Gender Pay Gap Report 2018

At Blick Rothenberg we recognise that our people are the key to the success of our business. We are committed to promoting diversity and creating an inclusive workplace where everyone is supported to achieve their full potential.

The UK Government requires all employers with 250 or more employees to annually disclose their gender pay gap using the following metrics:
  • Mean gender pay gap
  • Median gender pay gap
  • Mean bonus gender pay gap
  • Median bonus gender pay gap
  • Proportion of men and women receiving bonuses
  • Proportion of men and women in each pay quartile.
We are pleased to share our gender pay and bonus gap figures which have helped us to understand how the average earnings of male and female employees working at Blick Rothenberg differ. The data in our gender pay analysis, taken at 5 April 2018, has been calculated using the standard methodologies set out in the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017.
Understanding Gender Pay
The gender pay gap is not the same as equal pay. Equal pay is about ensuring that men and women performing the same or equivalent work are paid the same, whereas the gender pay gap is a statistical calculation which looks across all roles, at all levels within the organisation.
Our Gender Pay and Bonus Gap Data
  Mean Median
Pay gap 27.86% 18.35%
Bonus gap 63.70% 53.13%

Pay quartiles
The proportion of men and women in each pay quartile. Each quartile consists of 78 employees.

Bonus recipients
  Male Female
Proportion of men and
women receiving a bonus



Whilst overall Blick Rothenberg has an even gender split, our analysis shows that we have a mean gender pay gap of 27.86% and a median gender pay gap of 18.35%. The main reason for the gap is a demographic one which is shared with other professional services firms.  At our trainee and assistant level, the gender split is broadly equal and remuneration follows structured pathways that are applicable to everyone in equivalent roles. Our gender pay gap develops as people’s careers progress and we see more men in senior roles within the business. We have a higher proportion of women in roles within the lower-middle and upper-middle quartiles but the balance shifts unevenly in our upper quartile where there are significantly more males than females.
Our bonus pay gap is larger than our pay gap and again, this can be explained by the structure of our workforce with a greater number of men (31) in senior ‘Partner’ roles than women (10). These are roles where bonus represents a higher proportion of remuneration. Additionally, unlike the pay calculation, which is based on hourly rates of pay, the bonus gap calculation is based on actual bonuses paid and not adjusted for part time workers, the majority of which are women. 
It is worth noting that, unlike comparable firms, Blick Rothenberg is a Limited Company and as a result, all those in ‘Partner’ roles are employees and are therefore included in the calculations. If we excluded the partners from our calculations our mean gender pay gap would be 2.7% and we would have a reverse median gender pay gap of -4%. Our mean gender bonus gap would be 20.21% and our median gender bonus gap was neutral at 0%.
Our actions
Blick Rothenberg is committed to closing our gender pay gap and recognise that to do this we need to increase the number of women in senior roles. We recognise that there is no quick fix to our gender pay gap and we are on a journey. We aren’t alone in facing this challenge. Over the past few years we have introduced the following initiatives:
  • Our Future Leaders programme to nurture and support Blick Rothenberg’s strong pipeline of future female talent;
  • Opportunities for our senior women to attend external forums promoting women in leadership roles;
  • Flexible working arrangements including the introduction of a flexible working hours policy for all;
  • Maternity coaching to support those who are returning from maternity leave;
  • An additional moderation stage in the salary review process to ensure that salary bands are clearly defined and there is no gender bias;
  • Career talks from senior female role models across the business to inspire those who are at earlier stages of their careers;
  • Clearer goals and key deliverables for all Partners to improve transparency with regard to bonus reward.
Looking ahead
We plan to:
  • Assign mentors from our senior leadership team to female talent across the business, particularly in the lower-middle and upper-middle quartiles;
  • Introduce unconscious bias awareness sessions for decision makers across the business;
  • Encourage more men to take advantage of shared parental leave;
  • Introduce initiatives to further improve our agile working;
  • Consider more innovative ways to facilitate career progression for both men and women
I confirm the data reported is accurate and has been calculated according to the legal requirements.

Nilesh Shah
Chief Executive Officer