Gender pay gap statement

A 2018 review of our gender pay gap, featuring interventions that are planned to eliminate this in the coming years.

Overview

A core part of ODI’s work is promoting and advocating gender equality. As such, we fully embrace the gender pay gap reporting in the UK and commit ourselves to addressing gender disparity in our own organisation.

In April 2018, ODI reviewed its gender pay gap in line with with the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017 and Equality Act 2010 (Specific Duties and Public Authorities) Regulations 2017.

The review found that ODI’s gender pay gap for 2018 is 9.8%. The gap has reduced from 10.4% in 2017 and 14.3% in 2016. We are encouraged by this downward trajectory and remain committed to eliminating this gap over the next five years, per the organisational commitment set out in our new five-year strategy

As an organisation of fewer than 250 people we are not legally required to publish our gender pay gap but are doing so voluntarily, in line with our continuing commitment to transparency and accountability.

‘We are committed to reducing and eliminating our gender pay gap, and are encouraged that ODI’s gap is reducing year on year. However, we believe that any gap is unacceptable so are putting in place a clear action plan to ensure we deliver our commitment over the next five years.’—Sara Pantuliano, Acting Executive Director
ODI's 2018 gender pay gap in context chart. © ODI 2018

Our commitment to action

Following our review, we have undertaken in-depth analysis of ODI’s gender pay to identify the challenges we are facing and the action we need to take to address them. This has been a collaborative exercise between ODI’s senior leadership, a group of ODI staff from various areas and trade union representatives and the Human Resources department. 

ODI believes in co-creating with staff and management 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

Our submission for 2018 comprised 241 members of staff. This is made up of 65.84% women and 34.16% men. The results are as follows:

  1. The mean gender pay gap is 9.8%
  2. The median gender pay gap is 4.6%
  3. The mean gender bonus gap is 0%
  4. The median gender bonus gap is 0%
  5. The percentage of:
    • male employees receiving a bonus is 0.0%
    • female employees receiving a bonus is 0.0% 

Our initial analysis shows:

  1. Given that ODI has fewer than 250 people, each person’s weighting is significant in terms of gender pay reporting.
  2. ODI employs more women than men. However, women in the same grades tend to be at the lower end of the grade.
  3. There are more women than men in both junior and senior roles at ODI. More women 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.
  4. Analysis shows that it is grade 7, which is the broadest grade at ODI with four bands, including the Principle Research Fellow zone within this pay band, that has the highest gender pay gap.
  5. The pay disparity in part-time compensation between men and women is very low at ODI.

Action

We believe the following interventions will support ODI to reduce and ultimately eliminate our gender gap in the coming years:

Near-term initiatives:

  1. Undertake further analysis of the relationship and correlation between: length of service; promotions; historical legacy salaries; and pay negotiations during external recruitment in order to better understand the impact of these factors on gender pay at ODI.
  2. Continue to conduct salary consistency checks at appointment and carry out individual pay realignments where appropriate and necessary.  
  3. 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.
  4. Have our recruitment literature independently checked for gender bias language to ensure parity.
  5. Ensure gender parity in pay at the hiring stage for employees with comparable qualifications.
  6. Continue to monitor any pay disparity in part-time compensation between men and women.
  7. Continue to review and publish our gender pay gap each year, even if we are not legally obliged to do so.

Longer-term initiatives:

  1. If necessary, consider the need for a wider pay realignment exercise in the low end of pay bands, aiming for an equal gender distribution at all levels within pay bands.
  2. Review pay and benefits as part of a new Total Reward and Promotion Strategy aimed at making remuneration and rewards fair, objective and transparent.
  3. Continue to ensure any legacy salary issues are mitigated over time and phased out.