Scope of Report
- The data for this exercise has been taken from the March 2020 payroll which includes the snapshot date of 31 March 2020;
- The data includes all employees who are paid on a substantive or fixed term basis;
- The data includes basic pay and relevant allowances but not overtime pay, redundancy or termination payments, or non-cash benefits such as those paid through salary sacrifice;
Education Training Collective Results
The data used for this exercise has been taken directly from the Group’s HR/Payroll database and covers the snapshot period of 31 March 2020.
The mean gender pay gap
The mean hourly rate of pay for all male full-pay relevant employees is £15.47.
The mean hourly rate of pay for all female full-pay relevant employees is £13.43.
The mean gender pay gap therefore equates to 13.19%.
The median gender pay gap
The median hourly rate of pay for all male full-pay relevant employees is £14.63.
The median hourly rate of pay for all female full-pay relevant employees is £12.01.
The median gender pay gap therefore equates to 17.91%.
The mean bonus gender pay gap
The mean bonus for all male full- pay relevant employees is £15.47
The mean bonus for all female full- pay relevant employees is £13.43
The mean gender bonus gap therefore equates to 13.15%
The median bonus gender pay gap
The median bonus for all male full- pay relevant employees is £14.63
The median bonus for all female full- pay relevant employees is £12.01
The median gender bonus gap therefore equates to 17.94%
The proportion of males and females receiving a bonus payment
Males 0.4%
Women 1.4%
Pay Quartiles by Gender
| Band | Males | Females | Description |
|---|---|---|---|
| A | 19% | 81% | Includes all employees whose standard hourly rate places them at or below the lower quartile |
| B | 30% | 70% | Includes all employees whose standard hourly rate places them above the lower quartile but at / below the median |
| C | 35% | 65% | Includes all employees whose standard hourly rate places them above the median but at / below the upper quartile |
| D | 47% | 53% | Includes all employees whose standard hourly rate places them above the upper quartile |
Conclusion
The Group’s mean gender pay gap is £2.04 per hour (13.19%) and the median gender pay gap is £2.62 per hour (17.91%).
Underlying causes of the gender pay gap
Under the law, men and women must receive equal pay for:
- the same or broadly similar work;
- work rated as equivalent under a job evaluation scheme; or
- work of equal value.
The Education Training Collective is committed to the principle of equal opportunities and equal treatment for all employees, regardless of sex, race, religion or belief, age, marriage or civil partnership, pregnancy/maternity, sexual orientation, gender reassignment or disability. It has a clear policy of paying employees equally for the same or equivalent work, regardless of their sex or any other protected characteristic.
As such:
- All managers receive annual training in fair external and internal recruitment practice;
- Workforce profile reports are provided to Governors on a regular basis;
The Group is therefore confident that its gender pay gap does not stem from paying men and women differently for the same or equivalent work. Rather its gender pay gap is the result of the roles in which men and women work within the organisation and the salaries that these roles attract.
The Group’s gender profile is consistently around 2 female employees to one male and recruitment patterns reinforce these proportions.
However an analysis of the workforce has shown that The Group’s cleaning staff and Learning Support Assistants are largely comprised of female staff members. They all fall into the lowest salary band, which in turn impacts upon The Group’s pay averages.
The Senior Management Team is 50% male and 50% female. This also affects pay averages.
The Group will continue to take positive action to address pay imbalances between the genders in terms of its external and internal recruitment practices.
In addition, The Group has launched a learning and development strategy which identifies those staff with high potential to progress to senior management level and supports them with coaching and mentoring. A higher proportion of females to males were successful in their applications to join the programme.