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GENDER PAY REPORT

This is our second year of publishing our gender pay gap which is defined as the difference between average hourly earnings (excluding overtime) of men and women as a proportion of average hourly earnings (excluding overtime) of men’s earnings. The company demographics are largely unchanged and we continue to reflect the engineering sector and Materials Handling industry as a whole and consists of significantly more males than females.

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Our gender pay gap results should be considered in the context of this distribution as the predominance of males to females has a significant influence on our overall gender pay gaps.

 

KEY FINDINGS: GENDER PAY GAPS
Briggs’s overall mean gender pay gap of 19% is a reduction on the previous year's 24%.

The gender pay gap in Briggs can, in part, be explained by the gender distribution of 80% male and 20% female. The demographics of our workforce show we have more males in engineering, technical and senior roles which means our average male salary (median and mean) is higher than our average female salary. We have a significantly higher proportion of females in our more junior and administrative roles.

The biggest differentials in gender distribution are in the top three quartile bands. This is due to the workforce demographics of over 70% of the employee population being engineering and technical roles that are held predominantly by males.

 

 

KEY FINDINGS: BONUS PAY GAPS
The majority of employees received a bonus in 2018 and this is reflected in the significant reduction in the median pay gap from 2017 to 4%. Our mean bonus gender pay gap of 38% reflects the distribution of nearly 90% of senior roles which attract higher rates of pay and bonus, being held by males.

The operation of performance related bonus plans within the Company is subject to clearly documented principles and targets to ensure fairness and transparency in terms of how they are operated. 

WHAT ARE THE FACTORS AFFECTING SOME OF THE PAY DIFFERENCE?

OBJECTIVES
We have identified three key areas to address in response to our 2018 gender pay gap results. The objectives below have been developed to describe the over-arching commitments we will make and form part of our overall approach to diversity.

OBJECTIVE 1: TO IMPLEMENT AN EQUALITY AND DIVERSITY STRATEGY.

To further develop our candidate attraction strategies that promote diversity and equality in Briggs to ensure that the widest possible pool of candidates are encouraged to apply for available roles with a focus on those in under-represented groups.
Activities:
 Using more female and people from diverse backgrounds in internal communications to demonstrate visible
role models
 We will review how we can support different ways of working including alternative working hours and
remote workers.
 Promote Shared Parental Leave during 2019.
 Promotion of wellbeing during 2019 including our cash benefit healthcare scheme, gym membership deals,
financial (including pension) and mental health support.

OBJECTIVE 2: TO DELIVER PROACTIVE LEARNING AND DEVELOPMENT INITIATIVES TO LEAD TO INCREASED OPPORTUNITIES FOR ALL.

To administer appropriate learning and development to ensure that a pipeline of suitably experienced and capable candidates is available for consideration for promotion into more senior roles with a focus on those in under-represented groups.
Activities:
 Further develop access to mentoring, training and development opportunities to encourage and promote progression into more senior roles.
 Introduction of career development pathways, including for lower-paid groups to encourage individual career development.


OBJECTIVE 3: TO IMPLEMENT EFFECTIVE HR SYSTEMS TO MONITOR EQUALITY.

To roll out systems and processes to ensure all staff are being remunerated fairly regardless of any potential bias.
Activities:
 To implement a job evaluation system to underpin all pay and reward structures and to ensure that all
negotiated individual levels of pay are contained within pay grades. This will be introduced in 2019 once all
roles have been reviewed and evaluated. This will also allow us to extend beyond the Service group for full
transparency across the business for promotion, pay and reward processes.
 Once job evaluation is complete, we will introduce an annual equal pay audit to check for any potential
gender bias in our job descriptions. Managers will also be required to justify their decisions over pay and
reward to a member of the Executive team and HR.

 

STATEMENT
I confirm that Briggs Equipment UK Limited is committed to the principle of gender pay equality and has prepared its 2018 gender pay gap results in line with mandatory requirements.

 

PETER JONES
MANAGING DIRECTOR
20 MARCH 2019