EQUAL PAY 2017 Equal Pay Policy & Review

Transcription

1 Equal Pay Policy & Review

2 Contents Equal Pay Statement 3 Equal Pay Review Background 4 Process 4 Scope of Review 5 Findings: 6 1. Gender 6 2. Part-time working 8 3. Ethnicity 9 4. Disability Age Hourly Paid Staff 12 Occupational Segregation: Gender Ethnicity Disability 17 Recommendations for Further Action 17 Appendices Appendix 1: Supporting Policies 19 Appendix 2: Athena SWAN Principles 20 2

3 Equal Pay Statement The Royal Conservatoire of Scotland is committed to the principle of equal pay for like work and for work of equal value, irrespective of gender, race, disability or any other protected characteristic. We recognise that the issue of unequal pay goes further than the definitions contained within the equal pay legislation and this necessitates looking beyond equal pay for equal work, to related matters including occupational segregation, career development and flexible working. We recognise the importance of, and are committed to the provision of a fair, objective and transparent pay system which is free from gender or any other bias. In the interests of equity and fairness, and as good business practice we are committed to taking action to ensure that we provide equal pay for like work and work of equal value. In order to put this commitment to providing equal pay into practice, we have: o Adopted best practice in the Higher Education sector to demonstrate equality and transparency. o Implemented a range of policies to underpin equality in employment (for example, the Reward and Recognition Policy, Career Review Policy and Family Friendly Leave Policy). o Implemented the Hay method of job evaluation for the grading of every post within the Royal Conservatoire. o Undertaken a biennial Equal Pay Review for the past seven years to compare the pay of men and women doing like work and work of equal value to ensure that our pay system is free from bias. We have always extended these reviews to include ethnicity and disability to ensure that all staff are covered by this protective legislation. We will, as a priority, take positive steps to address the areas in which the review demonstrates that pay gaps exist. The Director of Human Resources is committed to undertaking an Equal Pay Review every two years to ensure parity and reward fairly the skills, experience and potential of all our staff. 3

4 BACKGROUND EQUAL PAY REVIEW 2017 It is unlawful for employers to pay men and women differently for the same jobs, jobs that have been rated the same under a job evaluation study, or jobs that are of equal value. All public sector organisations, including Higher Education Institutions, are required to undertake a pay review to assess whether there are any discrepancies between the pay for men and women. An equal pay review is an analysis of an organisation s pay structure in order to identify and eliminate any gaps that cannot be satisfactorily explained on objective grounds other than gender. It includes the following essential elements: Comparing the pay of men and women doing equal work and identifying any gender pay gaps, whether in basic pay or any additional payments Carrying our similar analyses for other equality areas where the institution has sufficiently robust statistical data Explaining any significant pay gaps This review presents our findings as of 31 st January 2017 (as far as the data is available) together with a comparison of the results of the 2015 and 2013 reviews and recommendations of areas for further action of review. PROCESS: The way in which the Conservatoire s pay review was structured followed the recommendations within the Equality and Human Rights commission s (EHRC) equal pay review model, which has four steps: 1. Determining the scope of the review and collating the data required 2. Identifying where men and women (and those from other equality groups) are doing equal work 3. Comparing pay data to identify any significant pay gaps 4. Establishing the causes of any significant pay gaps and deciding whether these are free from discrimination and objectively justified, reviewing all relevant pay policies An equal pay review will usually consider three areas: work rated as equivalent, work of equal value and like work. This third area is of more relevant when the organisation does not have a single job evaluation scheme and where value judgements are made based on the jobs being the same or broadly similar. As the Conservatoire has implemented the HAY job evaluation scheme for all posts, all roles have been evaluated and assigned to a specific grade. On this basis, like work is encompassed by work of equal value and work rated as equivalent. The review therefore concentrates on comparisons of work rated as equivalent and work of equal value as defined below: 1. Work rated as equivalent comparing all jobs with the same job evaluation score 4

5 2. Work of equal value where all jobs within the same points range (grade) are compared There is no legal definition of what constitutes a significant gap however as a reference guide, the EHRC advocates the following: Pay differential (relating to sex) Less than 3% Greater than 3% but less than 5% Greater than 5% Recommended action No action Regular monitoring required Reason for difference to be investigated and appropriate action taken to close gap SCOPE OF REVIEW: In previous years, the Conservatoire Senior Management Team took the decision not to limit the Pay Review to gender, but to extend it to incorporate other protected characteristics for which we hold relevant statistical data. In 2013 and 2015 we extended our Pay Reviews to include Disability, Race and Age, and we have once again included data and analysis on these areas. From 2017, it is a legal requirement for all public bodies to include data on disability and race in their Equal Pay Statement and to publish occupational segregation data on race and disability, in addition to gender. Our second tranche of data relates to our Hourly Paid staff, who constitute a significant section of our workforce. These colleagues are generally professionals currently in practice in their chosen field, be it drama, music, production or any other of our disciplines. For these members of our staff, a teaching role may represent a minor part of what they do, and they may work with our students (or indeed staff) for a small yet significant number of hours within a year. For that reason, the way in which the data on Hourly Paid staff is presented is very different to how it is presented for our full time and pro rata staff. It is important to note that due to the size of the institution, a very small change in our staff composition can have a significant impact on the results of an audit such as this. The Conservatoire Senior Management Team has this year been included in the review, and for the first time been included in our calculations. Furthermore, we have adopted a best practice method of calculation recommended by Close the Gap 1 and therefore some of our data is not directly comparable with pay gap data published in previous reports. However, this now represents a new baseline from which we will continue to operate. Calculations have been worked out on mean salary figures unless otherwise stated. All data is from 31 st January Close the Gap works in Scotland on women's participation in the labour market, and has been operating since

6 FINDINGS: Average overall salary The Conservatoire employs staff not only over a wide range of levels and salary grades, but also a variety of working practices; many staff benefit from the flexibility of part time, term time only or annualised hours contracts. TABLE 1. ALL STAFF AVERAGE SALARY Headcount Number Average FTE (Full time equivalent) salary Average actual salary All staff 2013* ,829 30,807 All staff 2015* ,272 27,591 All staff 2017* ,117 25,879 All staff 2017** ,294 27,191 *not including Conservatoire Senior Management Team ** including Conservatoire Senior Management Team When comparing average salaries from 2013, 2015 and the current year, it would appear that the average actual salary has continued to significantly reduce, whilst the average full time equivalent salary has reduced in the last two years by a fraction. This apparent anomaly is due to the far larger increase in part time staff (53.25%) compared to the increase in full time staff numbers (15.15%). (1) GENDER: Our gender pay gap in 2015 was 13.4%, using the revised calculations. Disappointingly the gap has only slightly reduced to 12.6%. It should be noted that the pay gap in 2017 takes into account the salaries of the Conservatoire Senior Management Team, which it did not in earlier reviews. The size of the differential is such that we must explore the reason for it and take action to redress it. TABLE 2. AVERAGE SALARY BY GENDER Headcount Number FTE Average Salary Female (2013) ,485 Male (2013) ,806 Total 222-3,321 Female (2015) ,540 Male (2015) ,731 Total 242-4,191 Female (2017) ,465 Male (2017) ,538 Total 309-4,021 Gender pay gap 11.2% 13.4% 12.6% (NB: the red text denotes those grades where the differential is greater than 5% and therefore requires further exploration and possible action.) 6

7 Whilst the overall gender pay gap is of concern, there is a significant pay gap only at grade 4 and CSMT, which is the same as previous Equal Pay Reviews when a significant gender gap has only been evident in two grades. In the 2015 Pay Review, a gender pay gap of 5.28% was evident at Grade 7. A rationale was provided for this within the report, together with an estimation that within 2 years this gap would be significantly reduced on the basis that this grade represents lecturers and managers and covers six spinal pay points. The reason for the pay gap is largely due to the significant number of females who have been appointed to both academic and professional posts. Our standard practice is to appoint on the minimum salary, therefore this has had a disproportionate effect on females in terms of numbers, due to the high numbers of females recruited. The 2017 data demonstrates that this is indeed the case, with the gap now sitting at just under one percent. The other area where the EHRC guidelines indicated the need to monitor the gender pay gap was at the level of the Conservatoire Senior Management Team. The 2017 Pay Review has unsurprisingly yielded the same results, as the small number of people at this level means that the results will ultimately be skewed in favour of the gender of whoever holds the role of Principal, where the salary (which is a matter of public record) stands at over 60k higher than the next highest salary earned by a member of the Senior Management Team. However, if this one position is removed from the calculations, as it is operating on the singularly highest level and thus does not have a comparator in terms of equal pay for equal work, the gender pay gap at this level is immediately removed. TABLE 3. GENDER PAY GAP Average Salary (FTE) Grade Female Male % Difference % % % % % % % % % % CSMT* % CSMT** % *Excluding the Principal s salary **Including the Principal s salary (NB: the red text denotes those grades where the differential is greater than 5% and therefore requires further exploration and possible action) For illustrative purposes only, it is interesting to note that if the position of Principal were occupied by a woman, the equivalent pay gap at CSMT level would be 37.97% and our overall pay gap would be reduced from 12.6% to 8.2%. This demonstrates the impact of this one role alone on our gender pay gap figure. 7

8 Mean Hourly Pay this is the average hourly earnings of all full time and part time staff, and is calculated by adding all employees rates of pay together and dividing by the total number of employees. This includes the lowest and the highest rates of pay. TABLE 4. MEAN HOURLY PAY All Staff (including Principal) Male Female Mean pay gap = 11.72% All Staff (excluding Principal) Male Female Mean pay gap = 10.19% Median Hourly Pay this is the numerical value which splits the top 50% of the population from the bottom 50%. It shows the midpoint in all employees hourly rates of pay. Therefore, half of employees will earn a rate above the midpoint and half will earn a rate below the midpoint. TABLE 5. MEDIAN HOURLY PAY All Staff (including Principal) Male Female Median pay gap = 13.76% All Staff (excluding Principal) Male Female Median pay gap = 15.96% All of these calculations present a pay gap that is unacceptable and which we will strive to reduce. (2) PART TIME WORKING: Nearly 40% of our permanent staff members work on a part time basis, an increase of nearly 9% in the last two years, and 14% (in total) since Of the 119 part time staff, nearly two thirds are female and there is a negative pay differential between part time and full time staff. The gender pay gap for part time female staff has increased from 11.6% to 15.2% over the past two years, and the reason for this needs to be ascertained. TABLE 6. AVERAGE PART TIME EARNINGS 2017 No. of Staff Average salary (FTE) % difference from all staff average ( 31,272) Part time , % Full time , % Total: 309 Part time No. of Average salary (FTE) staff Female 75 28, % Male 44 33, % % difference from part time staff average Pay Gap 8.57% 15.2% 8

9 It is notable that the pay gap is far wider for women working part time. This is despite the fact that we have women at all levels, up to and including Grade 10, working part time. This is an issue we are committed to investigating and addressing, and will take action to do so as a priority. When explored further, by reviewing each of the pay grades, it can be seen that the differences in earnings between female and male staff is most significant at grades 6 and 8, for which there are some mitigating factors. For example, Grade 6 is the grade upon which Early Career Lecturers are appointed; upon successful completion of the Post Graduate Certificate in Learning & Teaching in Higher Arts Education, will automatically be placed on the bottom point of Grade 7. The programme lasts just 16 months, therefore by the time we undertake our next Pay Review the three female members of staff who are currently on this grade due to not having yet achieved the qualification, are likely to be on the first or second point of the next grade. It should be noted that there are only two males at this grade, both of whom are at the top of the grade due to length of service, so due to the small numbers involved it is important that these figures are viewed in context. TABLE 7. PART TIME PAY GAP Female P/T Staff Male P/T Staff No. of staff Average No. of staff Average Pay Gap Salary (FTE) Salary (FTE) % % % % % % % Total This is also true for Grade 8 where there is an even larger disparity between genders, where the number of men is 4 and just one woman. (3) ETHNICITY: Since the Equal Pay Review of 2013, the number of Black, Asian and Minority Ethnic (BAME) staff has more than doubled from 5 to 11, representing 3.6% of the Conservatoire s permanent workforce, although it is acknowledged that this number is low and does not reflect the composition of the BAME population of Scotland, which stood at 4% in the 2011 census. Although the proportional increase of BAME staff is a positive development, a high proportion of new BAME staff members joined in lower graded posts, such as Domestic 9

10 Assistant. This has consequently resulted in a significant pay gap for BAME staff, which is in particularly stark contrast to the results of our 2015 Equal Pay Review, when our BAME staff earned a salary 4.44% higher than the average. This was impacted on when a very senior member of staff left the Conservatoire s employ, on the basis of both the small size of the institution and the small number of BAME staff within it. Whilst there is a rationale for this apparently extreme change in average earnings for BAME staff, it is a matter of concern and we will explore means to redress the situation in a legitimate and appropriate manner. TABLE 8 & 8a EARNINGS BY ETHNICITY No. of staff Average salary (FTE) % difference from all staff average All Staff ,294 N/A White , % BAME 11 25, % Other ethnic background 4 26, % Not stated 27 25, % The same calculation without including the position of Principal, for reasons outlined earlier, provides the following results: No. of staff Average salary (FTE) % difference from all staff average All Staff ,949 N/A White , % BAME 11 25, % Other ethnic background 4 26, % Not stated 27 25, % Once again, irrespective of the calculations used, the results demonstrate a need for the institution to examine the reasons for such a clear pay gap and to take action to facilitate change. (4) DISABILITY: The overall number of staff who identify as having a disability has increased by 40% since the 2015 Equal Pay Review, although again this equates to the relatively small numbers of 10 in 2015 and 14 in Disabled colleagues are represented at the majority of grades from 1 to 9, with the average earnings matching or bettering non-disabled comparators, apart from at grade 7 where there is a pay gap of just 2.76%, requiring no action at this time. 10

11 TABLE 9. EARNINGS BY GRADE AND DISABILITY Overall Split Average Salary (FTE) Grade Disabled Nondisabledisabledisabled Total % Disabled % Non- Disabled Non- % Difference % 93.75% 15,480 15, % % - 15, % - 18, % 93.18% 21,546 20, % % 96.36% 28,602 26, % % 94.29% 33,637 33, % % 94.03% 39,065 40, % % - 45, % 90% 53,160 52, % % - 56,129 - CSMT % - 76,556 - Total (5) AGE: Previous Equal Pay Reviews demonstrated that, on average, younger staff members earned significantly less than their older counterparts, and this was attributed to the fact that staff in lower age groups were more likely to be at the start of their careers and possibly either in posts within the lower grades or on the initial points of a salary scale within the grade. Conversely, older staff were more likely to have been in post for a longer period of time and to have potentially progressed incrementally higher up the scale, therefore gaining a higher comparable salary, or a more senior role. This is largely still reflective of the position, with just the occasional irregularity due to the circumstances of a small number of individuals. The table below shows the average earnings and pay gap by age and grade. TABLE 10. EARNINGS BY GRADE & AGE Age Age Age Age Age 60+ % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % % CSMT

12 (6) HOURLY PAID STAFF The majority of staff employed by the Conservatoire are Hourly Paid, who enjoy a wide range of working arrangements. Annual hours worked range from under 50 to 400, to meet both the needs of our students and the professional and personal lives of these staff. Hourly Paid staff are paid on the same grade, and for the purposes of the Equal Pay Review they have been concentrated into 4 main groupings, as follows: 1. Professional Support Staff this group includes specialist staff whose skills are required for a short time in a specific area, for example External Relations or Central Production Unit. 2. Lecturer lecturers and tutors 3. Pre Higher Education this group includes staff specifically appointed to work within our Transitions 20/40 programme 4. Undergraduate/Post graduate programmes accompanist It has not been possible to undertake a full comparison of earnings within this Equal Pay Review due to the range of factors involved, but an overview of the number of hours allocated by gender within each of the four main groupings is below: TABLE 11. HOURLY PAID STAFF Number of Annual hours Female hourly paid staff Professional Support Staff Lecturer Pre Higher Education UG/PG Accompanist Female Total: 101 Male Professional Support Staff Lecturer Pre Higher Education UG/PG Accompanist Male Total: 141 GRAND TOTAL: 242 In the two years since our last Equal Pay Review, there has been an increase in the proportion of male hourly paid staff, rising from 52% in 2015 to 58% in The majority of employees in this category are lecturers, and whilst there appears to be an approximately fair allocation of hours to both genders, there appears to be a significant gap in the average earnings between the sexes. The average female hourly paid member of staff earns compared to her male counterpart s average earnings of , an apparent gender pay gap of 26.6%. This is based purely on the number of hours allocated as all staff are paid on the same grade. 12

13 The reason for this allocation will be explored and action taken to redress the balance as appropriate. The composition of our Hourly Paid staff can be seen below: Gender: No. of staff Female 101 Male 141 Total 242 Ethnicity: Disability: No. of staff Disabled 1 Not disabled 217 Undeclared 24 Total 242 No. of staff White 191 BAME 4 Undeclared 47 Total 242 Age: No. of staff Total

14 OCCUPATIONAL SEGREGATION Analysis of data from across higher education institutions in Scotland, undertaken by the Equality Challenge Unit in , revealed distinct patterns of gender and race occupational segregation across most staff groups and across vertical grade structures. In broad terms, women were found to be clustered in mid to lower level staff groups and be underrepresented at professorial and senior management levels. BAME staff were found to be generally present in low numbers but disproportionately represented in academic roles. The table below compares the data from this research with current RCS data to examine where we both align with and differ from the findings, and where we need to take action. (For information, some of the original categories have been excluded as they are not relevant to the work of the Conservatoire.) TABLE 11. OCCUPATIONAL SEGREGATION SECTOR COMPARISON Category of staff Scottish HEIs 3 Royal Conservatoire of Scotland (as used in ECU study) Female Male BAME Disabled Female Male BAME Disabled Cleaners, security, 62.8% 37.2% 4.7% 2.4% 38% 62% 11.4% 5.4% porters Secretaries, 91.9% 8.1% 3.2% 2.1% 58.3% 41.7% 3.2% 8.3% receptionists Library, 82.8% 17.2% 3.3% 2.8% 81.5% 18.5% 3.8% 3.8% Administration Marketing, 63.1% 36.9% 4.1% 3.2% 64.3% 35.7% - - Comms, PR Student Welfare, 73.2% 26.8% 3.1% 4.0% 82.4% 17.6% 17.6% 5.9% HR IT, Building, 39.8% 60.2% 3.6% 2.4% 25% 75% 5% - Technical Managers 51.3% 48.7% 2.6% 2.2% 68.8% 31.2% % Non-academic Professionals Academic Professionals 59.4% 40.6% 3.2% 2.7% 50% 50% - 7.1% 41.8% 58.2% 9.2% 2.0% 50.9% 49.1% 3% 4.7% We have not included actual numbers within this chart as to do so would identify individual members of staff. 2 Occupational Segregation in Scottish HEIs, Equality Challenge Unit, June 2014,page 12 3 Ibid pp

15 TABLE 12. OCCUPATIONAL SEGREGATION BY GENDER Overall Gender Split Average Salary (FTE) (not including hourly paid staff) % % % Grade Female Male Total Female Male Female Male Difference % 50% % % 62.5% % % 51.52% % % 24% % % 40% % % 28.57% % % 44.78% % % 76.47% % % 60% % % 40% % CSMT* % 71.4% % CSMT** % 75% % Totals TABLE 13. PROPORTION OF TOTAL FEMALE/MALE STAFF AT EACH GRADE Grade All All Female Male 1 4.6% 5.9% 2 1.7% 3.7% 3 9.2% 12.3% % 8.1% % 16.2% % 7.4% % 22.1% 8 2.3% 9.6% 9 4.6% 8.8% % 1.5% CSMT 1.2% 4.4% When reviewing the vertical spread of staff by gender and grade, it is interesting to note that the largest proportion of female staff are located at grades 4, 5 and 7, with male staff also most significantly featured at grades 7, 5 and 3 respectively. However, male staff are twice to three times more likely to be represented at the more senior levels of 8, 9 and CSMT. In order to address the causes of this, we will take action to ascertain the barriers that may exist to prevent progression and communicate with staff to ensure that they are aware of all of the developmental opportunities that are available to them. 15

16 The total of our employees including full time and hourly paid staff at all levels is 551, with a gender split of almost 50/50 (at the current time we have no staff member who identifies as non-binary or transgender). This balance is reflected in the statistics for both our academic and non-academic professional staff, which can be seen to be more evenly spread than in the sector as a whole. The gender balance at the Conservatoire in the category of Secretaries/Receptionists is significantly better than in the sector as a whole (HEIs male: 8.1%; RCS male: 41.7%), which is due both to the inclusion of Box Office Assistants and to the overall small numbers. The sector average stands at 82.8% for the category of Library /Administration. Whilst the Conservatoire figure is slightly under at 81.5%, this is an area that requires further research to identify why there is such an overrepresentation of women in these areas. One category where we have a particularly high representation of women is within Student Welfare/ HR, where currently 82.4% of our workforce is female, compared to 73.2% in the rest of the sector. Whilst these are areas that have historically attracted women, we need to identify why this seems to be even more acute within our institution, and to explore ways to potentially redress this. The other area which requires review is that of IT/ Building/ Technical, where only 25% of our staff are female compared to a national average of 39.8%. Ethnicity According to the ECU research, the proportion of staff who identify as Black, Asian and Minority Ethnic (BAME) across all Scottish HEIs is 6%, which is higher than the Scottish population as a whole, which currently stands at 4%. The proportion of all Conservatoire staff who identify as BAME is significantly less than this, currently standing at 2.7%. (This is an issue that we are committed to addressing through a range of activities which are referenced in our Equality Outcomes Report.) The national research identified that the highest proportion of BAME staff were in two categories, specifically Academic professionals and Cleaners/ Security/ Porters. Whilst at the Conservatoire the latter group has a high representation of BAME staff, the other significant number of colleagues are in the category of Student Welfare/ Careers/HR, which stands at 17.6%. Whilst this figure is high, it is worth remembering that the institution is small and our total number of BAME staff very low, and this should be taken into account when considering this data. 16

17 Disability The proportion of all Scottish HEI staff declaring a disability is 2%. This figure is much smaller than the proportion of staff who chose not to disclose their disability status for a range of reasons. The proportion of Conservatoire staff who identify as having a disability stands at 4.5% for full time and part time staff, reducing to 2.7% when hourly paid staff are included in the calculations. We know this is not a true reflection of our workforce and will be encouraging better disclosure through a range of confidence building measures over the coming year. In terms of occupational segregation, disabled staff are represented within all of the categories which are applicable to the Conservatoire, and at a significantly higher proportion than within the sector as a whole. (It should be noted that in the two areas where it appears that there is no representation, disabled colleagues have been included within other categories). RECOMMENDATIONS FOR FURTHER ACTION The 2017 Equal Pay Review has highlighted a number of areas which require further research to ensure that everything possible is being done to reduce any existing pay gaps. Specifically this relates to: 1. We are committed to taking action to ensure that the overall gender pay gap within the Royal Conservatoire of Scotland is reduced, and will develop and publish an action plan to address this, learning from the experience of relevant organisations and educational institutions. 2. We will investigate the reasons for the pay gap affecting women working part time and review appropriate options for redressing this, including gathering information regarding staff experiences through surveys and focus groups, relaunching our Workplace Mentoring Scheme, introducing a Job Shadowing initiative for staff who wish to progress and enhancing our Career Review Procedure. 3. We will investigate the pay gap relating to BAME members of staff to ensure there is no unconscious bias; minority ethnic employees will also have access to the Workplace Mentoring Scheme and the Job Shadowing initiative, as well as working with appropriate external organisations to assist us in understanding and addressing the issues faced by people from specific protected groups. Activities will be identified and detailed in a comprehensive action plan. 4. We will review the allocation of hours to Hourly Paid Staff to ensure there is no gender bias. 5. We will investigate the areas where there is evidence of occupational segregation to review what action can be taken to address the situation, which will subsequently have a positive impact on the pay gaps that currently exist within the institution, specifically: o Student Welfare/ HR 17

18 o Library/ Administration o IT/ Building/ Technical This will include reviewing the applicant data for recently recruited-to posts in the above areas, to analyse the protected characteristics of those who applied and to follow through the applicant process, assessing each step to evaluate if there are any points at which particular groups fall down, and which we could address through appropriate positive action initiatives. Of course, it may be that we are not getting the range of applicants in the first place, which will require different activity, in terms of reviewing how and where we advertise vacancies, as well as reviewing our recruitment process. We will also sign up to the Athena Swan Charter and aim to achieve the Bronze Award before the next Equal Pay Review in The Athena Swan principles which we are committed to are attached at Appendix 2. 18

19 APPENDIX 1 SUPPORTING POLICIES The Conservatoire has a comprehensive range of policies and practices to support equality and diversity within the workplace, which aim to reduce barriers to progression and seek to promote equal pay. All of our policies are/ will be available on our website (which is currently undergoing some development), including: o Absence Management Policy o Career Review Policy o Dignity at Work & Study Policy o Disability in Employment Policy o Equal Pay Statement o Equality & Diversity Statement o Family Friendly Leave Policy o Job Evaluation Policy o Recruitment & Selection Policy o Reward & Recognition Policy o Staff Development Policy o Staff Mentoring Scheme 19

20 ATHENA SWAN PRINCIPLES APPENDIX 2 The Athena SWAN charter process is based on ten key principles. By being part of Athena SWAN, institutions are committing to a progressive charter; adopting these principles within their policies, practices, action plans and culture. 1. We acknowledge that academia cannot reach its full potential unless it can benefit from the talents of all. 2. We commit to advancing gender equality in academia, in particular addressing the loss of women across the career pipeline and the absence of women from senior academic, professorial and support roles. 3. We commit to addressing unequal gender representation across academic disciplines and professional and support functions. In this we recognise disciplinary differences including: - The relative underrepresentation of women in senior roles in the arts, humanities, social sciences, business and law (AHSSBL) - The particularly high loss rate of women in science, technology, engineering, mathematics and medicine (STEMM) 4. We commit to tackling the gender pay gap. 5. We commit to removing the obstacles faced by women, in particular, at major points of career development and progression including the transition from PhD into a sustainable academic career. 6. We commit to addressing the negative consequences of using short-term contracts for the retention and progression of staff in academia, particularly women. 7. We commit to tackling the discriminatory treatment often experienced by trans people. 8. We acknowledge that advancing gender equality demands commitment and action from all levels of the organisation and in particular active leadership from those in senior roles. 9. We commit to making and mainstreaming sustainable structural and cultural changes. 10. All individuals have identities shaped by several different factors. We commit to considering the intersection of gender and other factors whenever possible. 20