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Gender Paygap Update 2018/19

In 2017 the Government introduced regulations for all organisations with over 250 employees to publish information about gender and pay. The aim is to encourage employers to tackle their gender pay gap if they have one.

Our gender pay report

This is our second annual gender pay gap report and provides a snapshot of where we were at 5 April 2018. At Northwards, we had 344 people working for us on this date - 54% female and 46% male.

What is the gender pay gap?

The gender pay gap is a measure of the difference between women’s and men’s average earnings across the organisation.

Key statistics

Our gender pay gap figures have been calculated using the standard methodologies as prescribed by the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017.

Reporting on the Mean, Median and Quartiles makes it easier for us to compare our differences to other organisations and allows us to measure how salaries of women and men are spread throughout Northwards.

Mean gender pay gap

The mean gender pay gap at Northwards is 11.6% which means that women earn an average of £1.91 per hour less than men.

Since 2017, the mean pay gap has reduced by 2.8% and 20p per hour. This is worked out by adding all the men’s salaries together and dividing the figure by the number of men in the organisation. Then we add all the women’s salaries together and divide by the number of women. The mean gender pay gap is the difference between these two numbers.

Median gender pay gap

Our median gender pay gap is 12.6% meaning women earn an average of £1.91 per hour less than men.

Since 2017 the median pay gap has reduced by 2.9% and 49p per hour. This is the difference between the mid points in the ranges of hourly pay of women and men. We get this by taking all the salaries from the lowest to highest and picking the middle salary. This means 50% of employees will earn a salary above the midpoint and 50% a salary below it.

Staff quartiles

Our report shows that women are well represented in all four quartiles.

Lowest quartile: 39.5% male 60.5% female

Lowest middle quartile: 40.7% male 59.3% female

Upper middle quartile: 51.2% male 48.8% female

Upper quartile: 53.5% male 46.5% female

We have more females employed in part-time roles and more males employed in historically male-dominated and highly technical roles such as in our IT or property teams. Northwards executive team remains 100% male, however the senior management team and Board are both 50% female. We have reduced the upper quartile of men by 5.8% as we have recruited and promoted more females into senior management roles.

Closing the gender pay gap

We are committed to better understanding and addressing our gender pay gap and we want Northwards to be a great place to work that attracts and keeps the very best talent.

We are confident that our gender pay gap does not stem from paying men and women differently for the same or equivalent work.

Recruitment

We have gender neutral policies in our recruitment process and our managers have undertaken unconscious bias training. We have proactively gone out to market to attract females into our property services directorate from apprenticeships through to senior manager appointments. There has also been an increase in the number of women taking up opportunities for sponsored academic qualifications and formal learning taking advantage of professional development opportunities.

Monitoring

We monitor and report our employee diversity statistics on a quarterly basis capturing age, ethnicity and gender. We review our recruitment practices, leavers and internal appointments to identify any barriers and take action where and as appropriate.

Learning and Development

We seek to attract more female applicants and provide a flexible approach to supported learning to help us retain the best people. We regularly review our internal succession to help us identify and support our talent. This includes ILM Level 5 leadership programme and Chartered Institute of Housing Level 3.

Culture

We offer a range of flexible working arrangements that support all employees, regardless of gender, to balance their work and family life. We regularly review our working arrangements to make sure that when employees are promoted they can successfully fulfil their new job role whilst retaining a healthy work/life balance.

Conclusion

We will monitor our gender pay gap each year and publish our results on our website. We continue to commit to an inclusive and diverse organisation that people want to work for.

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