2021 Gender Pay Gap Report - Brabners
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2021 Gender Pay Gap Report
Our 2020 gender pay gap
The gender pay gap is calculated based on Median - is calculated by putting in order,
data taken from the snapshot date of 5 April from lowest to highest, the hourly rate of
2020. However, in response to the pandemic, male colleagues and selecting the middle
the government updated its gender pay gap value. The same method is used for female
guidance not to include employees on furlough employees and the two figures are compared.
leave on the snapshot date of 5 April 2020.
Quartiles - employees are ranked from
Like most legal firms, we initially accessed the lowest to highest earners and split into four
Job Retention Scheme (furlough leave) which equal parts. The percentage of men and
impacted on our people populations within women who occupy each quartile is then
the lower quartiles which are predominately calculated.
occupied by female colleagues. Because of
this, our April 2020 data did not reflect our true Gender pay gap data is based on employee
gender pay gap. salary data drawn on the snapshot date of
5 April 2020. However, for the purpose of
In the interest of transparency and to allow for a this report we have used employee salary
meaningful analysis, we have therefore chosen data drawn on 31 March 2020. Please note
to focus this report on our March 2020 pay data. partners are not included in this analysis as
However, we have recorded our April 2020 data they’re not employees.
on the government website as we are required
to do so by law. Partner gender pay gap is calculated
based on earnings collected for the tax
We are only required by law to report on year preceding the snapshot date of 5 April
employee data, however, because our firm is 2020. However, for the purpose of this report
made up of employees and non-employees we have used data drawn on 31 March
(partners), we have chosen to voluntarily report 2020. Bonuses are removed and reported
on our partner pay gap to ensure that the report separately.
offers an accurate representation of our true
gender pay gap. Bonus gender pay gap is based on figures
drawn from the 12-month period between 6
How the data is calculated April 2019 and the snapshot date of 5 April
2020. However, for the purpose of this report
Mean - is calculated by adding the hourly we have used data drawn from the 12-month
rates of male employees and dividing the period between 1 April and 31 March 2020.
amount by the number of male employees.
The same calculation is applied to female
employees and the two figures are compared.
2021 Gender Pay Gap Report
Our gender pay gap results
Lower Upper
Lower Middle Middle Upper
26.6% 32.3% Quartile Quartile Quartile Quartile
Mean gender Median gender Male 28.2% 20.5% 35.9% 48.7%
pay gap pay gap
(down 1% on 2019) (up 2.3% on 2019) Female 71.8% 79.5% 64.1% 51.3%
0% 10% 20% 30% 40% 50% 60% 70% 80%
3.6% 35.3% 73.1% Proportion of males receiving bonus
Mean bonus Median bonus
pay gap
(down 14.9% on 2019)
pay gap
(up 21% on 2019)
80.0% Proportion of females receiving bonus
2021 Gender Pay Gap Report
Our partner pay gap results
Lower Upper
Lower Middle Middle Upper
32.3% 26.9% Quartile Quartile Quartile Quartile
Mean gender Median gender Male 52.6% 61.1% 94.4% 88.9%
pay gap pay gap
(up 2% on 2019) (down 7% on 2019) Female 47.4% 38.9% 5.6% 11.1%
0% 10% 20% 30% 40% 50% 60% 70% 80%
8.7% 11.9% 27.8% Proportion of males receiving bonus
Mean bonus Median bonus
pay gap
(down 21.6% on 2019)
pay gap
(down 0.4% on 2019)
80.0% Proportion of females receiving bonus
2021 Gender Pay Gap Report
What our results are telling us Consistently our profession sees the upper quartiles contribute the most towards the gender pay gap and we are no exception to this, with our upper quartile contributing the most to both our gender pay gap and partner pay gap. Whilst this reflects the fact that we have fewer female colleagues within the upper quartile of our partner population, you can see that we have 2.6% more female colleagues within the upper quartile of our employee population. Deeper analysis of our data shows that we have recruited and promoted more female talent than male talent this reporting period. As such, our data demonstrates that proportionally more of our total male population are positioned within the top two quartiles for earning compared to our total female population who dominate our lower quartiles. Therefore, despite a greater number of female colleagues than male within the upper quartile and within the firm, we nevertheless see fewer females occupying senior roles within the firm. 2021 Gender Pay Gap Report
How we are addressing our pay gap Our results over the past four years have shown steady progress in closing the gender pay gap and whilst it is widely known that addressing the pay gap will not happen overnight, we recognise we must be bold if we are to make more significant strides in narrowing the gap. We are therefore committing to reduce our gender pay gap to 20% or below across the next three years. To help us to reach our goal, we have implemented a continuous approach to performance management, moving away from traditional appraisals to more frequent development conversations between colleagues and their managers, making discussions about career progression accessible to everyone. We have also invested heavily in leadership learning programmes to assist in overcoming some of the perceived barriers to progression for our female talent. We have established an Equality Diversity and Inclusion (EDI) working party and introduced mandatory equality and diversity training, raising awareness, educating and implementing initiatives that focus on gender diversity and other key areas, namely BAME representation, LGBT+ representation, physical and mental health, and social mobility issues. However, addressing the gender pay gap requires a multifaceted approach and so we must now turn our focus to creating greater transparency of our reward and recognition programmes and our recruitment practices. • The pandemic has been a springboard for our agile working agenda and we have taken the decision to allow colleagues to continue to work in a more agile way even as restrictions ease. In doing so, we hope that those with care-giving responsibilities in particular, many of whom are female, will be better equipped to balance home and work life and therefore more likely to fulfil full-time positions which will impact positively on pay. 2021 Gender Pay Gap Report
By working in an agile way, we are presented with a real
opportunity to widen our talent pool and to capture and
retain a more diverse range of candidates from different
backgrounds who previously may have been restricted by the
inevitable restraints of permanent office-based working.
• Our EDI working party and associated affinity groups, have
recently committed to ambitious objectives so that we are
accountable in our EDI efforts. These are due to be communicated
across the business in the coming months and will be
incorporated into the firm’s People Strategy so that we are all
collectively working towards a common and transparent goal.
• It is important to recognise that we will make a more impactful
difference when we work collectively and, with this in mind,
our People Strategy will identify an aim for every colleague to
be accountable for their contribution towards our EDI vision
in recognition to improve diversity and equal opportunity
within our business.
• We are working hard to provide clarity and access to • We have moved away from a focus on individual fee income
qualification routes and development for our early career targets that may present barriers to the behaviours we seek
colleagues which afford the same opportunities as from our people and instead moved towards team targets
traditional routes to qualification in dynamic ways.
In doing so we are ensuring our less experienced fee earners
• We are currently reviewing our promotion process to provide are exposed to a variety of work opportunities while also
greater transparency and support for colleagues. We will providing the flexibility for each individual’s varied contributions
introduce Promotion Champions who have successfully to be properly recognised, encouraged and valued, whether
experienced development and/or promotion to act as mentors that is winning work, doing work or managing work or bettering
for potential applicants and to provide support and guidance. our firm, the legal profession, or society as a whole.
• Through our participation in national and international • Data is key to informing strategy and understanding where
campaigns and internal initiatives we are constantly reinforcing we need to align our focus. This year we will improve our data
the message that all colleagues should feel empowered to collection and invest in training to obtain more detailed
challenge inequalities wherever they identify them. analytics of our firm’s make-up. This will help us to further
develop meaningful insight into our gender pay gap and to
We want everyone in all areas of the business to be live expand our reporting to include our ethnicity and disability
to the possibility of such imbalances and to feel comfortable pay gap in 2022.
in seeking to address them, driving the firm forward in its
pay gap goals.
2021 Gender Pay Gap Report“Equality, diversity and inclusion go to the core “Whilst we are not reporting a reduction in
of my values. It is my personal ambition and one our gender pay gap this year, our journey to
of our firm’s strategic priorities to create a truly remove the gap remains at the top of our
inclusive environment where all of our people are agenda. Unfortunately, this won’t happen
given the best possible chance to thrive, succeed overnight, and we must be mindful that some
and achieve their ambition and full potential of the measures that we take which in time
irrespective of their personal characteristics such will help to close the gender pay gap may well
as gender, race, ethnicity, sexual orientation or background. initially result in it widening, for example by promoting increasing
numbers of our senior female lawyers into our partnership.
We recognise, respect and value our differences because our individual
attributes, strengths, needs and motivators make our firm a more Transparent and accurate reporting is a valuable tool in assessing
prosperous place, contributing positively to our performance, working the fairness of how we recruit, manage, develop and reward our
environment and to the quality of service we provide for our clients. people and remains a priority as we also consider a broader focus
on environmental, social and governance issues to generate a
My ultimate goal is for equality, diversity and inclusion to become more positive impact on our working environment and society.”
completely ingrained within our culture - to become our ‘way of being’
that manifests itself through actions, not just words. Gender pay gap Nickie Verheijen,
reporting is just one way to chart our progress on this journey and pick People and Development Director
up learnings along the way.”
Nik White,
Managing Partner
2021 Gender Pay Gap ReportYou can also read
