Peter Jackson Chief Executive Officer. Paddy Power Betfair. Gender Pay Gap 02

Transcription

1 Gender Pay Gap

2 Peter Jackson Chief Executive Officer Gender pay gap reporting is an important step forward within both business and society, and we welcome the opportunity it provides to accelerate the pace of change in our organisation. Gender Pay Gap 02

3 Diversity & Inclusion at PPB At our ambition is to be a world-class, trusted, sports betting and gaming operator. To deliver this, we believe we need to harness the benefits of a truly diverse and inclusive culture. Diversity isn t just the right thing to do; it s good for business. Diversity is frequently proven to improve decision-making and build better teams. We welcome the requirement to report on the gender pay gap and are committed to accelerating change. We ve made a number of changes to our policies, ways of working, and hiring and development of women to improve diversity. While we ve made progress, the data we have reported shows we need to do more. Our focus will remain on embedding a culture where everyone can be themselves and do their best work, attracting more female applicants, identifying and developing high performing females and providing them with opportunities to progress into senior roles. Sally Cairns, Chief People Officer Gender Pay Gap 03

4 What is the gender pay gap? The gender pay gap is the difference between the average earnings of men and women. It looks across all jobs at all levels within an organisation. The gender pay gap is different from equal pay Equal pay is the legal obligation for employers to pay a man and a woman equal pay for the same or similar work. A company can have a gender pay gap without breaching equal pay provisions. Our gender pay gap at PPB is not as a result of equal pay issues. We have a gender-neutral approach to determining pay for our roles at all levels and we regularly monitor this to ensure we continue to meet legal and moral obligations. Mean gender pay gap The mean gender pay gap is the difference in the average hourly pay for women compared to men within a company for the month of April Median gender pay gap The median pay gap represents the middle point of a population. If you separately lined up all the women and men in a company, the median pay gap is the difference between the hourly pay rate for the middle woman compared to that of the middle man for the month of April Proportion of males and females receiving a bonus This is the percentage of men and women who received bonus pay in the 12 months leading up to the snapshot date of 5 April Proportion of males and females by pay quartile Quartiles represent the pay rates from the lowest to the highest for our UK employees split into four equal sized groups, with the percentage of women and men in each quartile for the same pay period. Gender Pay Gap 04

5 PPB UK Results What s required of us? Under the new regulations is required to disclose its gender pay gap for the UK on the UK Government s website. This data has now been published. The regulations require all employers with more than 250 employees to disclose their data for each employing entity with over 250 employees, separately. PPB in the UK is made up of various entities, with two main employers, with more than 250 employees: Power Leisure Bookmakers LTD (all Retail employees) ( PLBL ) and Betfair LTD (non-retail employees). PPB UK Combined Results Gender pay gap Mean pay for men is 27% higher 27% 11% Gender bonus gap Mean bonus pay for men is 71% higher 71% 61% Proportion of men and women paid a bonus Women 89% 91% Median pay for men is 11% higher Median bonus pay for men is 61% higher Men However, to provide the most transparent and representative view of our whole UK business we have chosen to also report data for the combined population, even though separate entity figures show more favourable results (see data on the right). On the next page you can find the detailed breakdown of the UK reporting and we have also chosen to expand and report our analysis to include Ireland. For the next reporting period we will also be expanding this analysis to cover other locations to understand whether there is any significant difference. Population by pay quartiles Quartiles represent the pay rates from the lowest to the highest for our UK employees split into four equal size groups, with the percentage of men and women in each quartiles. Lower Quartile Lower Middle Quartile Upper Middle Quartile Upper Quartile Men 48% 55% 61% 78% Women 52% 45% 39% 22% Gender Pay Gap 05

6 PPB results the detail * These figures represent female salaries compared with males. These are the entities we reported on the government website. Data reported in this document Pay gap figure representation Betfair Ltd. PLBL Ltd. PPB UK PPB Ireland Mean gender pay gap -13% -10% -27% -21% Median gender pay gap -14% -6% -11% -8% Mean gender bonus gap -32% -50% -71% -57% Median gender bonus gap -15% -28% -61% -67% Proportion of males and females receiving a bonus 91% 90% 91% 85% 84% 90% 89% 90% Proportion of males and females in the top pay quartile 85:15 67:33 78:22 71:29 Gender Pay Gap 06

7 Why do we have a gender pay gap at PPB UK? The pay gap for the UK as a whole is larger than for either Betfair Limited or Power Leisure Bookmakers Limited on a standalone basis. The factors on the right drive this difference, but in summary a higher number of women in lower paying roles in Power Leisure Bookmakers Limited drives the overall pay gap for the combined UK workforce. Pay Our 27% mean gender pay gap arises from a number of factors and reflects a consistent pattern seen across the UK economy: The most significant challenge we face is that we have fewer women than men in senior management roles. Our top two quartiles are dominated by men. Whilst women make up 39% of our UK employees, only 22% of our upper quartile are female. Due to the differences between retail and online businesses, we operate different organisational and pay structures relevant to each business. These are reflective of the market in which we operate. We regularly benchmark our pay across both our retail and online businesses to ensure that we remain competitive and pay our people fairly. We have a larger retail shop population than head office, and a much higher proportion of women in retail. Bonus Bonus includes share based incentives and these are offered within the head office population where we have more men, and not in retail shops. Our 71% mean gender bonus gap is comparatively high and we have two main challenges: Bonus amounts tend to increase with seniority, and we have a higher proportion of men to women in our most senior roles. Our Retail bonuses (where we have a far greater proportion of women) are structured differently to head office payments, but are still included in the comparison. Employees in Shops vs. Head Office UK Male Female Total HO Shops Total Gender Pay Gap 07

8 How are we redressing the balance? We are working on creating an inclusive culture, but we know we have more work to do. Formally launched on International Women s Day in March 2017, Fair Game is an internal initiative to promote a diverse and inclusive workforce, with a focus on gender. What have we been working on? In 2016, we updated our policies on maternity, paternity and adoption leave as well as flexible working to make sure we re offering a great deal for all. We increased the number of female hires in May 2017 from 20% to 33% in December 2017 by making some changes to our core HR practices, for example; Job descriptions are entered into a gender decoding tool to eliminate any non-inclusive language. We updated our career site and ensure events are gender neutral and inclusive. Recruitment partners are briefed to submit diverse candidates when we re filling open roles, and even when there isn t an open role available. We ve entered into several partnerships, aligned with our CSR team, to access best practice approaches, more diverse candidates and training for our staff, for example: Code First For Girls, London Partnering with stemwomen.co.uk and gradireland.com on grad recruitment PPB has signed up as a founding member of the All In Diversity Project focused on improving diversity in the global gambling sector. We ve launched a voluntary internal mentoring programme with 50 initial participants/mentors. We ve launched a maternity buddy programme to support returning mothers and are offering a phased return to work. Gender Pay Gap 08

9 PPB stories Flexible Working Becoming a new mum has meant my priorities in life have changed. But that doesn t mean my career ambitions are any less. I love what I do and having children has given me a new appreciation and a new drive for my job. Flexible working hours in PPB allow me to achieve a work-life balance, whilst keeping my career on track. Emer McCarthy, Head of Brand Planning The flexible working arrangement I have enables me to accommodate my childcare logistics and get home in the evening to see my daughter which I value hugely. I know that my manager judges me on my output vs. presenteeism and this approach has enabled me to build a meaningful career whilst retaining balance. I was promoted at the end of last year which I think sends a great message that you can progress your career at PPB and still achieve a great work-life balance. Nicky Brocklehurst, Head of HR Career Progression I am proud to work for a company that takes diversity seriously and where talent and not gender is the criteria for success. Balancing a career and being a parent is not an easy task so it is invaluable to have a supportive employer. Whilst I have been on maternity leave twice this has not impacted my career. In fact, I was promoted to Director of Retail when I came back from my second maternity leave. Jessica Norell, Director Retail GB Maternity Leave PPB really prioritizes the well-being of new parents. Our policy allows us to plan our leave and decide what s best for ourselves and for our families. We are financially supported and genuinely encouraged to take time to really enjoy those precious and incredibly fast-paced first months. Patricia Kane, Director of Customer Experience Mentoring The mentor programme has been hugely beneficial to me. This programme has pushed me to work on my professional development, aided by an incredible mentor someone that I would otherwise never have known, or had access to, given my more junior level. This mentoring relationship has taught me the incredible value in having a mentor who is willing to help, separate from my day-to-day senior colleagues. I feel more driven to improve personally knowing that the support and encouragement is there. Jill Watkins, Gaming Planning & Projects Executive MBA Sponsorship After being accepted for the MBA degree at Imperial College Business School and paying the first tuition fee instalment, I was approached and very generously offered part-sponsorship by PPB, which is fantastic, but just as importantly, they allow me enough study leave as well. Marta Tubek, Product Design Manager Gender Pay Gap 09

10 Our 2018 plans As our results show, there is much more work to be done to achieve gender diversity, particularly at senior levels. We know from our engagement survey, that females are satisfied with the culture, leadership and are engaged in their roles. Our data tells us we broadly hire the same % of females that apply for roles, and so our challenge lies in attracting more female applicants, and supporting them to progress to the most senior levels of the business. As leaders in the organisation it s up to us to tackle this issue and to focus on recruiting and then accelerating the progression of women across the business and, in particular, to our more senior positions. Dan Taylor, CEO Europe Gender Pay Gap 10

11 Our 2018 plans Recruitment Culture Development It s important that we have the strongest pool of candidates apply for roles at all levels across. Our employer brand should aim to attract a more diverse candidate pool. Our actions will only succeed if we have the right culture and working environment. Our focus in 2018 will be on understanding the culture we are creating in more depth and ensuring it fosters diversity and inclusion. We will ensure talented females are able to progress their careers and help close the gender gap. In 2018, we will launch a digital PR campaign with the aim of attracting more females. We will identify female members of staff as our ambassadors on social media platforms. We will continue to build partnerships in the local Community. Every recruitment partner will be briefed to provide a gender balanced short list for all roles. We will continue to scrutinise hiring practices to eliminate bias in hiring decisions by trialling the removal of personal details from CVs. We will partner with agencies who directly source skilled women who have been out of work or who want part time flexible working, and trial this approach across a variety of roles. We will roll out unconscious bias training in 2018 to managers. We will continue to schedule quarterly Fair Game events for all staff. We will source regular feedback from females about their experience of working at. We will analyse pay by function and location to understand any areas where change is required. We will invest in identifying high potential senior women and accelerating their career progression. We will continue to recruit and develop 20+ graduates with a 50:50 female/male split across our graduate programme annually. We will sign up 50+ females to the Fair Game mentoring programme. We will continue to offer our maternity buddy programme to women going on/returning from maternity leave. Gender Pay Gap 11

12 Gender Pay Gap