75%
BESPOKE INDIVIDUAL TRAINING
In 2014, we launched a new, sophisticated suite
of personal and professional training pro-
grammes designed to enhance career develop-
ment at all levels of the organisation:
Female employees reached
• Mix and Master offers a range of bespoke through the Mix and Master
programmes and initiatives, ranging from programme.
Power Chords (a set of business acumen
41%
workshops), to Next Note (which teaches
management skills), to Sound Judgement
(which covers ‘soft skills’ such as creative
thinking and problem solving). This structural
training helps to build the skills needed for
career progression. Female participants in our
leadership development
• Since its inception, we estimate that our programme, Top Line.
Mix and Master programmes have already
reached 75% of our female employees
at WMUK.
• Top Line is an annual, year-long leadership
development programme for our senior
executives, designed to grow, strengthen,
and refine leadership skills and to support
our succession planning process. In the 9
months from April 2017 to January 2018,
we have seen a +19% change in our female
leadership at WMUK.
FEMALE MENTORING SCHEME
• In 2017, we began a female mentoring
scheme, which draws on expertise from
across the company, to support the ongoing
development of our female employees and
to identify future leaders.
• Our Mentee Alumni are continuing to
participate in the programme as mentors for
our internship intake this summer.
P9 WMUK 2018 GENDER PAY REPORT
Our Future
There is a pressing need and desire for accelerated change
at Warner Music UK. We know that building an inclusive,
diverse culture is not only a moral imperative, it’s integral to our
commercial and creative success.
We’re deeply committed to truly empowering all our people to
reach their full potential, regardless of their identity or background;
to work in a safe, supportive and inclusive environment; and to be
fairly rewarded and recognised for their work.
Over time, as we strengthen and expand the measures laid out in
this document, the diversity of both our leadership teams and
our entire organisation will more accurately reflect our company
values, as well as the breadth and depth of our roster of artists and
their many and varied global audiences.
The information in this report is accurate and prepared in accordance with the Equality Act 2010
(Gender Pay Gap Information) Regulations 2017
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