UK Gender Pay Gap Report

UK Gender Pay Gap Report

Growing stronger together in an unprecedented year

2021

Section 1: An introduction to CHEP, our workforce and our Gender Pay Gap report . . . . . . . . . . . . 3Calculating the Mean (average) Gender Pay Gap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Calculating the Median (middle) Gender Pay Gap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Gender Pay Gap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Equal Pay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Section 2: What do our figures tell us? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Gender split by pay quartile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Proportion of males and females receiving a bonus payment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Section 3: Our commitments and progress on supporting initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Gender . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Move to a hybrid work model for our office-based workforce . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Wellbeing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Race at work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Reverse Mentoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Contents

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This is our fourth annual Gender Pay Gap report. Following the framework provided by our independent consultants, our analysis1 continues to identify a gender pay gap in favour of women. The structure of our business plays a significant role in this very positive result. As the invisible backbone of the supply chain, our pallets and pooled solutions support the transport of goods and components worldwide. Our business operates a circular ‘share and reuse’ model which means our platforms are reused multiple times and need to be maintained to remain safe for use. Many of our roles are therefore based in operational plants and account for 73% of our jobs. These roles are predominantly filled by men and are at

the lower end of the pay scale. By contrast, women in our business are mainly in office or field-based roles which attract higher salaries. This means that when the calculation is made, the pay range for women has a higher starting point but covers a narrower range than for men. This is common across the supply chain and logistics industries, which are also characterised by a lower than average number of women in the workforce.

Over the last year our business, like many others, has been adapting to the unprecedented situation brought about by COVID-19. The pandemic has not only brought with it a number of challenges for our business, but surprisingly, also brought a number of opportunities that support gender balance. For example, the case for flexible working has now been proven and there is no going back. Geographic constraints around hiring are no longer as relevant and we can therefore cast our net wider and pull from a more diverse talent pool. Our culture of sharing and openness has also been enhanced over this time through digital channels, which has created visibility for different individuals and groups. As a result, new networks have been created around the topic of wellbeing and peer support.With all of these positive changes, our HR function is now looking to solidify some of these benefits by championing new ways of working, creating new and supporting policies and seeking out relevant training to help our people grow within their respective situations and roles. This activity is happening across our European business, with our UK offices at the forefront, piloting many of the advancements. Our focus on gender equality throughout this period remains strong and we expect that these new initiatives will propel us further forward with achieving parity.

1. Grant Thornton, December 2019

Section 1

An introduction to CHEP, our workforce and our Gender Pay Gap report

CHEP UK Gender Pay Gap Report 2021

Matt Quinn, Vice President, CHEP Northern Europe

Piers Hollier Vice President, Human Resources, CHEP Europe

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Gender Pay Gap definitions

Section 1

Gender Pay Gap

The gender pay gap measures the average total pay of all men in the organisation and compares it to the average total pay of all women at a specific point in time.

The gender pay gap is different to Equal Pay.

Equal Pay

Equal Pay is about testing whether a man and a woman are receiving equal pay for the same or similar work.


Calculating the Mean (average) Gender Pay GapThe mean gender pay gap is the difference in the average hourly pay for women compared to men, within a company.

Calculating the Median (middle) Gender Pay GapThe median gender pay gap represents the middle point of a population. If you separately lined up all the women in a company and all the men, the median pay gap is the difference between the hourly pay rate for the middle woman compared to that of the middle man.

Number of female employees

Number of male employees

Mean hourly pay gapThe difference

Mean female average pay

Mean male average pay

Lowest Paid Highest PaidThe Median

Mean hourly pay gapThe difference

Section 2

What do our figures tell us?


84.5%81.2%

We have a small bonus gap of -3.3% between men and women compared to the previous year. This is because, although there has been an overall increase in the number of people in both gender groups who are now receiving a bonus, the proportion of men receiving a bonus decreased while the proportion of women receiving a bonus increased. Access to our bonus scheme is gender neutral, however eligibility is conditional to an employee’s start date. Our office, sales and field-based employees are eligible to participate in a bonus scheme that measures financial performance, whereas our plant-based operative roles participate in a bonus scheme linked to individual productivity targets.

Mean Gender Pay Gap

-4.4%

Proportion of males and females receiving a bonus payment

Mean Bonus Pay Gap

-36.3%Median Bonus Pay Gap

-56.2%

Median Gender Pay Gap

-0.1%The statutory figures continue to show a mean gender pay gap in favour of women for our full employee population which is very slightly higher than last year. We are also showing a small median gender pay gap in favour of women.

Last year the gap in favour of women decreased. This year, the gap in favour of women has increased substantially. On average, women in senior roles received a higher bonus pay out than men.

Gender split by pay quartile


GenderGlobally and within the UK, we have committed to greater gender balance among our management population increasing the number of women in our plants and maintaining pay parity across our business by 2030. Specifically, we have agreed to working toward:

• 40% of women in management positions by 2025 with the goal of full parity by 2030. Having met our previous target to have 30% of women in management roles last year, this new target will take us one step closer to achieving gender parity across our global business by 2030. This target is underpinned by our active membership in the LEAD network and the growth of Lean In Circles across our UK and wider European business. Lean In Circles are designed for groups of women who meet regularly to learn new skills, network and encourage each other. These meetings offer opportunities for personal development, and a support system for women who often experience restricted opportunities for networking.

• At least 12% female employees in our plant roles. In the UK we are supporting this target by specifically shining a light on women in Supply Chain roles through internal panel discussions and through external social media campaigns such as our recent International Women’s Day activities. Our LEAD network and Lean in Circles specifically for Supply Chain careers have also increased.

Alongside our focused activities on gender, we also have a number of supporting initiatives that contribute to making us an inclusive workplace that fosters greater gender balance.

Section 3

Our commitments and progress on supporting initiativesOur global 2025 Sustainability Goals recognise that we need to achieve gender balance and inclusion across our business over the next few years:

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“I will encourage conscious checks for

unconscious biasEleftheria Dimitrakou

WellbeingOur wellbeing initiative in the UK covers mental, physical, financial and social health.We have rolled out mental health awareness training for managers, and trained and appointed mental health first aiders across our UK business with great success. We held panel discussions where senior leaders discussed mental health in the workplace and shared personal stories from both men and women in our business. This aimed to help remove the stigma which is unfortunately associated with mental health in the wider community by having open discussions about the challenges and pointing our people toward the support options available to them. We relaunched our Employee Assistance Programme which provides instant access to specialist advice covering a range of lifestyle and wellbeing issues. During the pandemic, in conjunction with partner organisations, we also launched a number of new initiatives including a mobile phone application for instant access to benefits, including a virtual GP Service. In addition, we have offered money management webinars and also webinars to help our parent populations with balancing home schooling and working life, and also offered the same to support our colleagues living in isolation at this time.

Move to a hybrid work model for our office-based workforceThe global pandemic has had a big impact on ways of working for our office-based population.There were a number of positive outcomes including a greater move toward wellbeing and work-life balance, which prompted our business to look at evolving from the traditional office-centric approach. The move to a hybrid work model provides our office-based workforce greater flexibility to choose whether they work from home or an office, according to what best meets their individual needs and the needs of our business. This new approach is supported by upgrades to our policies and technology to ensure our people can work safely and effectively from whichever location they choose. The approach will not only increase engagement but will enable a smarter and more agile way of working, that benefits both our office-based workforce and our business.

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Section 3

Our commitments and progress on supporting initiatives


The Challenge is on!Join our Physical Wellbeing Champions

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CHEP Physical Wellbeing champions today!

PPhhyyssiiccaall WWeellllbbeeiinngg CChhaalllleennggee

Ben Baskeyfield

Chris Glover Lisa Banda

Phil Bibby

Ryhs Loveday

Megan Roche

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Section 3

Our commitments and progress on supporting initiatives

Race at workLast year we signed the ‘Race at Work Charter UK’ and launched our UK Race at Work programme led by Matt Quinn, Vice President, Northern Europe.We have since partnered with Business In The Community on our Race at Work initiatives. As a first step we have hosted live discussion panels on Race at Work and shared views from colleagues across our UK business on the topic via video and through the panel discussion. We have also invited our UK workforce to register their ethnicity data with the business on a voluntary basis to help us begin assessing workforce trends and to get a better understanding of the ethnic diversity within the business. As next steps we plan to launch a Race at Work Forum with volunteers from our UK business to help us provide “informal” education on different race at work topics and support change within the business. We will also be launching an HR forum composed of key members of our HR community including, Talent acquisition, Talent management and Reward to help us take steps toward removing any obstacles related to race that are identified within the business. This will be further supported by training for all our UK people managers.

Reverse MentoringReverse mentoring is designed to empower more junior workers to share their expertise and ideas with those in a senior position.This can offer useful business insight and provide a great amount of value to both individuals as well as to the business. Following the success of its existing mentoring programme, our UK business began a trial of the reverse mentoring programme in February 2021 to help stretch our diverse ways of thinking. Currently we have a group of 12 people participating in the UK programme and are looking to build on this by encouraging the women in our business to participate by sharing the great examples of mentoring from our existing participants so they can see the value and opportunity this presents.


UK Gender Pay Gap Report

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Transcript of UK Gender Pay Gap Report