GENDER PAY GAP REPORT 2021 - Page Group
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GENDER PAY GAP REPORT 2021
SECTION 1 GENDER PAY GAP REPORT 2021
AN INCLUSIVE CULTURE
IN AN EXTRAORDINARY YEAR
In a year where the global COVID-19 pandemic created At PageGroup our gender pay gap, as with many companies, is
unprecedented challenges to businesses and individuals, at driven by having more men than women in senior positions and
PageGroup we remained conscious of the need to stay true to not as a result of equal pay issues. We are fully committed to
our values. equal pay in PageGroup and have a gender-neutral approach to
pay across all levels, though we still have work to do in closing the
Our inclusive culture and steadfast commitment to our people has
gender pay gap. We have made progress over recent years and
helped us support each other through the ongoing crisis. Despite
it is disappointing that this year has not shown the improvement
the significant impact of the pandemic on our business, our people
we would like to see, partly we believe due to the unforeseeable
and across multiple industries, we have maintained our focus on
impacts of the global pandemic. Nothing, however, will impact our
all areas of diversity and inclusion. Purposefully, we have increased
continued focus on accelerating the change.
our activities to make sure all our people feel that they belong and
know that they are valued.
In particular, we made sure to listen and during the year, two Gary James
company-wide surveys gave us valuable feedback on how Chief People Officer
individuals were feeling about remote working and their workplace
environment today and, critically, how they viewed these in the
future. The results showed us that 87.7% still feel part of a team
despite being physically apart and gave us insights into how we
could continue improving our support for their health and wellbeing
and continued success, with a strong focus on flexibility.
This year we will return to our annual all employee survey
alongside a programme of focused pulse surveys, and hope to
see the success of our continued efforts reflected in the feedback.
SECTION 1 GENDER PAY GAP REPORT 2021
DRIVING FORWARD
After an entirely unpredictable year, it’s important for us to seek Going forward we know we have more to do to improve our
the positive. Our inclusive culture which gives every employee gender pay gap. From senior leadership targets through our
the opportunity to be heard and feel valued and involved, has continuous listening programme, Shadow Boards (which ensures
underpinned our resilience during the global pandemic. employees views are heard on business strategy), focus groups
and D&I networks, the increasing involvement of everyone at
Gender equality, as part of all diversity and inclusion, is embedded
PageGroup will help us drive that change.
across PageGroup and we are proud to be at the forefront of
our industry with global recognition and accreditation for our Sarah Kirk
approach. Global Diversity & Inclusion
Director
We have not seen an improvement in our gender pay gap figures
this year which is disappointing given our increased focus and
activity, but we have of course been subject to external influences
and impacts which mean we are not able to provide a fair and
consistent year-on-year comparison.
SECTION 2 GENDER PAY GAP REPORT 2021
MEASURING OUR
GENDER PAY GAP
HOW WE MEASURE AND RESULTS
This is the fourth year we have reported on the Gender Pay Gap and it reflects:
Ū The mean and median Gender Pay Gap as at 5 April 2020
Ū The mean and median Gender Bonus Gap based on the 12 months prior to the point of
analysis on 5 April 2020
We are required to report on results which include our own employees in the UK as well as
temporary workers who we place and for whom we manage payroll.
We have full responsibility for the pay levels of our own employees but not for the pay rates of
temporary workers, which are set by our clients.
Combined Gender Pay Gap Results
(includes PageGroup employees and temporary workers at client companies)
2020 2019 Change
Gender Pay Gap MEAN MEDIAN MEAN MEDIAN MEAN MEDIAN
19% 19% 19% 14% 0% 5%
Bonus Gender MEAN MEDIAN MEAN MEDIAN MEAN MEDIAN
Pay Gap 50% 41% 50% 31% 0% 10%
Proportion
receiving a FEMALE MALE FEMALE MALE FEMALE MALE
bonus payment 32% 42% 30% 43% 2% -1%
Mean figure = the difference between the average of men’s and women’s pay
Median figure = the difference between the midpoints in the ranges of men’s and women’s pay
SECTION 2 GENDER PAY GAP REPORT 2021
PageGroup Gender Pay Gap Results
(only PageGroup Employees)
We also choose to publish results which relate solely to our own people. This group does not
include the temporary workers whose pay is set by our clients, so it gives us a true picture of our
internal gender balance. It helps us track and measure the outcomes of our focus and gives an
internal benchmark that we can fully influence.
2020 2019 Change
Gender Pay Gap MEAN MEDIAN MEAN MEDIAN MEAN MEDIAN
19% 16% 18% 16% 1% 0%
Bonus Gender MEAN MEDIAN MEAN MEDIAN MEAN MEDIAN
Pay Gap 49% 37% 51% 31% -2% 6%
Proportion
receiving a FEMALE MALE FEMALE MALE FEMALE MALE
bonus payment 70% 80% 70% 80% 0% 0%
Mean figure = the difference between the average of men’s and women’s pay
Median figure = the difference between the midpoints in the ranges of men’s and women’s pay
SECTION 3 GENDER PAY GAP REPORT 2021
UNDERSTANDING THE GAP
COMBINED RESULTS
We have seen similar results compared to 2019, in part due 45% in 2019, in line with 42% in 2018). In the lowest quartile, the
to changes in working arrangements and practices caused by proportion of females reduced slightly to 62% (63% in 2019)
the pandemic. This has the effect of reducing the number of and in the upper middle and lower middle there is a mixed
employees included in the pay calculations as any employees not result of 57% in the upper middle (60% in 2019) and 64% in
on full pay at 5 April 2020 were excluded. We have therefore also the lower middle (63% in 2019), both results in line with or better
paid attention to the trend from 2018. than 2018.
The Mean Gender Pay Gap has remained static at 19% (still The mean bonus pay gap has remained constant at 50%.
favourable compared to 21% in 2018) and the Median Gender
These combined results include a large population (62%) of
Pay Gap increased to 19% from 14% in 2019 (16% in 2018).
contractors who are outside the control and influence of our
The proportion of females in the top quartile is 42% (reduced from approach to our own people at PageGroup.
PAGEGROUP RESULTS
As with the combined results, we have not seen an improvement though is still favourable compared to 2018 (23%). The Median
in the required reporting metrics as we did last year, in part due Gender Pay Gap has remained constant at 16% compared to
to changes in working arrangements and practices caused by 2019 (favourable to 23% in 2018).
the pandemic which means the results are distorted compared
The proportion of females has remained static in the top quartile
to prior years. We have therefore also paid attention to the trend
and has increased in the lowest quartile. The upper middle
from 2018.
quartile has seen a decline to 43% from 51% in 2019 (47% in
The results for PageGroup employees only also show a similar 2018), and the lower middle has declined to 52% from 56% in
picture and have remained largely unchanged on 2019. The Mean 2019 (55% in 2018).
Gender Pay Gap has increased slightly to 19% (18% in 2019) The mean bonus pay gap has reduced to 49% (51% in 2019).
SECTION 4 GENDER PAY GAP REPORT 2021
CLOSING THE GAP –
SUPPORTING WOMEN
ACROSS PAGEGROUP
Our Gender Pay Gap at PageGroup is impacted by several We operate an organically grown business with the vast majority
factors. The organisation is headquartered in the UK, several of promotions from within. Our focus is therefore on growing
Executive Board members are on the UK payroll and are therefore and developing all our initiatives to enable us to close the gap
included in the UK figures. This coupled with the lower proportion more quickly.
of women holding the Group’s most senior leadership roles
Despite the global pandemic, our commitment to supporting,
means we have fewer females in the upper quartile. We also have
retaining, developing and promoting women across PageGroup
a higher proportion of females in the lower two quartiles of pay.
continued to increase, including:
Celebrating International Women’s Day
Global policy changes and guidelines for International Women’s Day – a global
8 March
march 2020
#eachforequal #IWD2020 at PageGroup
#womenatpage
maternity arrangements, part-time working and D&I Campaign, sharing inspirational stories 285
posts
A few of the words shared by our senior leaders around the world:
Kelvin Stagg · Chief Financial Officer:
6,738
flexible working, driving a more agile and flexible of women across PageGroup and driving
“I want every woman across our team, and PageGroup as a whole, to see the opportunities open to them in their
likes
career, as well as giving them access to the network of support, initiatives and other women who can help drive
1,514 their work aspirations, whatever they may be.
Women@Page Having the best talent means having a diverse and inclusive culture. I’ve said before that it’s not just the right
group thing to do, it’s also the smart thing to do – and I won’t stop in my commitment to building a team where every
increased membership of our Women@Page
members individual can thrive.”
working environment 820
comments
Eamon Collins · Group Marketing Director:
“What does this year’s theme #eachforequal mean? It means every one of us, regardless of our gender, can
work together to create a gender equal world.
Yammer network
Marketing plays a critical role at Page, in acting as the filter or interpreter of the outside world in how we interact
with our customers. Having a diversity of ideas and approaches that better reflects our customers is essential
in us doing our job well. Equality and inclusivity creates a successful team and a successful organisation, which
benefits everyone – men and women.”
Olly Watson · Chief Operating Officer:
“We pride ourselves on leading our industry in promoting an inclusive culture and providing a working environment
Maternity Workshops
where all our employees feel valued and heard. That’s particularly important when we’re supporting women in a
traditionally male-dominated area like technology.”
A Woman’s Focus Groups – led by an external facilitator, with feedback shared
Journey – with the business to help shape our future strategy
our ongoing
communication
campaign, building Free Emergency Back-up
a network of female Child/Elder Care
role models globally
Shadow Board – introduced PageGroup UK Operational Shadow Board
to represent the diversity of our Parental Seminars – regular
organisation, increasing awareness,
Alain Multini,
Managing Consultant,
Page Personnel
Fi Wallace,
Senior Business
Manager, Michael Page
Gareth Mason,
Manager,
Michael Page
Jaskiran Gulati,
Business Manager,
Michael Page
Jordan Frost,
Managing Consultant,
Page Personnel
Katy Bevan,
Senior Business Manager,
Page Personnel Global Female Mentoring virtual workshops giving
visibility and engagement with our Keletia Bailey, Rianne O’Grady, Sevda Savas, Zacharia Ahmed, Nick Kirk, Sheri Hughes,
Programme – with +330 advice to parents
partnerships
Managing Consultant, Manager, Manager, Senior Consultant, UK Managing Director, UK D&I Director,
Michael Page Page Personnel Michael Page Michael Page Page Group Page Group
Women@Page network at Board level
Talent Development and Succession review process with Global Director Academy – re-designed to
gender awareness embedded focus on inclusive leadership, with 50/50
representation of men/women within the academy
Continuous Listening programme – External commitments and recognition including The Times Top 50 Employers for
surveys throughout our employee lifecycle Women 2020 Award; Clear Assured Gold; the Working Forward Pledge
through which we can measure female
engagement at all touchpoints and take
action as a result
AND MATERNITY RIGHTS
Accountability – we track our progress through a variety of methods including
6 monthly global reporting and tracking of gender balance; MD targets on gender
diversity linked to bonus; 6 month reporting on regional D&I progress
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