WORKING FOR DIVERSITY AT WEBBS

At Webbs we value the differences which a diverse workforce brings; it’s important our team reflects the wide range of customers we serve on a day-to-day basis.  Webbs is a family business where colleagues can be themselves and where everyone is encouraged to reach their full potential.  We make our decisions about recruitment, reward and promotion on the basis of merit alone. 
 
We welcome the opportunity to analyse our gender pay gap as this helps to inform our discussions about career progression for all colleagues. The results for 2017 challenge us to keep asking ourselves how we will continue to develop an even more inclusive and diverse team. While the figures are valuable for the awareness they raise they are only a part of the bigger picture. At Webbs we are actively listening to and involving our colleagues on all levels via internal forums and team surveys to help us deliver more career development opportunities.

HOW ARE WE PROGRESSING?

  Webbs Retail Sector* UK*
Median 1.1% 9.3% 18.4%
Mean 14.9% 16.4% 17.4%

* Based on estimates from the National Office of Statistics' Annual Survey of Hours and Earnings 2017

Our median gender pay gap is 1.1% which compares favourably to many UK employers. Or another way of looking at this is when comparing median hourly rates of pay, women earn 99p for every £1 that men earn. This shows that we pay fairly when skews are removed.  This year we have published transparent career paths linking performance to reward so that colleagues can earn as they learn.

Our average (mean) gender pay gap is smaller than the UK average; 14.9% at Webbs compared to just over 17.4% nationally. In other words when comparing mean hourly rates, women earn 85p for every £1 that men earn. One of the main reasons for the gender pay gap in the UK is that men are more likely to be in senior roles than women.  The same is true at Webbs where we have a small senior leadership team which is predominantly male.  As with the rest of our business there is low turnover within this team; there are fewer recruitment opportunities so we’re unlikely to see significant changes to the figures in the short term.
 
We already encourage flexible and part time working at all levels.  In 2016/17 we supported a group of 3 female colleagues through a 12 month management development course, helping them to develop their careers.  In February 2018 we launched our Future Leaders Programme which is open to all colleagues at team member level.  This is a year long programme with opportunities for formal and informal learning, mentoring and paid management level experience.  We were pleased to see that 50% of the applicants were female. 

REWARDING ACROSS THE TEAM

Within the reporting period, bonus pay was received by 93.9% of men and 92.3% of women. Bonus pay includes our non-contractual annual profit share scheme, open to all employees who’ve been employed for at least 6 months of the previous year. It also includes Christmas gift vouchers, Webbs Way Awards, “thank yous” to our First Aiders and performance related bonuses for successfully completing event management secondments. 
 
The statutory reporting method for the Gender Pay Report doesn’t allow for bonuses to be converted into full time equivalents which makes the bonus gap seem wider.  Our mean bonus pay gap is 39.9% and our median bonus pay gap is 22.2%. This reflects the facts that currently more men are in senior leadership roles and more women work part time, therefore their bonuses are pro rata.

HOW WEBBS ARE DOING MORE

Over the coming months Webbs will continue to focus on these areas of support for our workforce. These key pillars will allow us to continue growing diversity, equality and to open out pathways to progress across the business.
 
We will be:
  • Investing in Webbs people by building our internal talent pools through our Specialist Training Guarantee, Career Paths and Future Leaders Programme;
  • Promoting opportunities for flexible and part time working for all team members;
  • Continuing our programme of Equality and Diversity training for our management team;
  • Talking and listening to colleagues to understand perceived barriers to career progression for all groups including women.

I certify that this information is accurate to the best of my knowledge.

 

Oliver Nation
Finance Director, Webbs Garden Centres Limited