What we have learned in the past year is that, while pay gap reporting is a useful way to stimulate discussion about what more can be done to address imbalances in the workplace, there is still a huge amount of work to do to turn that dialogue into meaningful change.
Over the last 12 months, for instance, we have worked with industry peers and alongside The Law Society of England & Wales to lobby for a common reporting regime that will provide greater consistency and transparency.
We have supported the Institute for Public Policy Research with its research into the effectiveness of the pay gap regulations and what further steps can be taken.
Above all else, we have re-examined our own business and re-engaged with our own people to really consider whether we are doing everything we can to create an equal and fulfilling workplace.
I’m proud of the measures that have been, and are continuing to be, applied across our business, but there is so much more to be done.
A diverse business, rich with the best talent and an inclusive culture, is able to create the best environment for its people and deliver the best performance for its clients and the communities in which it operates. That is our objective. And while change won’t happen overnight, it’s a vision for the future that I hope all of our stakeholders will find as energising as I do.
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