Turner & Townsend UK gender pay report 2017 making the difference
Turner & Townsend UK gender pay report 2017 For more than 70 years we ve been helping to deliver transformational programmes across the real estate, infrastructure and natural resources sectors, making a difference to people s lives and ensuring great outcomes and enhanced performance for our clients and their investors. Our sustainable business model is grounded in taking the long term view across diverse geographies, market segments and service lines. We want to be best in market wherever we work. To be best in market our workforce must truly reflect the societies in which we operate. This requires us to hire, develop and retain diverse talent through fostering a genuine culture of inclusivity where every individual can participate, perform and realise their full potential. We maintain a clear focus on this objective and continue to improve year on year. We also recognise that there is much more to be done. We welcome the new legislation that came into force in April 2017, which requires UK employers with more than 250 employees to publish their gender pay gap. With over 2,000 people employed in the UK, it is our ambition to take a visible and committed position at the forefront of our industry in leading a way to gender parity in professions where women have been traditionally underrepresented. The legislation gives us the opportunity to demonstrate to everyone the activities we have been doing to differentiate Turner & Townsend from others. Patricia Moore Managing Director, UK Turner & Townsend - UK gender pay report 2017 2
What is the gender pay gap? With effect from April 2017, new legislation came into force requiring all employers in the UK with more than 250 employees to publish their gender pay gap. The gender pay gap is the percentage difference between the average hourly earnings of men and women across an entire business, irrespective of role or seniority. The gender pay gap is different from equal pay. Equal pay means that men and women performing equal work are paid the same. We are confident all of our employees are paid equally for equivalent roles. A continued emphasis on equal pay is important to us and each year through our salary review process we assess proposals to ensure parity. In contrast, the gender pay gap is a more complex calculation that compares the average pay by gender across all roles in the organisation. It is therefore influenced by the representation of women at all levels, which itself is subject to various dynamics, including industry sector and the types of roles performed. Turner & Townsend has two legal entities in the UK with at least 250 employees - Turner & Townsend Project Management and Turner & Townsend Cost Management. As required by the legislation we are publishing data for both of these entities, which can be found in the appendix. The overall figures for Turner & Townsend in the UK are presented below. Turner & Townsend UK Gender pay gap Proportion of males and females in each quartile band (2017) n Male n Female 26.0% 25.7% Turner & Townsend UK Gender bonus pay gap 11.5% 88.5% 26.0% 74.0% 32.1% 67.9% 46.4% 53.6% 40.2% 33.3% Payroll data from April 2017 used to calculate gender pay gap and headcount. Any bonus paid during the 12 months prior to April 2017 is used to calculate the bonus. Turner & Townsend - UK gender pay report 2017 3
Why do we have a gap and how are we tackling this? An analysis of our gender pay gap shows that it is driven by a low number of females within our UK business, particularly at senior levels. We are making progress: over the past five years we have increased the proportion of women in our top two pay quartiles from 15 percent to 19 percent. The representation of women in both the construction industry and in professional services has historically been a challenge. The journal Construction News published figures in March 2017 stating that there were 2.3m people working in the construction industry in the UK, only 296,000 of whom were women. This is approximately an 87:13 male/female split. The problem starts with attracting females into the industry. Progress is being made and Turner & Townsend continues to work in collaboration with peers, professional bodies and educational institutions to ensure people from diverse backgrounds are better informed about the career options available to them. Turner & Townsend UK gender breakdown by grade Our overall UK workforce representation Number of females % Number of males % Total Director 15 7% 203 93% 218 Associate Director Below Associate Director 58 21% 223 79% 281 500 35% 932 65% 1432 Total 573 30% 1358 70% 1931 100 90 80 70 60 50 40 30 20 10 70% 30% Turner & Townsend - UK gender pay report 2017 4
Why do we have a gap and how are we tackling this? It is our explicit aim to support the effective contribution and development of all employees at Turner & Townsend at every stage in their careers. From a study of our data, we know that the actions we have taken over the past five years to specifically improve the representation of women at all levels have had a positive impact. Feedback gathered from our female employees about what matters most to them has directly informed many of the initiatives that have contributed to this success. They include: Hiring great people Demonstrating career pathways Mentoring for success Supporting working parents Encouraging positive action Promoting outstanding talent We take great care to ensure that our recruitment processes are without bias and reflect the demands of our business and our clients. All our directors have undertaken unconscious bias training. Our 50:50 gender diversity target for our graduate, placement and apprenticeship opportunities, together with active promotion of STEM initiatives in education, are helping to drive the industry forward. We have defined career pathways to provide clarity on career progression. Our three horizon planning tool enables employees to develop a bespoke career plan that is aligned to a career pathway and is designed to support them in achieving their full potential. Mentoring has proved particularly successful when used to support the development of all our people across Turner & Townsend s UK business. We recognise the benefits an effective mentoring relationship can provide and we offer this opportunity to those who will benefit. We support primary carers to balance their careers with their commitments outside work through our flexible working practices. It is our aim to remove obstacles for anyone who wishes to work flexibly or who needs to take leave for caring responsibilities. In January 2016, we enhanced our maternity, paternity and adoption pay benefits, and we encourage the taking of shared parental leave. Employee networks play an important role in helping to shape our diversity and inclusion strategy. Our four employee network groups are regularly engaged by our UK People Committee on the development and delivery of diversity and inclusion initiatives. These four groups include: LGBT+ Ethnicity & nationality Changing mindsets within the industries in which we operate, and in wider society, starts with awareness. By championing both company and individual participation at industry awards and events, we contribute to raising the profile of talented women. Turner & Townsend sponsored the Women of the Future Awards, 2017 with Associate Director Sue McElroy shortlisted for one of the awards Zoe King, Senior Cost Manager named RICS Young Surveyor of the Year, 2017 3 Horizon Diversabilty Patricia Moore won the Sterling Award at the ACE European CEO Awards, 2017 Addressing the gender balance Turner & Townsend - UK gender pay report 2017 5
Our future commitment to closing the gap ingful change takes time and effort. While we can demonstrate progress, we recognise the need to accelerate and do more to close the gender pay gap. Our UK People Committee has produced a roadmap for the next three years, which supports our global diversity and inclusion vision. Set and communicate specific gender targets to help accelerate the pace of change Targeted career development initiatives for our females to help them realise their full potential A new leadership development programme that has inclusive leadership at the core Development of a returnship programme, open to anyone who has taken a voluntary career break Awareness raising of our flexible working practices using role model profiles and coaching leaders to create an environment where people feel supported with their caring responsibilities Creation of an Allies programme where individuals will act as mentors and promoters of an inclusive workplace 1 2 3 4 5 6 Turner & Townsend - UK gender pay report 2017 6
Supporting women in our business We support women to achieve their full potential, at each stage of their career Ellie Strapp Assistant Project Manager Zoe King Senior Cost Manager Emma Ferguson-Gould Associate Director Romi Alboreto Director Having access to mentoring as part of Turner & Townsend s graduate development programme has been a huge support. It gives you confidence to know that someone who has been in your shoes has got your back. This really helps when you are starting out on a project site dealing with clients and contractors for the first time. I know that my contributions are just as valuable as anyone else s. I studied Architectural Engineering and did a placement with Turner & Townsend as part of my course. I was so impressed by the breadth of opportunities that I knew I wanted to come back after graduating. When you are in education there is so little visibility of the career options available. The perception of working in the construction industry is that you ll be pushing a wheelbarrow or laying bricks I think there needs to be more outreach into schools, even before A-level choices are made, to encourage young people to get involved in STEM initiatives and choose university courses that could lead to a fulfilling career in this industry. A clear career path and a consistent mentor who is now a Partner in the business have been real drivers for me. Personally, I have never felt disadvantaged by gender. I have been able to effectively balance my work and family commitments and while this has been challenging at times, especially while I was also studying, Turner & Townsend has always supported my needs. Diversity is about getting a good balance of capable people and supporting them all to succeed. Embracing flexible working more widely would be a positive step forward for everyone the industry, not just women. I believe that to succeed it s important to be flexible, open to new opportunities, be authentic to ourselves, and honest about what our strengths and development needs are. Combined with hard work, a desire to be better and a positive outlook, we can do and achieve anything. Since I joined in 2015 as a Senior Cost Manager, Turner & Townsend has supported my development and ambition, and as well as working on excellent commissions with talented people I have benefitted from coaching, board level mentoring, and I am now part of a brilliant national network of infrastructure professionals. This past year has been a huge enabler for my development and helped prepare me to take on leadership of our national water sector. I m passionately committed to celebrating diversity and creating a truly inclusive workplace, and I support our diversity and inclusion activities within the company by working with the people committee and leading our Addressing the Gender Balance team. The network is a great sounding board and represents a broad cross-section of our employee base, including many male colleagues. The biggest obstacle facing women in our industry today is the need to challenge and change perceptions, and deal with unconscious bias. It is really encouraging that Turner & Townsend is embracing this and in 2018 will be providing training widely across the company. I think that there is generally a lack of career knowledge and information about the construction industry and the opportunities it can offer. It is still unfortunately perceived as a male-dominated industry. However, I have been given exactly the same opportunities as my peers and provided you have the determination and desire, I believe that you are fully supported to achieve your career aspirations. Support from the senior leadership team at Turner & Townsend has often pushed me into sink or swim situations, taking me out of my comfort zone and allowing me to demonstrate broader capabilities, as well as successfully navigate corporate complexities. More generally, working for a consultancy has provided a unique and dynamic environment facilitating a breadth of experience across a range of sectors and clients globally, enabling me to challenge new thinking and see the bigger picture in my career. Turner & Townsend - UK gender pay report 2017 7
Appendix Statutory disclosures per legal entity Project Management Limited Proportion of males and females in each quartile band (2017) Gender pay gap n Male n Female 24.3% 23.9% Gender bonus pay gap 12.2% 27.1% 8.3% 91.7% 23.4% 76.6% 30.7% 69.3% 40.0% 60.0% 49.6% 50.0% % Receive Bonus Cost Management Limited Proportion of males and females in each quartile band (2017) Gender pay gap n Male n Female 17.6% 19.4% Gender bonus pay gap 15.7% 25.0% 9.8% 90.2% 16.3% 83.7% 26.1% 73.9% 24.7% 75.3% 43.9% 36.9% % Receive Bonus Turner & Townsend - UK gender pay report 2017 8