Gender pay gap report 2019

Gender pay gap report 2019

Gender pay gap reporting

Gender pay gap is the difference between the average hourly rate received by men and women and is not a comparison of pay rates for men and women doing work of equal value.

 

Our gender pay gap 

Our aim is to reduce our gender pay gap on an annual basis.

 

Overall: Hafod Care, Housing and Resources

Median Gap

  • 2017 20.8% 20.8%
  • 2018 14.1% 14.1%
  • 2019 10.6% 10.6%

Mean Gap

  • 2017 30.4% 30.4%
  • 2018 29.1% 29.1%
  • 2019 25.4% 25.4%

Hafod Care

Median Gap

  • 2017 20.8% 20.8%
  • 2018 3.1% 3.1%
  • 2019 0.6% 0.6%

Mean Gap

  • 2017 13.3% 13.3%
  • 2018 6.8% 6.8%
  • 2019 6.8% 6.8%

Hafod Housing

Median Gap

  • 2017 0% 0%
  • 2018 0% 0%
  • 2019 -2.1% -2.1%

Mean Gap

  • 2017 13.3% 13.3%
  • 2018 9.6% 9.6%
  • 2019 2.9% 2.9%

Hafod Resources

Median Gap

  • 2017 36.4% 36.4%
  • 2018 36.2% 36.2%
  • 2019 27.6% 27.6%

Mean Gap

  • 2017 43.6% 43.6%
  • 2018 40.7% 40.7%
  • 2019 36.2% 36.2%

Why we have a gender pay gap

Across our organisation, women are well represented at senior and middle manager levels but also occupy 88% of our frontline workforce. This is common in the care and support industry and means women hugely outnumber men in lower-paid frontline roles which creates our pay gap.

We are pleased that in care and housing our gender pay gaps are below the ONS average. In housing women are occupying a greater percentage of senior roles which means there is a -2.1% median gender pay gap.

Within our resources areas we have reduced our median gender pay gap year on year by 8.9% points, which evidences the senior female appointments which have been made in 2019. We do however have a large gender pay gap in resources due to the high percentage of men in the upper pay bands.

Closing our pay gap

We believe that all of our colleagues play a vital role in providing our services and making lives better for our customers and communities.

Investing in our people is one of our strategic priorities as set our in our Strategic Plan 2019-2024. This priority is about creating great days at work for all our colleagues and has four key ambitions.

We will create great days at work where:

  • talented people want to work and stay and everyone’s contribution is valued
  • skills are developed and ambitions are achieved, enabling us to be recognised for our excellence in work based learning
  • culture, leadership and behaviours enable a high performance culture

We are focused on building a strong engagement culture where colleagues feel valued and where diversity and inclusivity is embraced.

Delivering our people plan and continuing to invest in our people will support us to further close our pay gap.

Karen Rosser

Karen Rosser

Executive Director of People and Change

Karen Rosser

Karen Rosser

Executive Director of People and Change

Closing our pay gap

We believe that all of our colleagues play a vital role in providing our services and making lives better for our customers and communities.

Investing in our people is one of our strategic priorities as set our in our Strategic Plan 2019-2024. This priority is about creating great days at work for all our colleagues and has four key ambitions.

We will create great days at work where:

  • talented people want to work and stay and everyone’s contribution is valued
  • skills are developed and ambitions are achieved, enabling us to be recognised for our excellence in work based learning
  • culture, leadership and behaviours enable a high performance culture
  • people practices which enable us to achieve our objectives

We are focused on building a strong engagement culture where colleagues feel valued and where diversity and inclusivity is embraced.

Delivering our people plan and continuing to invest in our people will support us to further close our pay gap.

Achieving our ambitions

To help reduce our gender pay gap, we are:

  • tackling the challenges around low-paid work by improving terms and conditions. Our colleagues have benefitted from improved rates of pay and enhanced sick pay. Issues with low pay are particularly common for women in care and we want to change this.
  • addressing the lack of opportunities to gain new skills and progress by creating new career pathways. Our academi supports colleagues on every step of their learning journey which will give them the opportunity to develop and improve their incomes.
  • providing opportunities for colleagues to develop leadership and management skills so they can progress in their careers and have the potential to earn more.
  • focusing on employee well-being which has included reviewing and improving our people policies and practices. We’re creating an inclusive environment which encourages colleagues to flourish regardless of their gender.