A core part of ODI’s work is promoting and advocating gender equality. As such, we fully embrace gender pay gap reporting in the UK and commit ourselves to reporting on, and addressing gender pay gap issues in our own organisation even though we are not required to do so (because we fall under the government’s 250 or more employee threshold).
As usual, our gender pay gap analysis was carried out by an independent third party, XpertHR, and done in line with the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017 and Equality Act 2010 (Specific Duties and Public Authorities) Regulations 2017.
Our submission for 2019 comprised 208 workers of which 208 were categorised as “relevant employees” and used in the reporting of bonus pay gap statistics. 195 employees were classified as “full-pay relevant employees” and were used in the reporting of hourly pay gap statistics. This is made up of 123 women and 72 men. The results are as follows:
- Mean gender pay gap: 10.2%
- Median gender pay gap: 9.7%
- Mean gender bonus gap: 0%
- Median gender bonus gap: 0%
- The percentage of:
a) male employees receiving a bonus is 0.0%
b) female employees receiving a bonus is 0.0%
The analysis showed that we had a mean gender pay gap of 10.2% in 2019. This is a small increase of 0.4% from 2018 when the gap was 9.8%. This means that males made £2.80 per hour more than females in 2019. The median pay gap is 9.7%.
We are disappointed with the small increase in the pay gap. However, the mean gender pay gap for ODI is still significantly below the figure for peer organisations (see below) and ODI is confident of resuming our trajectory towards a decreasing gender pay gap next year.
Internal analysis suggests this slight increase can be attributed to a fluctuation in staff levels caused by restructuring and turnover.
In the year leading to the review, we proactively took gender into account when undertaking Salary consistency checks at recruitment, and when implementing approved pay alignments. However, our financial position prevented ODI from fully tackling “hot spot areas” identified as part of the data analysis undertaken with our Gender Equality and Social Inclusion team. By continuing with these interventions, and with the benefit of an improving financial situation, we hope to make further progress this year.
How does ODI compare with national statistics?
Even at the slightly increased figure of 10.2%, the mean gender pay gap for ODI is still significantly below the whole national sample figure, and for the national figure for Human health, social work and other services.
Our commitment to action
ODI believes in co-creating a positive diverse work environment and an organisational culture that values all staff regardless of gender identity or other protected characteristics. Treating everyone fairly and with respect is one of ODI’s core values.
Further details and analysis
- Given that ODI has fewer than 250 people, each person’s weighting is significant in terms of gender pay reporting.
- ODI employs more women than men. However, some women in the same grades tend to be at the lower end of the grade.
- There are more women than men in both junior and senior roles at ODI. More woman than men are promoted at ODI. At promotion, both men and women are promoted to the bottom band of the grade. Despite this, we have a gender pay gap.
- Analysis shows that it is grade 7 has the highest gender pay gap. This grade has the second least members of staff in it and has the issue of legacy salaries.
- The pay disparity in part-time compensation between men and women is very low at ODI.
- With regard to the future, it is interesting to note that In terms of grades (1, 2, 3, 5 and 6) and age (under 49 years) there is a currently a mean pay gap in favour of women.
We believe the following interventions will support ODI to reduce and ultimately eliminate our gender gap in the coming years:
- Designate grade 7 as a ‘hot spot’ area, and when affordable, consider proactively addressing the pay gap through targeted pay realignments in this grade.
- Continue to conduct salary consistency checks at appointment and carry out individual pay realignments where appropriate and necessary.
- Review our flexible working arrangements as it pertains to senior roles to sustain the representation of women at this level. This may result in attracting even more woman into these senior roles. We will offer workshops for hiring managers on the merits of flexible working and all the options.
- Organise training to raise awareness and mitigate against unconscious bias in recruitment.
- Continue to monitor any pay disparity in part-time compensation between men and women.
- Continue to ensure any legacy salary issues are mitigated over time and phased out.