Our approach to pay

How do salaries compare?

Gender:

• Quartile 1: 34.62% male and 65.38% female
• Quartile 2: 30% male and 70% female
• Quartile 3: 32.27% male and 67.73% female
• Quartile 4: 47.33% male and 52.67% female

Ethnicity:

• Quartile 1: 10.65% Multicultural, 72.17% White and 17.18% not declared
• Quartile 2: 10.40% Multicultural, 75.73% White and 13.87% not declared
• Quartile 3: 8.53% Multicultural, 77.73% White and 13.73% not declared
• Quartile 4: 8.13% Multicultural, 76.40% White and 15.47% not declared
  
  

Bonuses

Gender:

• 80.98% of women received a bonus
• 75.05% of men received a bonus
• The Home Group mean gender bonus gap is 13.80%
• The Home Group median gender bonus gap is 0%

Ethnicity:

• 75.27% of Multicultural colleagues received a bonus
• 82.35% of White colleagues received a bonus
• 63.49% of not-declared colleagues received a bonus
• The Home Group mean ethnicity bonus gap is 4.20% 
• The Home Group median ethnicity bonus gap is 0%

The gender pay gap looks at the difference in the average pay of men and women. Because different jobs pay differently and the number of males and females performing these jobs varies, a gender pay gap is likely to exist in any organisation.

It is important to understand that there is a fundamental difference between ‘Gender Pay Gap’ and ‘Equal Pay’ - the latter is focused on whether males or females are paid the same for doing the same type of work.

A key outcome for the reporting requirements is for organisations to take accountability for looking at their own gap, to understand the reasons behind it and to work out how best to address these. It is also accepted that this is not an issue which can be solved overnight.

All organisations who are required to report (i.e. those employing over 250 employees) are required to calculate the gender pay gap in the same way and use the same terminology. The calculations are based on ‘median’ and ‘mean’ gaps and are reported in pay ‘quartiles’.

• Pay quartiles - The salaries for all employees, male and female, are sorted by size and divided into equal quarters. The report shows the percentage of male and female employees in each quarter
• Median - The ‘median’ gender pay gap is the difference in pay between the female employee in the middle of their line and the male employee in the middle of their line
• Mean - The mean gender pay gap is simply the difference in average hourly rate of pay between men and women

Bonus payments are considered in the same way and are calculated independently from base salaries.

The Home Group results were taken as of 5 April 2021.

There’s no legal requirement for us to report on our ethnicity pay gap, however, we think it’s equally important to be clear where we stand on this and set an open, honest and transparent example. This is why we’ve followed the gender pay gap reporting process for our ethnicity pay gap this year too.

All colleagues who were identified as being ‘relevant’ were included in the analysis, however contractors were not as the majority were not in scope according the reporting requirements and/or there was insufficient data available.

Learning, Education and Progression

• Continuing to encourage underrepresented groups to consider/take promotion opportunities. Our women into senior leadership program has supported women to gain more confidence and we have seen c.40% of the delegates achieving a promotion. Our Nashayman and Being Brilliant programmes were targeted at underrepresented groups and we are tracking progress.
• Continuing to promote awareness, provide support and gather feedback which informs our actions through our active networking and ally groups
• Promoting the policies we have in place to combat issues that disproportionately affect women, such as flexible working, time off for dependents, shared parental leave, and maternity/adoption/paternity.
• Ongoing learning and development in place for all colleagues
• Adopting an internal talent first approach that focuses on diverse talent pipelines and continuing to apply the Rooney rule

Monitoring and Measuring Outcomes

• Continuing to be transparent with salary ranges and pay bands and reviewing salaries against benchmarking information to ensure fair pay
• Continuing to monitor internal data to identify trends and patterns to shape future initiatives. This includes earlier internal reporting on gender pay and monitoring throughout the year
• Continuing to encourage colleagues to complete their personal information on Oracle to allow for accurate reporting