Hinduja Global Solutions (HGS) UK Limited is required by law to publish an annual gender pay gap report. This report is for April 2020 and is comparable to 2019 with no significant changes to highlight.
The mean gender pay gap
The median gender pay gap
The mean gender bonus gap
The median gender bonus gap
The proportion of male employees receiving a bonus
The proportion of female employees receiving a bonus
Pay quartiles by gender
|Band||Males 2020||Females 2020||Description|
|A||48%||52%||Includes all employees whose standard hourly rate places them at or below the lower quartile|
|B||51%||49%||Includes all employees whose standard hourly rate places them above the lower quartile but at or below the median|
|C||53%||47%||Includes all employees whose standard hourly rate places them above the median but at or below the upper quartile|
|D||54%||46%||Includes all employees whose standard hourly rate places them above the upper quartile|
- The figures set out above have been calculated using the standard methodologies used in the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017.
- The difference for mean and median gender bonus pay gap is 30% and 40% respectively and there is no change from the 2019 report for this measure.
- The ‘Quartiles by Gender’ percentages remain unchanged to those reported in 2019.
- The proportion of men at HGS UK Ltd who received a bonus in the 12 months up to 5 April 2019 was 10%, while for women this was 14% reflecting a slight increase for females on those reported for 2019.
Explanation HGS UK Ltd gender pay gap
Overview of HGS business 2020
In contrast to trading expectations during 2020 where it was anticipated that Covid would adversely impact on the year’s results, HGS traded exceptionally well. This is also in comparison to many other sectors in relation to the pandemic.
HGS saw its workforce double in size due to the onboarding of a number of new government accounts. This growth ensured that there was no requirement to furlough or make job losses as a result of the pandemic. In addition, HGS was able to mobilise its workforce quickly to enable a work from home model for 90% of the workforce. HGS invested circa £1m in IT and infrastructure to support the work from home model.
The remaining 10% of the workforce who were classified as keyworkers were supported to attend the office where robust social distancing measures were adopted and risk assessments frequently conducted.
HGS is committed to the principle of equal opportunities and equal treatment for all employees, regardless of sex, race, religion or belief, age, marriage or civil partnership, pregnancy/maternity, sexual orientation, gender identity or disability. It has a clear policy and practice of paying employees equally for the same or equivalent work, regardless of any characteristic set out above.
HGS operates within the contact centre outsourcing/customer services sector and customer campaigns are costed and contracted for based on providing specific resources and skill sets. It is typical within our industry for our age demographic (ie 18-24) to be male dominated, working in non-professional and sales environments. Even with these trends, HGS gender pay gap remains minimal.
The majority of the HGS workforce are made up of customer advisors who receive equal pay for equal roles. All customer facing roles are paid an hourly rate which is the same whichever campaign an employee works on. Hourly rates are reviewed and increased annually and HGS aims to maintain pay levels that are better than NMW.
From the action plan detailed in the report for 2019, HGS continues to monitor its band grades to ensure a fair structure. These bands are reviewed during the HGS annual pay review in March and increases are considered using the NMW as a baseline.
As previously mentioned, HGS aims to pay better than the NMW rate and the March 2020 annual pay review for Customer services agents saw a 3% increase in their pay.
No Corporate roles saw a change in their pay due to the uncertain impact that Covid would have on business results and the level of investment into the work from home model.
Ad hoc bonus payments that were awarded against ambiguous targets have been removed or replaced.
HGS is confident that there is no gender pay gap within the operation but there still remains a small gender pay gap in relation to the corporate side of the organisation due to the salaries that these qualified roles typically attract in the labour market.
Due to the new business wins during 2020, a backdated one-off bonus equivalent to the 3% increase for those who didn’t receive a pay award in 2020 is planned to be given in the 2021 pay review, which will be included in the 2021 Gender Pay Gap report.
HGS UK Ltd comparison with UK Economy and Contact Centre Sector
We are pleased to be able to say that HGS continues to compare favourably within the whole UK economy and within the Contact Centre sector.
|HGS UK Ltd||ONS ASHE||Call Centre Occupations||Activities of Call Centres|
|Mean gender pay gap||1%||15.5%||3.6%||24.4%|
|Median gender pay gap||0%||14.6%||0.3%||0.6%|
HGS UK Ltd mean and median gender pay gap remains significantly lower than that for the whole economy and compares well with the Call Centre Occupations and the Activities of Call Centre gender pay gap.
HGS UK Ltd ongoing action plan to manage gender pay gap
While HGS compares favourably both within its industry and overall, it remains committed to continuing its work to maintain the pay gap and enhance its competitive edge in the contact centre employment market.
The steps HGS has taken to achieve this during 2020 are:
- As part of the new Pay Policy, HGS continues to monitor its job evaluation and pay grades that have been implemented in 2018 to ensure continued fairness and engagement.
- The full implementation of a new HRIS has taken place with further enhancements planned.
- A project to translate all current training modules into flexible e-learning modules has taken place, enabling HGS to onboard large number of employees at one time and respond to increased business demand.
- A skills and competency framework for all operations management was introduced, applying a fair and consistent assessment process.
- Talent Mapping and Succession Planning began during 2020 and is due to complete its first year in Q1 April 2021. This will be an annual process that will be completed during February.
In the coming financial year, HGS is also committed to:
- HGS continues to develop capability within the HRIS to improve reporting capability.
- A new case management system will be implemented, supporting the ER team in managing their caseloads and provide meaningful data.
- A new leadership programme targeted at our team leader level of management and above in both the operation and corporate parts of the business is being designed using a blended approach. This will be rolled out over a 9-month period and will see managers accredited in leadership skills which will support their career development.
- HGS aims to increase its ESAT scores as a result of the investment into the work from home model which has been received well by employees and the investment into new benefits, salary increases and bonuses from 2020 which as a result of the new business wins we are now able to fund.
Any further initiatives launched throughout the year will be reported on the company intranet.
I, Adrian Garton, Chief People Officer, confirm that the information in this statement is accurate.