The data shows a year-on-year improvement on the mean and median basic pay metrics and its positive to see the basic pay differential closing with the gap between male and female salaries closing by 4% for mean basic pay, compared to 2019/2020. Significantly the employee engagement survey for the relevant period also saw marginally higher scores from women than men with regards to salary and benefits being perceived as fair.
During this reference period, less than 3% of team members received a bonus as HORIBA MIRA did not have a pay review or a company performance bonus during this time – this would ordinarily be the main data source for bonuses. Instead, the use of bonuses was more focused and specifically used to attract candidates to new technology areas and to reward one off exceptional performance rather than consolidating pay increases, in order to maintain fairness across the grading structure. The few bonuses paid related to referrals, new starter arrangements and secondments. It is important to note that the data shown is from a small sample and not representative of the wider population.
Attracting new talent
In order to attract new talent and showcase the work taking place at HORIBA MIRA, this trading period saw us develop a dedicated ‘People and Skills’ LinkedIn page with content focused on our culture and people. This promotes the company messaging about diversity and inclusion and is targeted at existing colleagues and future candidates. The page promotes activities taking place on site, training courses, job opportunities and good news from within the business.
To access new candidates, we also utilised the ‘Forces Family’ platform, a service available as part of our commitment to the Armed Forces Covenant which enabled us to access partners of those in the military.
Although HORIBA MIRA has always had a flexible working policy, the pandemic presented a unique opportunity to adjust our ways of working. It highlighted that we as a business can work flexibly, with many roles carried out remotely, and this has enabled us to widen our pool of candidates for flexible location roles within the business.
Supporting our team
Career development remained a key focus for us, with internal opportunities highlighted via our internal news forum ‘News Hub’ and increased correspondence from HORIBA MIRA’s Resourcing Lead. We also continued to run our popular ‘Lunch and Learn’ sessions, an opportunity for colleagues to learn about the broader business and the opportunities available.
Investment in training remained critical during these challenging times and we continued to sponsor apprenticeships. 25% of team members that have taken on an apprenticeship over the past 24 months have been female, which is proportionately higher than the percentage of females in our business. Furthermore, female participation has been well balanced across apprenticeship levels 3,4,5,6 and 7 and has not congregated around any specific level or roles.
The recent launch of Life Links; a network that connects team members with information and people on topics that affect people on a day-to-day basis, is also another way that we have promoted and supported important issues within the business. To date we have focused on the Armed Forces, Mental Health and Menopause and have other important topic areas such as unconscious bias coming up in the near future.
Despite a challenging year, HORIBA MIRA remains committed to developing the very best team with individuals treated fairly and equally and each salary dependent upon a person’s role, responsibility, and contribution to the business. It is encouraging to see a year-on-year improvement on the mean and median basic pay metrics and the basic pay differential gap closing as we continue to ensure men and women have equal opportunities to succeed.