Gender pay gap report 2018 - Arnold Clark
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Gender pay gap report 2018
The automotive industry has been a traditionally
male-dominated environment, but Arnold Clark is working
hard to redress any gender imbalance still present within our
organisation. At Arnold Clark we support government action
requiring large employers to be transparent about their
gender pay gap figures.
Our continuing aim is to ensure all departments and divisions
throughout the business are committed to attracting,
retaining, and developing the careers of female employees.
We want to make sure our workforce is more reflective of our
customer base, which is more equal in gender terms.
What have we been doing
about it in 2018?
During the past 12 months, we have focused • Launching a full recruitment campaign to increase
on increasing the number of females within the number of female sales employees, which
our Sales division. The first half of the year, we integrated online and digital platforms. The
carried out research on how best to change campaign aimed to combat the traditionally male-
the perception that sales roles are solely for dominated image of car sales, and position the
men, by holding a series of focus groups product consultant role as a fulfilling career path
with our current female sales employees. accessible to all. The campaign targeted women
from retail, hospitality, banking and remote
This gave us a clear insight into what factors might customer service backgrounds, in a bid to move
dissuade women from applying for Sales roles, and away from the traditional sales focus and towards
what Arnold Clark could do to support females a customer experience-minded environment.
within sales more effectively, once on board.
• Targeted social media campaign showcasing
We also embarked on a tour of the UK to meet our successful sales females, our five-day
with all of our branch General Managers, to week and our new, more casual uniform.
understand the barriers they’ve encountered in
• Sub-conscious bias and recruitment
recruiting females into sales. We also discussed
practices training for all line managers.
the advantages of a more balanced sales force.
Further to this, we’ve taken the following steps: • Targeted coaching for all branches
with no females in the sales team.
• Rebranding the Sales Executive role by removing
the shirt and tie from the uniform and moving • Recognising that a change of this kind may
towards a more casual look, changing the sales be a challenge for some managers, a support
role title to Product Consultant to modernise system has been put in place whereby
the position and make it more accessible, and managers can get any help they need in
using information gathered from the female dealing with the changing demographic.
focus groups, there has been a move away from
sales targets towards annual expectations. • A dedicated female mentor programme for sales
new starts who may need some extra guidance
These changes take away the traditional and support to settle in to the company.
image of car sales, removing the competitive
element of car retailing and making the job less
threatening to new recruits, particularly women.
The combination of the above efforts has As such we continue to partner with Dare to be
been a success and we’ve seen a significant Different, an organisation led by former racing
increase in females joining our sales team. driver Susie Wolff MBE which seeks to inspire
young girls to pursue a career in motorsport.
But it’s not just about the sales division, we’re We have again this year offered our employees’
also challenging ourselves to increase our female daughters the opportunity to attend a daughters
demographic across the board. We’re continuing day to experience various STEM activities to open
our efforts to raise the profile of our female role their minds to the opportunities available:
models in the business to ensure that our female
employees are aware that there is a career path
open to them. One example of this is the video Dare to be Different daughter’s day
we published on International Women’s Day:
We have also been working on Girls with Skills,
International Women’s Day our own STEM youth education piece aimed at
young girls. This will be trialled early 2019 with
a view to taking it on the road to high schools
We’ve continued to roll out flexible working to all over the UK via our interactive STEM van.
various areas of the business to make sure employees
have a good work-life balance. We are now also Finally we are very proud to have been recognised
publishing a ‘Happy to talk Flexible Working’ for all of our efforts to ensure diversity within our
logo on our careers page to encourage females workplace. Arnold Clark received a Commendation
applying to the company to feel confident about at the 2018 Herald and GenAnalytics National
discussing working patterns at interview stage. Diversity Awards. The company was also recognised
as the Employer of the Year at the Business Women
Youth education is something we see as essential to in Scotland Awards where special mention was made
ensure that young girls are aware that the automotive of the fact that we are frontrunners in the automotive
industry is a career option for them. industry with regards to our diversity efforts.
What’s next for us? • We have established a new partnership with
BWS, an organisation whose aim is to support
We intend to build on the good work we’ve already businesswomen in industry. BWS will be delivering
got underway. We recognise that culture change pop-up events within Arnold Clark to train our
is not an easy task and to achieve this will require females on confidence and leadership skills. It is
many years of work. Here’s what we’ll be doing next: hoped that through these events we will see more
of our females putting themselves forward for
• Diversity training for all line managers. promoted roles.
• The collaborative approach to our targeted female
recruitment drive was extremely successful, the Our commitment to diversity
intention is to stay with this approach until the
We want to provide an open and inclusive
gender imbalance within sales is addressed.
environment where people can simply
come to work, be themselves and do a great job.
• Establish a female network group to
ensure a long-term support system is in
place for females in our workplace.
• Further roll out of our female mentor programme.
• Continual promotion of our female role models.
• Introduction of flexible working to areas of the
business that have not yet been addressed. Our
commitment is to have every employee on a
flexible working scheme by the end of 2019.
Gender pay and bonus reporting statistics
for staff employed at 5th April 2018
The gender pay gap explained
A pay gap is the difference in average pay
between two groups within a workforce. It is
not to be confused with equal pay. This is a
different matter and is concerned with being
paid equally for the same or similar work.
Below we will consider the gender pay gap.
Arnold Clark Automobiles Ltd (Incorporating Harry Fairbairn Ltd)
Our workforce
Being part of the historically male dominated Apprentices: The number of female
automotive industry, it is no surprise that the Arnold apprentices has increased tenfold.
Clark Group has an uneven gender split between
Aftersales: The number of women within our
men and women. In the past five years we have made
aftersales division has increased by 30%.
significant improvements in the following areas:
We are proud to have more women involved in all
Sales: The number of women in our
areas of our business and we are looking forward
sales division has trebled.
to building on the progress we have made.
76% 24%
male female Figures at April 2018The figures for both mean and median hourly The gap has widened in 2018 due to a number of
rate and bonus are entirely reflective of the factors. The introduction of the industry leading 5
demographic of our organisation. Our business day working week within sales and the associated
has more males at senior level and as such commission structure is compulsory for all new
our average male salary (mean and median) is starts, this is a positive move to ensure that the
higher than our average female salary. This pay role appeals to a wider, more diverse population
gap will continue to exist until we achieve a fair of people. The previous 6 day structure is now
representation of men and women at all levels, closed to new entrants, the majority of those
which is something we are working hard to achieve. remaining on this structure are male and as they
are continuing to work an extra day per week they
The bonus pay figures confirm that most employees
are on average earning higher commissions. The
receive a bonus, however the males receive an
females we have recruited into sales during our
average of 50% more. Our sales division earn
successful recruitment drive have not yet reached
commissions for cars sold and are some of the
their full earning potential as they are still within
biggest bonus earners in the company. The bonus
their training phase. The bonus gap will close as we
gap is a consequence of the company having a
redress the gender imbalance within sales, it will take
significantly larger proportion of men within sales.
time to significantly increase our female numbers
but we are fully committed to seeing this through.
Gender pay
Difference in mean
hourly rate of pay 13.4% Difference in median
hourly rate of pay 10%
Gender bonus
89.1% 89.6% Percentage of men and
women receiving bonus
Difference in
mean bonus pay 50% Difference in
median bonus pay 45.6%
Pay banding
Upper quartile Upper middle quartile
87.2% 12.8% 75.1% 24.9%
Lower middle quartile Lower quartile
64.7% 35.3% 81.7% 18.3%Arnold Clark Finance
Within our finance division the picture is very The bonus pay figure confirms that the average
different. Women in this area are paid more (mean bonus for a female within the finance division is 6.2%
and median) than men. Within this area of the higher than that of men. Again, this is a reflection
business the majority of senior individuals are of the number of senior females within Finance.
female, which is testament to the equal opportunities
Movement in median female bonus figure is
available within Arnold Clark as a whole.
down to additional employees in this area
receiving a bonus, as this group is small
in numbers this has caused a shift.
Our workforce
61% 39%
male female Figures at April 2018
Gender pay
Difference in mean
hourly rate of pay -6% Difference in median
hourly rate of pay -15.7%
Gender bonus
92.7% 83.4% Percentage of men and
women receiving bonus
Difference in
mean bonus pay -6.2% Difference in
median bonus pay 3.6%
Pay banding
Upper quartile Upper middle quartile
50.8% 49.2% 49.7% 50.3%
Lower middle quartile Lower quartile
75.7% 24.3% 73.5% 26.5%It starts from the top
‘ I’m proud to say that Arnold Clark has
a robust equal opportunities policy that
ensures that women are as successful
within the organisation as their male
counterparts. In recent years, we’ve
made some changes to improve our
workplace culture and make Arnold
Clark a more attractive place to work.’
Eddie Hawthorne
Group Managing Director and Chief Executive
‘ We want every employee at Arnold
Clark to feel welcomed, empowered
and valued, and we’ve made it our
mission to put our people at the heart
of what we do. I’m looking forward to
another exciting year of making this
vision a reality.’
Carol Henry
Human Resources Director
022078You can also read
