Committed to helping everyone achieve their full potential
Gender Pay Gap Report 2022
Gender Pay Gap Report 2022
As set out in Blick Rothenberg’s Pathway strategy, we are committed to improving the diversity of our workforce across all levels by building a culture that’s genuinely inclusive, a culture where everyone can fulfil their potential and can be themselves.
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 using hourly pay
- Median gender pay gap using hourly pay
- 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 quarter
Accordingly, we are sharing our gender pay and bonus gap figures which continue to help us understand how the average earnings of male and female employees working at BR differ.
The data in our gender pay analysis is a snapshot at 5 April 2022, and 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 at the difference between the average salaries of all females and all males across the organisation.
Our Gender Pay and Bonus Gap Data
|Year||Mean hourly pay gender pay gap||Median hourly pay gender pay gap|
|BR April 2021||23.41%||8.58%|
|BR April 2022||22.67% (down 0.74%)||12.76% (up 4.18%)|
|Year||Mean bonus gender pay gap||Median bonus gender pay gap|
|BR April 2021||65.66%||20.00%|
|BR April 2022||55.35% (down 10.31%)||9.97 (down 10.03%)|
The percentage of men and women in each hourly pay quarter (this is the percentage of men and women in 4 equally sized groups, ranked from highest to lowest hourly pay).
|Upper Pay Quarter||2021||2022|
|Upper Middle Pay Quarter|
|Lower Middle Pay Quarter|
|Lower Pay Quarter|
Proportion of males and females receiving bonuses:
|Percentage of men and women receiving a bonus 2022|
|Women receiving a bonus||239||230|
|Women without a bonus||37||52|
|Men receiving bonus||252||252|
|Men without a bonus||47||67|
|Total Number of Men||299||319|
|Total Number Women||276||282|
|% of Men with bonus||84%||79.00%|
|% of Women with bonus||87%||81.56%|
Key headlines for 2022
Blick Rothenberg has a mean hourly pay gender pay gap of 22.67% and a median hourly pay gender pay gap of 12.76%.
We have seen positive movement since 2021 with a reduction of 0.74% to our mean hourly pay gender pay gap.
However, our median hourly pay gender pay gap, has increased by 4.18% in the last reporting period. Having looked at the data, you can’t point to a single particular cause for this, but it is likely to be due to a combination of senior recruitment, promotions and leavers of both men and women.
At 5 April 2022, we had an even gender split across the firm overall (47% female/53% male). However, we know that our gender pay gap develops as careers progress, with our upper pay quarter being comprised of 62% males compared with 38% females.
Our bonus gap is larger than our pay gap and this can be explained by the structure of our workforce with a greater number of men (50) in Partner roles, than women (18) at 5 April 2022. Bonus represents a higher proportion of total remuneration for this group.
We are pleased that our mean bonus gender pay gap has reduced by over 10% and our median bonus gender pay gap has also closed by more than 10% since the last period.
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.
What are we doing to close our gender pay gap?
Blick Rothenberg is committed to closing our gender pay gap and we recognise that to do this we need to increase the number of women in senior roles.
We recognise that there is no quick fix, and we continue with our key objective to have a more even gender balance in the upper pay quarter
Over the past year we have:
- Launched our new Inclusion and Diversity Action Plan, Let’s BRselves.
- Provided a diversity review of salary and bonus processes, to help us make fairer decisions regarding pay, bonus, and promotions.
- Ensured all our Partners have a performance objective related to inclusion and diversity, which has encouraged them to think and act differently in order to drive change.
- Analysed and monitored the diversity of our succession plans at Partner level.
- Launched an inclusive leadership development programme for our Partners and Leadership Team. This will equip them with the knowledge, skills, and behaviours to lead inclusively, connect with their teams, and generate greater wellbeing and motivation.
- Launched unconscious bias training to all our people, so they have an understanding as to how this impacts decision-making.
- Continued to embed our BRighter Working framework which is about balancing how we work. It’s about balancing the needs of our colleagues and clients with our own needs to create more flexibility, stretch and autonomy for all our people.
- Launched reverse mentoring where people can share their experiences and perspectives with leaders with a view to influencing change.
However, we recognise in order to achieve change, we must ensure that inclusion and diversity are embedded across our entire employee lifecycle, from attraction and recruitment, to pay and equal access to training and opportunities.
Looking forward we will:
- Continue to address any systemic bias by reviewing our internal policies and processes to ensure they are fair and equitable for all. Given our pay gap is driven by having more men at senior levels where salaries are typically higher, our action plan will specifically include how we recruit and develop people.
- Collect data and analyse and report on the diversity of our workforce. This will signal where our initiatives are succeeding, or where our efforts might need to be focused for better future outcomes.
- Review our family policies ensuring we are taking a more balanced approach to all caring responsibilities.
Jez Filley, Head of Audit, Assurance and Outsourcing, and Leadership Team Sponsor for Inclusion and Diversity says:
“We are pleased that we have made some progress over the last year, however, we know we are not where we want to be, and we must continue to stay focused.
We are on a journey and are committed to creating change with our Inclusion and Diversity plan, so that everyone in our business can fulfil their potential”.
I confirm the data reported is accurate and has been calculated according to the legal requirements.
Nimesh Shah, Chief Executive Officer
Published: 29 March 2023