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Our approach to pay
Find out about our approach to pay, with information about our latest gender and ethnicity pay gap performance.
As an organisation with a strong social mission, we are absolutely committed to equality and diversity in the workplace as this reflects the customers and communities we exist to serve. We welcome the legislative reporting requirement for organisations to publish details of their gender pay gap and support the drive for ethnicity pay gap reporting to become mandatory - which is why we continue to publish this information alongside our gender pay gap..
Having previously reduced year on year, it’s disappointing to see that our trend has slowed even though we still outperform the estimated Office of National Statistics results of 14.9% and many other organisations in our sector.
The Ethnicity pay gap between 2021 and 2022 has increased by 4% and there continues to be limitations in the data for our Ethnicity pay gap reporting as 12% of colleagues have chosen not to declare their ethnicity.
Having said that, we are proud of all that we have achieved since April 2022 and especially with our recent accreditation to the National Equality Standard. Continuing to move from ‘say to do’, we’ll be launching our group wide Diversity and Inclusion action plan for 2023-2024. We already have a brilliant platform to build upon and here are some of the other initiatives which will drive reduction in gaps over the coming year.
‘Grow our own’ plays a crucial part in enabling us to retain talent within the organisation, but it is equally important to be a strong employer of choice across all underrepresented groups for us to attract diverse talent and ensure our employer value proposition is aligned to support us with this. We’ll continue with our extended Rooney Rule approach for all senior roles across the organization at the same time as building diverse talent pipelines both internally and externally.
We recognise that we must continue to use feedback to drive further action helping us to reduce the gender and ethnicity pay gaps and develop all of our colleagues, regardless of how they identify.
As Chief Executive of Home Group I can confirm that the information contained in this statement is accurate.
Mark Henderson, Home Group CEO
So how are we doing?
Gender:
- The UK gender pay gap is 14.9% (ONS, 2022)
- The Home Group gender pay gap (mean) is 13.69%
- The Home Group gender pay gap (median) is 6.49
- We employ 3190 people; 64% are female and 36.% are male
Ethnicity:
- The Home Group ethnicity pay gap (mean) is 11.48%
- The Home Group ethnicity pay gap (median) is 7.16%
- We employ 31901 people; 71% identify as White, 17% as multicultural and 12% did not declare their ethnicity
Salaries and bonuses
How do salaries compare?
Gender:
- Lower: 30% male and 65% female
- Lower middle: 35% male and 70% female
- Upper: 31% male and 69% female
- Upper middle: 47% male and 53% female
Ethnicity:
- Lower: 20% Multicultural, 68% White and 12% not declared
- Lower middle: 20% Multicultural, 67% White and 13% not declared
- Upper: 12% Multicultural, 76% White and 12% not declared
- Upper middle: 13% Multicultural, 75% White and 12% not declared
Bonuses
Gender:
- 76.54% of women received a bonus
- 75.07% of men received a bonus
- The Home Group mean gender bonus gap is 16.20%
- The Home Group median gender bonus gap is 0%
Ethnicity:
- 60% of Multicultural colleagues received a bonus
- 84% of White colleagues received a bonus
- 49% of not-declared colleagues received a bonus
- The Home Group mean ethnicity bonus gap is 31.02%
- The Home Group median ethnicity bonus gap is 0%
What is the pay gap and how is it calculated?
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.
What are we doing about it?
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
Our results from previous years
| Difference between men and women | Mean (average) | Median (middle) |
| 2022 results | ||
| Gender pay gap | 13.69% | 6.49% |
| Gender bonus gap | 16.20% | 0% |
| 2021 results | ||
| Gender pay gap | 13.52% | 9.71% |
| Gender bonus gap | 13.80% | 0% |
| 2020 results | ||
| Gender pay gap | 15.7% | 11.11% |
| Gender pay gap | 13.85% | 0% |
| 2019 results | ||
| Gender pay gap | 16.4% | 10.5% |
| Gender bonus gap | 15.1% | 0% |
| 2018 results | ||
| Gender pay gap | 13.32% | 7.23% |
| Gender bonus gap | 43.46% | 20.88% |
| 2017 results | ||
| Gender pay gap | 11.9% | 5.3% |
| Gender bonus gap | 51.4% | -635.2% |
| The proportion of colleagues receiving a bonus | ||||
| 2021 results | ||||
| No | Yes | Grand total | % | |
| Female | 481 | 1569 | 2050 | 76.54% |
| Male | 284 | 855 | 1139 | 75.07% |
| Grand total | 765 | 2424 | 3190 | |
| The proportion of colleagues receiving a bonus | ||||
| 2020 results | ||||
| No | Yes | Grand total | % | |
| Female | 331 | 1371 | 1682 | 81.51% |
| Male | 215 | 748 | 963 | 77.67% |
| Grand total | 526 | 2119 | 2645 | |
| The proportion of colleagues receiving a bonus | ||||
| 2019 results | ||||
| No | Yes | Grand total | % | |
| Female | 345 | 1347 | 1692 | 79.6% |
| Male | 218 | 744 | 962 | 77.3% |
| Grand total | 563 | 2091 | 2654 | |
| The proportion of colleagues receiving a bonus | ||||
| 2018 results | ||||
| No | Yes | Grand total | % | |
| Female | 1432 | 355 | 1787 | 19.9% |
| Male | 813 | 155 | 968 | 16.0% |
| Grand total | 2245 | 510 | 2755 | |
| Pay quartiles: proportion of males and females in each pay quartile | |||||
| 2021 results | |||||
| 1 Lower | 2 Lower middle | 3 Upper middle | 4 Upper |
Grand total | |
| Female | 520 | 557 | 548 | 425 | 2050 |
| Male | 278 | 240 | 249 | 372 | 1139 |
| Grand total | 798 | 797 | 797 | 797 | 3189 |
| % Males | 35% | 30% | 31% | 47% | 36% |
| % Females | 65% | 70% | 69% | 53% | 64% |
| 2020 results | |||||
| Female | 446 | 445 | 450 | 331 | 1682 |
| Male | 216 | 206 | 211 | 330 | 963 |
| Grand total | 662 | 661 | 661 | 661 | 2645 |
| % Males | 32.63% | 31.16% | 31.92% | 49.92% | 36.41% |
| % Females | 67.37% | 68.84% | 68.08% | 50.08% | 63.59% |
| 2019 results | |||||
| Female | 457 | 442 | 459 | 334 | 1692 |
| Male | 207 | 221 | 205 | 329 | 962 |
| Grand total | 664 | 663 | 664 | 663 | 2654 |
| % Male | 31.20% | 33.30% | 30.90% | 49.60% | 36.20% |
| % Female | 68.80% | 66.70% | 69.10% | 50.40% | 63.80% |
| 2018 results | |||||
| Female | 479 | 457 | 476 | 375 | 1787 |
| Male | 210 | 232 | 212 | 314 | 968 |
| Grand total | 689 | 689 | 688 | 689 | 2755 |
| % Male | 30.50% | 33.70% | 30.80% | 45.60% | 35.10% |
| % Female | 69.50% | 66.30% | 69.20% | 54.40% | 64.90% |
| 2017 results | |||||
| Female | 474 | 481 | 504 | 396 | 1855 |
| Male | 254 | 248 | 225 | 332 | 1059 |
| Grand total | 728 | 729 | 729 | 728 | 2914 |
| % Male | 34.89% | 34.02% | 30.86% | 45.60% | 36.34% |
| % Female | 65.11% | 65.98% | 69.14% | 54.40% | 63.66% |
What is your approach to Fair Work First?
Tackling our gender pay gap is one of the Fair Work First criteria set out by the Scottish Government and we are committed to advancing against all of these criteria. We have developed measures to embed fair working practices, which have been signed off by our Colleague Forum (which includes union and non-union representatives).
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As a dynamic and inclusive organisation with a strong social mission we are absolutely committed to equality and diversity in the workplace as this reflects the customers and communities we exist to serve.
Mark Henderson | Home Group CEO