Gender Pay Gap Report 2017

Transcription

1 Gender Pay Gap Report 2017 EXECUTIVE SUMMARY UK and Ireland 1 Photo Hufton+Crow

2 We believe that it is important to not only have the right mix of voices within an organisation, but also to create an inclusive culture, ensuring that every voice is heard and valued. Lara Poloni Foreword At AECOM our ambition is to build a better world. We are driven by a core belief that in order to better understand that world and serve our clients, we must harness the benefits of a truly diverse and inclusive workforce. The diversity agenda is not just a numbers game or a tick box exercise; at its heart it is cultural change whereby we tackle unconscious bias, set the bar high in terms of accountability and seek behaviour change right through the organisation. At AECOM, we also recognise that diversity needs inclusion in order to thrive. We believe that it is important to not only have the right mix of voices within an organisation, but also to create an inclusive culture, ensuring that every voice is heard and valued ultimately we are seeking diversity of thought because we know this will create a high-performing organisation. I am proud of the progress we have already made towards gender equality in our business, including removing potential bias from the recruitment processes to ensure a more diverse range of candidates, flexible working, mentoring programmes and our newly launched return to work scheme. We know there is no silver bullet, but by assessing critically each aspect of the employee journey from recruitment to development to promotion, we know we have the best chance of success. I strongly believe that the incredible diversity of our people and our commitment to doing the right thing are some of AECOM s key strengths as a company. As such, we re determined that our workforce fully represents the communities we serve and that career progression reflects performance, talent and behaviours, and nothing else. Lara Poloni, CEO of Europe, Middle East, India and Africa 2

3 We know that building a fully diverse and inclusive culture is a long-term commitment and we have a clear ambition to do more as we move towards becoming a company that our people want to work for and are proud of. David Barwell I welcome the implementation of mandatory gender pay gap reporting as one important step in ensuring progression and transparency in the workplace. The philosophy behind creating an environment where our people feel that they can completely be themselves and valued, aligns with our existing diversity and inclusion strategy. At AECOM, we are committed to advancing women in the workplace and are proud of the progress we have already made towards gender equality in our business. Through our pledges and actions, in 2017, 34% of all UK&I new hires were female; double the industry average. We know that building a fully diverse and inclusive culture is a long-term commitment and we have a clear ambition to remain fully engaged as we deliver on being a company that our people want to work for and are proud of. Our STEM outreach work is also an important part of our long-term strategy it is imperative that more women are encouraged to consider a career in the sector, right from an early age. And we believe the best people to support aspiring engineers are those already in the industry. It s up to us to lead the charge in helping groups of young men and women become the engineers of the future. By becoming more visible in the work we do, we will increase diversity in STEM, and ultimately in our workplace. David Barwell, Chief Executive, UK and Ireland 3

4 WHY WE HAVE A GENDER PAY GAP Like most organisations in our industry, the primary reason for our gender pay gap is an imbalance of male and female colleagues at different levels across the organisation. We have fewer women in more senior positions, as well as a higher proportion of women relative to men in more junior roles. AECOM operates several different bonus arrangements to recognise strong business, team and individual contributions. Our bonus pay gap reflects lower female representation across the organisation s more senior levels where bonus is a larger component of overall compensation. The shortage of women in STEM in what has been a traditionally male dominated industry also represents a significant challenge we share with the wider UK economy, resulting in under representation of females at all levels. In the UK, only 25% of all graduates in science, technology, engineering and mathematics (STEM) are women, and in engineering and technology, this figure is just 14%. It is important to note that gender pay gap is not synonymous with unequal pay. The issue of pay inequity (i.e., unequal pay) is paying women and men differently for doing comparable work. This is not what our report and statistics indicate. Gender pay gap is the difference between the median average of women s and men s compensation reported in broad categories established by the UK government. It is not a comparison of compensation for comparable jobs. With that said, it is AECOM s goal to close the pay gap in our company and industry through our diversity and inclusion efforts. 4 Photo Hufton+Crow

5 Statutory disclosures AECOM LTD AECOM I&E Median gender pay gap 21.9% Mean gender pay gap 21.5% Median bonus pay gap 50% Mean bonus pay gap 56% Median gender pay gap 21.2% Mean gender pay gap 21.4% Median bonus pay gap 50% Mean bonus pay gap 34% Male Female Male Female Upper quartile 85% 15% Upper middle quartile 75% 25% Lower middle quartile 64% 36% Lower quartile 64% 36% Overall (male/female) 72% 28% Upper quartile 86% 14% Upper middle quartile 79% 21% Lower middle quartile 64% 36% Lower quartile 59% 41% Overall 72% 28% Declaration We confirm the information and data reported is accurate as of the snapshot date 5 April Adam Rawlings Smith HR Director UK & Ireland David Barwell Chief Executive UK and Ireland 5