We've published our gender pay gap data as at 31 March 2024 on Gov.uk.
Gender pay gap from 2019:
| Year | Mean hourly rate female | Mean hourly rate male | Mean gap | Median hourly rate female | Median hourly rate male | Median gap |
|---|
| 2019 |
£12.15 |
£13.73 |
11.5% |
£9.95 |
£12.43 |
20% |
| 2020 |
£12.76 |
£14.24 |
10.4% |
£10.75 |
£12.68 |
15.2% |
| 2021 |
£13.60 |
£15.38 |
11.6% |
£11.73 |
£13.67 |
14.2% |
| 2022 |
£13.93 |
£15.78 |
11.7% |
£11.93 |
£14.35 |
16.9% |
| 2023 |
£15.00 |
£16.84 |
11.0% |
£13.07 |
£15.57 |
16.1% |
| 2024 |
£16.19 |
£17.96 |
9.8% |
£14.26 |
£16.57 |
13.9% |
Our (mean) pay gap stands at 9.8%. The mean can be defined as the average of employee hourly rate, in other words females mean hourly rate is 9.8% lower than male employees.
Our (median) pay gap stands at 13.9%. The median can be defined as the middle number in a ranked list of hourly rates, in other words females median hourly rate is 13.9% lower than male employees.
We currently have a mean gender pay gap of 9.8% and a median pay gap of 13.9%, however, this is not due to female employees being paid less than male employees for undertaking equivalent work. The main factor is due to the types of jobs available, particularly lower paid part time roles that attract predominantly female applicants, such as catering staff, library assistants and care workers compared with roles that typically attract enhancements such as standby, sleep in and recall which attract predominantly male workers.
Pay quartiles
Our workforce is predominantly female and the table shows the numbers and percentages of male and female employees in each of the pay quartiles.
Pay quartiles by hourly pay rates
| Quartile | Count female | Count male | Total | % female | % male |
|---|
| Quartile 1 (high) |
1555 |
645 |
2200 |
71% |
29% |
| Quartile 2 |
1586 |
614 |
2200 |
72% |
28% |
| Quartile 3 |
1801 |
399 |
2200 |
82% |
18% |
| Quartile 4 (low) |
1948 |
250 |
2198 |
89% |
11% |
| Total |
6890 |
1908 |
8798 |
78% |
22% |
Bonus pay gap
We do not pay performance related bonus payments.
However, for the purposes of gender pay gap reporting, recruitment and retention payments paid under the Interim Recruitment and Retention Payments Policy (Recruitment and Retentions Payments, Additional Duties and Accelerated Pay Progression Policy from October 2024) are required to be reflected within bonus pay gap reporting.
For the reporting year 2023 to 2024, 0.7% of male employees received a recruitment and retention payment, compared with 7.9% of female employees. We currently have a mean bonus gap of 26.94% and a median bonus pay gap of 41.83%. This is not due to female employees being entitled to lower recruitment and retention payments than male employees or recruitment and retention payments being more available to female employees. The roles eligible for recruitment and retention payments typically attract female employees on a part time basis. As the payments are pro-rated by contractual hours, female employees will typically receive a lower payment than male employees.
Reducing the gender pay gap
We're committed to equality of opportunity and support the fair treatment and reward of all employees irrespective of gender.
Pay grades vary according to the level of responsibility of the job which is underpinned by our job evaluation scheme, ensuring our employees receive equal pay for work of equal value in line with requirements of the Equality Act 2010.
We're committed to reducing the gender pay gap and is focusing actions on the 5 key people priorities aligned with our people strategy.
Attract and retain the best people in the most effective way possible
Implementing transparent recruitment and selection processes that reinforce our commitment to equality and diversity within the workforce.
Recruiting across multiple platforms including, social media, our website and appropriate advertising to reach out to potential candidates from all parts of the community.
Promoting our hybrid working approach and flexitime policies within our overall employee value proposition, which allow job candidates and existing employees the ability to manage work and caring responsibilities in line with business need.
Reviewing the recruitment and selection procedure to identify opportunities for improvement or any potential barriers for people with protected characteristics.
Leveraging AI to ensure our job advertisements and campaigns are written in a way that appeals to the full spectrum of potential candidates.
Promote diversity and inclusion, enable responsive workforce plans and develop credible reward strategies
Providing employees the opportunity to join a trade union or one of our employee networks; Black and Ethnic Minority Ethnic Employee Network, the Dis-Ability Inclusion Network, the Pride Network or the Women's Network; raising awareness of the role of the networks across the council.
A fair pay structure underpinned by a robust job evaluation methodology, to ensure jobs of equal value receive equal pay which underpins our reward strategies.
Flexible working arrangements and support for parents and carers through a range of family friendly employment policies.
Reviewing our equalities workforce and recruitment data to identify trends within the current workforce on recruitment, selection, progression and retention, in order to recommend action to improve workforce diversity.
Further develop the diversity and inclusion calendar as a key element of our work to raise awareness around EDI in the workplace.
Engage, nurture and develop our people and our future potential
Regular reviews of employee progress through management one-to-ones, supervision and employee performance development reviews.
The provision of training and learning interventions to help our people grow and develop.
The development and introduction of employee behaviours and competencies to support leaders to deliver their roles in the best possible way.
Commencing the review and further development of our equality, diversity and inclusion training offer to our employees to ensure it is meaningful and engaging.
Enable organisational transformation and effective employee relations
Creating a positive employee relations environment with employees and trade union partners with a focus on improving employee engagement, listening to colleagues views and enabling them to resolve at a local level and escalating issues which need a corporate approach.
Regularly reviewing our policies and practices to embed equality and diversity in line with legislation and good practice.
Carrying out equality impact assessments on organisation change programmes.
Embedding our EDI statement and objectives as part of our revised strategic approach to equality and diversity.
Employee networks and the trade unions regularly work with our management teams to improve working conditions within the council and to promote equality and diversity.
Procedures to protect employees from any kind of harassment or bullying
Ensure the wellbeing and safety of our people
A range of services to support and enable our employees when they need adjustments where they work, or if they become unwell to help them to return to work feeling supported and valued
Our refreshed Wellbeing Strategy was approved at Cabinet in November 2022. This strategy sets out our high-level approach to ensuring the wellbeing of our employees and how this is intrinsic to the delivery of our Council Plan and People Strategy.
It identifies the key wellbeing pillars that we will focus on and sets out our vision in relation to delivering a wellbeing culture within the council. It is the steering document for delivering practical results that meet our aims and objectives and developing an offer that focuses on the needs of our workforce.
Working with our Joined Up Care Derbyshire partners, we have developed a wide ranging wellbeing activity programme and support from a dedicated health improvement adviser that complements our existing wellbeing resources.
Our wellbeing initiatives have equality and diversity as key principles, and these will be informed by local and national data.