Employment partner Emma Bartlett was recently joined by reputational management expert Duncan Lamont and HR consultant Giles Jones in a discussion about the Gender Pay Gap reporting regulations and the issues employers should be thinking about when preparing their first report.

During the webinar (which you can listen to here), Emma asked for input from our listeners on three important questions. We have summarised the results below:

Have you done an analysis of your data and produced provisional statistics?

  • 64% (of those who voted) - yes
  • 36% (of those who voted) - no


As the final date for reporting of 4 April 2018 approaches, nearly two thirds of our listeners had pulled their data together and were turning their attention towards the presentation of that data and the accompanying narrative. However, just over a third have yet to do this with less than six months to go.

Have you conducted an equal pay audit?

  • 13% (of those who voted) - yes
  • 87% (of those who voted) - no


There is no requirement to conduct an equal pay audit as part of the gender pay report and it is important to be aware that it is possible for an organisation to have a large gender pay gap as a result of fewer women in senior roles but still have equal pay. However, as touched upon by Giles, gender pay reporting can reveal potential equal pay issues and an audit is an exercise employers should seriously consider carrying out as employees may be more alive to these issues as a result of the report. An equal pay audit reveals pay differentials in identical roles and gives employers the opportunity to eradicate them. It also means a business can then demonstrate a policy of equal pay for equal work.

Are you higher or lower than the national average of 18.4%?

  • 60% (of those who voted) - higher
  • 40% (of those who voted) - lower


A result around the half way mark was expected (from the nature of the statistic) – however, for the 60% who are above the national average, they will need to consider how to present their data, the reasons for the data and their action plan going forward.

Duncan said that as the raw data is concrete, it is through the accompanying narrative and messaging that real care must be taken. Internal and external messaging must be consistent and pledges to improve statistics must be achievable and realistic. Any commitments made now will be referred to the following year when the next report is due.