Why do we report ethnicity pay gap data?
This is the third year we are reporting our ethnicity pay gap data. Although reporting is not compulsory, we are committed to being transparent and accountable and taking steps to address the gap. By analysing ethnicity pay information, we can identify and investigate any pay disparities.
What does the data show?
Our report measures the difference between the average earnings of colleagues that have declared themselves as minority ethnic and those that have declared themselves non-minority ethnic in April 2024.
The mean ethnicity pay gap for Wesleyan was 26.65% for April 2024 (34.08% in 2023). This shows that across the Society, on average all employees from a minority ethnic background are paid less than all employees in the non-minority ethnic background. We have put in place a number of initiatives to increase diversity and this is having an impact on reducing our pay gap.
The ethnicity mean bonus gap is 52.96% for April 2024 (64.87% in 2023). This shows that on average employees in the non-minority ethnic category were paid a higher bonus payment.
Understanding the gap
One of the main reasons for our ethnicity pay gap is due to there being less minority ethnic representation at senior levels, a factor which we have previously identified and are continuing to work hard to address.
Similarly, the main driver behind our bonus scheme gaps is that some of our bonus schemes, are calculated from a percentage of an employee’s salary and to remain competitive externally they are weighted dependent on seniority. Many of our minority ethnic colleagues are in more junior roles where the bonus payments are lower.
Senior leadership representation
At a senior leadership level, we currently have 12.46% minority ethnic representation. This percentage has been gradually improving over the years, but we recognise we need to do more to increase representation. With this aim, we are putting targets in place for 2025 - 2027 to increase minority ethnic representation at all leadership levels so we build greater ethnicity diversity in our leadership population.
What are we doing to improve our pay gap?
2025 sees the start of our new two-year Diversity, Equity and Inclusion (DEI) strategy. It’s well-known that businesses with diverse decision makers consider the widest possible range of perspectives when developing their products and servicing their customers.
DEI at Wesleyan is not about political correctness or ticking a box - it’s about our growth. Wesleyan’s growth is dependent on attracting and nurturing diverse talent, treating colleagues equitably and creating an inclusive culture where everyone can speak out and make a difference in delivering good customer outcomes.
We've designed our priorities based on a comprehensive review of our current data insights so that we focus on the following areas for improvement:
- Greater senior leadership accountability for resolving current disparities in DEI.
- Increasing our diverse representation at Team Leader and above career grades.
- Focus on pay equity through all remuneration decisions, both in-year and during the annual pay review.
- Regular communications to increase disclosure rates so we can set meaningful targets and actions for all protected characteristics.
- Continuing our recent membership of the West Midlands Race Equalities Taskforce Jobs & Skills Group, set up to improve opportunities and tackle race inequality across the region.
- Work with our internal BEME network group to provide more of a platform for ethnic minority voices in Wesleyan fostering belonging, and sponsor role models benefiting career aspirations and retention.
All Senior Leaders have meaningful objectives to improve diverse representation and create more equity. To support them we have developed DEI dashboards which provides them with their data and where to take action.
All hiring managers to have diverse interview panels to challenge any unconscious bias during recruitment and promotion decisions and to utilise apprenticeships and inspiring Individuality programme (minority ethnic aspiring leadership).
Flexible working to be advertised for all roles, de-biased job adverts and inclusive recruitment training for all hiring managers and those involved in interviews. Diverse long and short lists expected from recruitment agencies.
We offer a range of accessible career development programmes to encourage the career progression of our colleagues. Our award-winning Bounce Forward career development programme focuses on developing the mindset, skills and strengths to navigate career pathways, as well as removing some of the perceived barriers to progression. We also have career development programmes specifically aimed at developing underrepresented groups which include apprenticeships, leadership qualifications and internal/external mentoring programmes.
Managers to apply the guidance on pay equity principles for all recruitment and reward decisions and include transparent reporting of gender and ethnicity pay gaps.
Introduce regular communications to ask colleagues to disclose their data and for leaders to take action based on their DEI dashboard.
Launch new DEI Innovation workshops to continually challenge the design of DEI infrastructure and the value of external partnerships.