The Equality Act 2010 (Gender Pay Gap Information) Regulations 2016 came into force on 1 October 2016 requiring all employers who employ 250 or more employees to publish, on their website, their overall mean and median gender pay gaps.
In companies with a group structure, each legal entity is required to report its data if it employs more than 250 people. This report summarises the data for all eligible permanent or fixedterm employees of the entire Great Places Housing Group structure.
Having a gender pay gap does not necessarily mean that as an organisation we have acted in a way that is inappropriate or discriminatory. We are required to publish:
The median is the middle value and is calculated by organising all the hourly rates of pay in order and selecting the middle number.
The mean is our average pay and is calculated by adding up all our hourly rates of pay and diving by the number of colleagues.
Our current Gender Pay Gap figures relate to the 2022 year, using the pay data from 5th April 2022, and are reported in line with our requirements for 2023.
On 5th April 2022, we employed 808 permanent or fixed-term employees. 66% of colleagues received a bonus payment during the 2021-22 period.
UK median Pay Gap 2022 – women earn 8.3.% less than men
In 2022 70% of women received a bonus and 62% of men received a bonus.
To create pay quartiles, we have listed the salary of every colleague in order and then split the list into four equal parts to give pay quartiles. Salaries increase from quartile 1 to quartile 4. Above is the summary split of where men and women sit in terms of the quartile pay bands.
| Quartile | Median | Mean |
|---|---|---|
| Quartile 1 | Women paid 12.6% more than men | Women paid 4.7% more than men |
| Quartile 2 | Women paid 3.3% less than men | Women paid 0.9% more than men |
| Quartile 3 | Women paid 2.6% less than men | Women paid 0.5% less than men |
| Quartile 4 | Women paid 1.2% more than men | Women paid 5.1% less than men |
The graph below shows the comparison of our gender pay gap across the previous four years.
This highlights the narrowing of the pay gap over this time, and shows a greater consistency in the alignment of both the mean and median figures.
| Year | Median | Mean |
|---|---|---|
| 2019 | 10.1 | 5.2 |
| 2020 | 1.8 | 6.6 |
| 2021 | 2.3 | 5.5 |
| 2022 | 2 | 2.9 |
As an organisation we take equality, diversity and inclusion seriously with a clear strategy in place to embrace the value of our differences, creating a culture of inclusion and ensuring fairness for all of our people. Aligned to the people strategy, we will continue to create an environment that provides equal opportunities for all colleagues, irrespective of gender, to reach their career progression potential.
Continue to monitor gender pay on a regular basis for Great Places Housing Group.
Continue to ensure equal access to external recruitment and internal moves.
Continue to ensure fairness in the provision of any corporate bonus payments.
Created organisational alignment of salaries for similar roles to ensure like-for-like roles are paid fairly.
Introduced a greater pay alignment for colleagues identified as being below the average paid salary for their role during a mid-year pay review process.
Introduced spot salaries for some roles to create full alignment of pay where appropriate.
Implemented our SHE Inspires award to promote female inclusion and empowerment and demonstrate our commitment to supporting the development and progression of female colleagues.
Introduced additional support for colleagues struggling with the impact of the cost of living crisis.
Continue to ensure organisational alignment of salaries for any new roles, to ensure like roles are paid fairly, through reviewing cross-functional salaries during recruitment and annual review processes.
Monitor opportunities to implement further spot salary rates for new/additional roles to support wider alignment of pay where appropriate.
Launch our SHE development programme for women in male-dominated areas.
Introduce externally accredited Women in Leadership qualifications to support progression.
Continue the evaluation of the impact of the cost of living crisis, identifying opportunities to support all colleagues to cope effectively during this time.
Matthew Harrison
