“Tangerine’s products and brands are enjoyed every day by consumers of all ages, gender, social background and origin. Tangerine embraces the richness of diversity and wants to have a workforce and talent pool, which reflects the community and the society.
In line with legislation, we offer equal pay for the same roles, skills and levels of experience regardless of whether they are performed by men or women.
We actively want to develop our female population and keep attracting women for the more senior positions and leadership roles. We have recently seen improvement of the female representation in the upper pay quartile and are reporting an improved mean gender pay gap compared to 2017. Nevertheless there is more work to do.
We believe that our organisation will benefit from inclusiveness and diversity and that this will be a contributing factor to our success.”
– Anthony Francheterre, CEO
Reporting and KPIs
The new UK regulations require us to calculate the gender pay gap according to a specific calculation methodology. The results are based on the April 2018 payroll.
The calculated gender pay gap does not reflect equal pay.
Equal pay is when men and women are paid the same for a similar job/skill-set/experience – the gender pay gap shows the difference between the average pay of women and men in the organisation, regardless of roles, positions, experience or skills. Equal pay is a legal requirement.
In addition to the gender pay gap which is expressed with two measures, the ‘mean’ and the ‘average’, the bonus pay gap is also calculated.
The report gives insight into the proportion of women and men in the different pay bands: the population is split up into 4 quartiles according to the average hourly pay.
Median and Mean Pay Gap
Median pay gap:
The median pay gap reflects the difference in pay between the middle point man and the middle point woman: the middle point woman has 50% of female colleagues with a higher hourly pay and 50% of colleagues with a lower hourly pay. And the same is valid for the middle point man. It is seen to be a better measure than the ‘mean’ because it corrects for men or women in senior roles who have a relatively high hourly pay.
Our median pay gap of 7.7% says that the middle point women earns 7.7% less than the middle point man. This is a result of the higher representation of men in more senior roles. This has changed little compared to 2017 (7.6%).
Mean pay gap:
The mean gap sums up the hourly rate of all the women in the organisation and divides it by the number of women. The same is done for the male population. The difference between the two averages is the mean gap.
Our mean pay gap of 14.3% says that the average hourly pay for women is 14.3% below the average hourly pay for men. This has improved noticeably compared to 2017 (17.1%) – this is driven by a higher proportion of women in the upper pay quartile.
Bonus Pay Gap
Bonus median and mean pay gap:
The bonus pay gap is calculated in the same way as the pay gap, with both mean and median measures.
In 2018 the bonus includes a management bonus which was not the case for 2017 (in 2017 we had only a waste and attendance bonus in certain sites).
The bonus mean pay gap of 18% is a result of the fact that we have more men in the more senior positions with management bonus entitlement. This is also shown in the proportion of men receiving bonuses versus women (36.3% vs 23.8%).
Proportion of men and women in each pay quartile:
We have seen an increase of the number of women in the upper pay quartile (from 26% in 2017 to 32% in 2018).
Nevertheless the proportion of women in the lower pay quartile remains high (56% in 2018 vs 53% in 2017).
Findings and Mission
- Tangerine is supportive of the government Gender Pay Gap Initiative. We believe that it will provide a stimulus for organisations to reflect on their gender and diversity policies.
- Because we are clear that we offer equal pay, our gender pay gap is the result of an under-presentation of women in the more senior roles (senior management roles or higher skilled roles at the manufacturing sites – e.g. engineering).
- We have a clear ambition to increase the number of women in senior roles – in 2018 we are seeing an improvement but we can do more and better.
- Whilst we believe that we are already doing good things, we are conscious that we can do more and better.
- The best way to convince women of potential in the organisation is to demonstrate and inspire by example:
– Women in senior positions sharing their experience and success.
– Mentorship by women in senior roles.
– Marieke Van Troys, CFO and HR Director