Hogarth Worldwide: Gender Pay Gap Report 2024

Introduction

At Hogarth we strive to create a working environment where everyone is treated equally regardless of gender, ethnicity, age, religion, sexual orientation or disability. We pride ourselves on creating a diverse and balanced workforce, as we believe this is a true representation of Hogarth’s values, work and ethos.

The gender pay gap is defined as the difference between the average earnings of all men and women in an organisation. This is a separate issue to equal pay, which is the legal requirement for people carrying out the same or similar work to be paid equally, regardless of gender. Our gender pay gap is not an equal pay issue, but one of lower female representation in our most senior roles and we remain steadfast in our commitment to addressing this. 

Results

This year, we have seen our UK mean pay gap continue to close, reducing from 16.5% to 14%. Our median pay gap increases slightly from 16.3% to 16.6%. Our mean bonus pay gap has also reduced from 20.5% to 16.7% and our median bonus pay gap has stabilised at 0%. We believe that these improvements are an accurate reflection of our initiatives and long-term commitment to achieve greater gender balance at our most senior levels in the UK. Overall, we have now seen a reduction of 12.7 percentage points since 2017. We expect the median data to continue to fluctuate given the relatively small changes that are required to affect the calculations.

The numbers

Ongoing initiatives

We continue to drive change through our initiatives in the UK and anticipate the impact of these programmes will continue to be reflected in the representation of women across all levels of our business.

The following ongoing commitments reaffirm our position and remain unchanged:

• We have always recruited based on merit and will continue to do so. We believe opportunities should be available to all and are continuing to champion inclusive recruitment practices to drive inclusivity and eliminate bias.
• We will continue to ensure that we take a consistent approach to career development so that it is not impacted by factors such as taking parental leave including maternity or paternity.
• We will use analysis of data from online and face-to-face exit interviews to identify common themes for employees leaving Hogarth that could influence the gender pay gap.
• We continually review all relevant Hogarth UK policies, practices and procedures so they are consistent with objectives of reducing the gender pay gap over time.

Statement

Hogarth confirms that the information in this report is accurate and prepared in accordance with the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017.

Richard Glasson
CEO

Dan Stirling
Global CPO

Hogarth Worldwide: Gender Pay Gap Report 2023

Introduction

At Hogarth we strive to create a working environment where everyone is treated equally regardless of gender, ethnicity, age, religion, sexual orientation or disability. We pride ourselves on creating a diverse and balanced workforce, as we believe this is a true representation of Hogarth’s values, work and ethos. 

The gender pay gap is defined as the difference between the average earnings of all men and women in an organisation. This is a separate issue to equal pay, which is the legal requirement for people carrying out the same or similar work to be paid equally, regardless of gender. Our gender pay gap is not an equal pay issue, but one of lower female representation in our most senior roles and we remain steadfast in our commitment to addressing this. 

Results

This year, we have seen both our mean and median pay gap continue to improve, reducing from 18.3% to 16.5% and 17.7% to 16.3% respectively. While year-on-year comparisons for bonus pay gap continue to fluctuate considerably due to a variety of historical and geographical factors, we have also seen an improvement in our mean bonus of 46.6 percentage points, which has reduced the gap to 20.5%. We believe that this is a more accurate reflection of the improved gender split in senior roles where bonuses represent a greater share of remuneration and while some legacy stock transactions may still present themselves in the coming years, we are confident that our commitment to improving gender balance at our most senior levels will continue to make a positive impact. We also expect the median data to continue to fluctuate given the relatively small changes that are required to affect the calculations. 

The numbers

Ongoing initiatives

We continue to drive change through our initiatives and anticipate the impact of these programmes will continue to produce ongoing improvements in 2024 and beyond.

The following ongoing commitments reaffirm our position and remain unchanged:

• We have always recruited based on merit and will continue to do so. We believe opportunities should be available to all and are continuing to champion inclusive recruitment practices to drive inclusivity and eliminate bias.
• We will continue to ensure that we take a consistent approach to career development so that it is not impacted by factors such as taking parental leave including maternity or paternity.
• We will use analysis of data from online and face-to-face exit interviews to identify common themes for employees leaving Hogarth that could influence the gender pay gap.
• We continually review all relevant Hogarth UK policies, practices and procedures so they are consistent with objectives of reducing the gender pay gap over time.

Initiatives undertaken since last report

• We are continuing to invest in our talent and deliver on our promise to improving the gender balance at the most senior levels and have recently promoted 3 female colleagues to C-level roles within the organisation at a global level, these include - Chief Operating Officer, Chief Production Officer and Chief Client Officer.
• We are also continuing to champion exceptional talent and new areas of the business and have recently promoted several female colleagues to new and important roles including Managing Director, Strategic Consulting and AI and Managing Director, Global Content Hubs.
• Alongside WPP we have created a new Creative Tech Apprentices initiative which is a transformative 9-month programme designed to nurture a diverse cohort of talented individuals to unlock their potential and excel in the world of creativity and emerging technologies.
• We have also expanded our successful Originals programme enabling even more creators and makers to join us without having to conform to traditional recruitment methods.
• In terms of training and development, this year we have extended our programme to include Maestro, an immersive and experiential programme designed to help senior client leaders to develop and hone their client leadership capabilities. 

A global picture

To give a representative picture of Hogarth Worldwide we have also chosen to share our worldwide consolidated statistics. Globally our mean gender pay gap has fallen from 14% to 10% and our median gap has fallen from 14% to 13% which provides a more globally accurate view of the balance of female employees in more senior roles employed across Hogarth.

Statement

Hogarth confirms that the information in this report is accurate and prepared in accordance with the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017.

Richard Glasson
CEO

Hogarth Worldwide: Gender Pay Gap Report 2022

Introduction

At Hogarth we strive to create a working environment where everyone is treated equally regardless of gender, ethnicity, age, religion, sexual orientation or disability. We pride ourselves on creating a diverse and balanced workforce, as we believe this is a true representation of Hogarth’s values, work and ethos.    

The gender pay gap is defined as the difference between the average earnings of all men and women in an organisation. This is a separate issue to equal pay, which is the legal requirement for people carrying out the same or similar work to be paid equally, regardless of gender.   

Results

This year has seen our mean gender pay gap improve by 3 percentage points. While year-on-year comparisons for bonus pay gap continue to fluctuate considerably due to a variety of historical factors and the location of the global leadership team, we have also seen an improvement of 28.8 percentage points in our mean bonus payments and a 70 percent improvement in our median bonus payments which means that we have achieved parity for the first time.    

The mean bonus pay gap is larger than the mean pay gap because bonuses represent a greater share of overall remuneration in senior roles, which are currently held by more men than women. However, we remain committed to improving the gender imbalance at our most senior levels and creating an environment where more women can progress into leadership positions.  

Ongoing initiatives

Our gender pay gap is not an equal pay issue, but one of lower female representation in our most senior roles and we remain steadfast in our commitment to addressing this. We continue to drive change through our initiatives and anticipate the impact of these programmes will continue to produce ongoing improvements in 2023 and beyond.    

The following ongoing commitments reaffirm our position and remain unchanged:  

• We have always recruited based on merit and will continue to do so. We believe opportunities should be available to all and are continuing to champion inclusive recruitment practices to drive inclusivity and eliminate bias.  
• We will continue to ensure that we take a consistent approach to career development so that it is not impacted by factors such as taking parental leave including maternity or paternity.
• We will use analysis of data from online and face-to-face exit interviews to identify common themes for employees leaving Hogarth that could influence the gender pay gap.
• We continually review all relevant Hogarth UK policies, practices and procedures so they are consistent with objectives of reducing the gender pay gap over time.  

Initiatives undertaken since last report

• We have expanded our Senior Leadership Team which now sits at an equal 50:50 split in terms of men and women.
• We have launched a new anonymised recruitment process using MeVitae in conjunction with our applicant tracking system Greenhouse.  
• We are in our second year of working with WPP’s Visible Start programme to train and hire midlife women back into the workforce.  
• We continue to offer training initiatives such as the Hogarth Management Diploma to fast-track management skills across the business and ‘Walk the Talk’ which supports and coaches female leaders on overcoming any challenges and barriers in leadership positions.  
• We continue to expand our female Health and Wellness initiatives and this year have partnered with Jo’s Trust to help raise awareness of Cervical Cancer as well as signing up to the Time to Test initiative. We also now offer a Menopause support plan via our Bupa healthcare scheme.  
• We have launched a new female-led Employee Resource Group.  

Hogarth Worldwide:  A Global Business

To give a representative picture of Hogarth Worldwide we have also chosen to share our worldwide consolidated statistics. Globally our mean gender pay gap is 14%, which more accurately reflects the balance of female employees in more senior roles employed across Hogarth.

Statement

Hogarth confirms that the information in this report is accurate and prepared in accordance with the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017.
 

Richard Glasson CEO

Hogarth Worldwide: Gender Pay Gap Report 2021

Introduction

At Hogarth we strive to create a working environment where everyone is treated equally regardless of gender, ethnicity, age, religion, sexual orientation or disability. We pride ourselves on creating a diverse and balanced workforce, as we believe this is a true representation of Hogarth’s values, work and ethos.

The gender pay gap is defined as the difference between the average earnings of all men and women in an organisation. This is a separate issue to equal pay, which is the legal requirement for people carrying out the same or similar work to be paid equally, regardless of gender.

Results

We have seen our median gender pay gap improve by 3.6 percentage points and our mean (average) gender pay gap remains consistent from 2020 to 2021. Year-on-year comparisons for bonus pay gap, continue to fluctuate considerably due to a variety of historical factors and the location of the global leadership team, although the underlying driver remains the imbalance in representation of UK-based men and women in the most senior positions.

The mean bonus pay gap is significantly larger than the mean pay gap because bonuses represent a greater share of overall remuneration in senior roles, which are more frequently held by men than women. However, we remain committed to improving the gender imbalance at our most senior levels and creating an environment where more women can progress into leadership positions.

Pay Quartiles	No of Employees	Males	Females	Split
Quartile 1	235	86	149	37:63
Quartile 2	235	100	135	43:57
Quartile 3	235	121	114	51:49
Quartile 4	235	142	93	60:40

Ongoing initiatives

Our gender pay gap is not an equal pay issue, but one of low female representation in our most senior roles and we remain steadfast in our commitment to addressing this. We continue to drive change through our initiatives, and we anticipate the impact of these programmes will continue to produce ongoing improvements in the coming years, including the appointment of women to a number of key senior-level UK appointments.

The following ongoing commitments reaffirm our position and remain unchanged:
•    We have always recruited based on merit and will continue to do so. We believe opportunities should be available to all and are continuing to champion inclusive recruitment practices to drive inclusivity and eliminate bias.
•    We will continue to ensure that we take a consistent approach to career development so that it is not impacted by factors such as taking parental leave including maternity or paternity.
•    We will use analysis of data from online and face-to-face exit interviews to identify common themes for employees leaving Hogarth that could influence the gender pay gap.
•    We continually review all relevant Hogarth UK policies, practices and procedures so they are consistent with the objectives of reducing the gender pay gap over time.

Initiatives undertaken since last report

•    Launched Greenhouse applicant tracking system to enable more consistent balanced shortlists for ED&I.
•    156 employees have been through, or are currently on, the Hogarth Management Diploma to fast-track management skills across the business, with cohort 4 currently underway.
•    14 female members of our Senior Leadership team have taken part in ‘Walk the Talk’ which supports and coaches female leaders on overcoming any challenges and barriers in leadership positions.
•    Appointment of a new lead for gender within our ED&I framework.
•    Expanded our female Health and Wellness initiatives including Peppy (menopause support network).

Hogarth Worldwide:  A Global Business

To give a representative picture of Hogarth Worldwide we have also chosen to share our worldwide consolidated statistics. Globally our mean gender pay gap is 14%, which more accurately reflects the balance of female employees in more senior roles employed across Hogarth.

Statement

Hogarth confirms that the information in this report is accurate and prepared in accordance with the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017.
 

Richard Glasson CEO

Hogarth Worldwide: Gender Pay Gap Report 2019 and 2020

Introduction

At Hogarth we strive to create a working environment where everyone is treated equally regardless of gender, ethnicity, age, religion, sexual orientation or disability. We pride ourselves on creating a diverse and balanced workforce, as we believe this is a true representation of Hogarth’s values, work and ethos. Currently, 34% of our UK workforce are non-UK nationals and 52% of our workforce are women.

Results

The gender pay gap is defined as the difference between the average earnings of all men and women in an organisation. This is a separate issue to equal pay, which is the legal requirement for people carrying out the same or similar work to be paid equally, regardless of gender. 

We have seen an improvement in Hogarth’s gender pay gap from 2019-2020 as seen below. Year-on-year comparisons for bonus pay gap, continue to fluctuate due to a variety of factors, although the underlying driver remains the imbalance in representation of men and women in the most senior positions. 47% of Hogarth’s global leadership team are female, but this proportion drops to 41% in the most senior positions. 

The mean bonus pay gap is significantly larger than the mean pay gap because bonuses represent a greater share of overall remuneration in senior roles, which are more frequently held by men than women. However, we remain committed to improving the gender imbalance at our most senior levels and creating an environment where more women can progress into leadership positions.

The numbers

Ongoing initiatives

Our gender pay gap is not an equal pay issue – which is a legal requirement in the UK – but one of low female representation in our most senior roles and we remain steadfast in our commitment to addressing this. We continue to drive change through our initiatives, and we anticipate the impact of these programmes will continue to produce ongoing improvements in the coming years, including the appointment of women to a number of key senior level UK appointments.

The following ongoing commitments reaffirm our position and remain unchanged:

• We have always recruited based on merit and will continue to do so. We believe opportunities should be available to all and are continuing to champion inclusive recruitment practices to drive inclusivity and eliminate bias.
• We will continue to ensure that we take a consistent approach to career development so that it is not impacted by factors such as taking parental leave including maternity or paternity.
• We will use analysis of data from online and face-to-face exit interviews to identify common themes for employees leaving Hogarth that could influence the gender pay gap.
• We continually review all relevant Hogarth UK policies, practices and procedures so they are consistent with objectives of reducing the gender pay gap over time.
• We will continue to carefully measure our progress both under the umbrella of the mandatory reporting and with further internal measures, including mid-year gender pay gap reporting.

Initiatives undertaken since last report

• The enhanced maternity pay policy launched in 2019, has been applicable to 50 female employees since launch.
• Our new yearly pay review process has been put in place to ensure parity and reduce the risk of any potential presence of gender (or other) related bias.
• We have successfully rolled out flexible hours, to help all employees achieve a work life balance to suit their needs.
• Extension of BUPA private medical cover to all eligible employees across the UK business.
• Continued utilisation of the apprenticeship levy, including the introduction of the Hogarth Management Diploma to fast track management skills across the business.
• Appointment of a new head of equality, diversity and inclusion to accelerate and monitor progress.

Hogarth Worldwide:  A Global Business

To give a representative picture of Hogarth Worldwide we have also chosen to share our worldwide consolidated statistics. Globally our mean gender pay gap reduces to 12%, which more accurately reflects the balance of female employees in more senior roles employed across our company.

Statement

Hogarth confirms that the information in this report is accurate and prepared in accordance with the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017.

Richard Glasson
CEO

Hogarth Worldwide: Gender Pay Gap Report 2019 and 2020

Introduction

At Hogarth we strive to create a working environment where everyone is treated equally regardless of gender, ethnicity, age, religion, sexual orientation or disability. We pride ourselves on creating a diverse and balanced workforce, as we believe this is a true representation of Hogarth’s values, work and ethos. Currently, 34% of our UK workforce are non-UK nationals and 52% of our workforce are women.

Results

The gender pay gap is defined as the difference between the average earnings of all men and women in an organisation. This is a separate issue to equal pay, which is the legal requirement for people carrying out the same or similar work to be paid equally, regardless of gender. 

We have seen an improvement in Hogarth’s gender pay gap from 2019-2020 as seen below. Year-on-year comparisons for bonus pay gap, continue to fluctuate due to a variety of factors, although the underlying driver remains the imbalance in representation of men and women in the most senior positions. 47% of Hogarth’s global leadership team are female, but this proportion drops to 41% in the most senior positions. 

The mean bonus pay gap is significantly larger than the mean pay gap because bonuses represent a greater share of overall remuneration in senior roles, which are more frequently held by men than women. However, we remain committed to improving the gender imbalance at our most senior levels and creating an environment where more women can progress into leadership positions.

The numbers

Ongoing initiatives

Our gender pay gap is not an equal pay issue – which is a legal requirement in the UK – but one of low female representation in our most senior roles and we remain steadfast in our commitment to addressing this. We continue to drive change through our initiatives, and we anticipate the impact of these programmes will continue to produce ongoing improvements in the coming years, including the appointment of women to a number of key senior level UK appointments.

The following ongoing commitments reaffirm our position and remain unchanged:

• We have always recruited based on merit and will continue to do so. We believe opportunities should be available to all and are continuing to champion inclusive recruitment practices to drive inclusivity and eliminate bias.
• We will continue to ensure that we take a consistent approach to career development so that it is not impacted by factors such as taking parental leave including maternity or paternity.
• We will use analysis of data from online and face-to-face exit interviews to identify common themes for employees leaving Hogarth that could influence the gender pay gap.
• We continually review all relevant Hogarth UK policies, practices and procedures so they are consistent with objectives of reducing the gender pay gap over time.
• We will continue to carefully measure our progress both under the umbrella of the mandatory reporting and with further internal measures, including mid-year gender pay gap reporting.

Initiatives undertaken since last report

• The enhanced maternity pay policy launched in 2019, has been applicable to 50 female employees since launch.
• Our new yearly pay review process has been put in place to ensure parity and reduce the risk of any potential presence of gender (or other) related bias.
• We have successfully rolled out flexible hours, to help all employees achieve a work life balance to suit their needs.
• Extension of BUPA private medical cover to all eligible employees across the UK business.
• Continued utilisation of the apprenticeship levy, including the introduction of the Hogarth Management Diploma to fast track management skills across the business.
• Appointment of a new head of equality, diversity and inclusion to accelerate and monitor progress.

Hogarth Worldwide:  A Global Business

To give a representative picture of Hogarth Worldwide we have also chosen to share our worldwide consolidated statistics. Globally our mean gender pay gap reduces to 12%, which more accurately reflects the balance of female employees in more senior roles employed across our company.

Statement

Hogarth confirms that the information in this report is accurate and prepared in accordance with the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017.

Richard Glasson
CEO

Hogarth Worldwide: Gender Pay Gap Report 2018

Introduction

At Hogarth we strive to create a working environment where everyone is treated equally regardless of gender, ethnicity, age, religion, sexual orientation or disability. We pride ourselves on creating a diverse and balanced workforce (for example 34% of our UK workforce originates from outside of the UK) as we believe this is a true representation of Hogarth’s values, work and ethos.

The “Gender Pay Gap” is defined as the difference between the average earnings of all men and women in an organisation. This is a separate issue to equal pay, which is the ethical and legal requirement for people carrying out the same or similar work to be paid equally, regardless of gender. Thus an organisation can be entirely compliant with equal pay legislation, but still have a Gender Pay Gap if the different genders in the workforce are not equally distributed as far as seniority and experience are concerned. It is now a requirement for all UK companies with over 250 employees to publish their Gender Pay Gap data.

Results

In the UK we have a gender balanced workforce. 51% of our workforce are women and 49% are men. However, there are fewer women in the UK at the senior executive level where pay is highest and consequently we have a Gender Pay Gap. Our female representation at executive level is primarily non-UK based and forms part of our Global Leadership Team (GLT).

We are pleased to report an improvement (i.e. a reduction) in our pay gap figures in 2018. The continuing existence of a pay gap reflects the lower proportion of women in upper pay bands in the UK. Our bonus gap is an anomaly as no STIP payment (Short-term incentive programme) was paid during the reporting period. It is therefore realistic to anticipate the bonus gap to increase in 2019 as a disproportionate number of senior roles are currently held by men. This is something we have been addressing, which is reflected in the reduced overall pay gap for 2018.

Statement

We confirm that the information in this report is accurate and prepared in accordance with the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017.

Richard Glasson CEO	Jeremy Thompson CFO

Hogarth Worldwide: A Global Business

At Hogarth, we pride ourselves on being a global business. To give a representative picture of Hogarth Worldwide we have also chosen to share our worldwide consolidated position. Globally our mean Gender Pay Gap stands at 16% compared to 17% previously. This is more favourable than our UK gender pay gap because there is a better balance of female employees in more senior roles employed outside of the UK.

Our Commitments

In our March 2018 Gender Pay Gap Report, Hogarth committed to improving the gender balance of our management and senior leadership teams, which is the key to tackling our Gender Pay Gap. We know that our Gender Pay Gap is not an equal pay issue but one of representation issue in senior roles.

The following ongoing commitments reaffirm our position on this:

• We have always recruited and will continue to do so solely based on merit. We believe opportunities should be available to all and we will continue to challenge ourselves to be as inclusive as possible and to never discriminate
• To encourage flexible working wherever practically possible. We will continue to ensure we take a consistent approach to ensure career development is not in any way impacted by factors such as taking any form of parental leave such as for maternity, paternity or adoption. During 2018 we had 27 female employees on formal flexible working arrangements (and 4 male employees)
• To continually review all relevant Hogarth UK policies, practices and procedures so they are consistent with objectives of reducing the Gender Pay Gap over time
• We will continue to carefully measure our progress both under the umbrella of the mandatory reporting and with further internal measures, including mid year Gender Pay Gap Reporting

Initiatives undertaken since 2017 (March 2018) Report

• Unconscious bias training provided to UK managers in 2018
• Maternity policy review undertaken and enhanced pay policy launched in 2019
• A thorough review of the mechanism of our pay review structure to ensure that the process does not risk gender related bias
• Diversity and Inclusion Council launched in 2018
• Sponsored Affinity Groups, including ‘Mums for Mums’ in the UK, which aims to support working parents through parental transition courses, group discussions and talks from experts on numerous parenting topics
• Increased utilization of the apprenticeship levy
• An enhanced and expanded SMT (Senior Management Team) including 50% appointed on a rotational basis and over 40% female representation

We believe that the above initiatives have started to and will continue to improve our gender pay gap in the coming years.

Ongoing initiatives

Hogarth is also committing to a number of additional initiatives in the UK and globally. We anticipate the impact of these initiatives to produce a gradual improvement over the coming years:

• New pay review structure being launched in March 2019 following review
• Relevant training to our Global Leadership Team which currently has a 44% female representation at a global level
• Supporting employees who would like to join Bloom (a professional network for women in communications) by providing membership subscriptions for conferences and events
• Analysis of data from online and face to face exit interviews to identify common themes for employees leaving Hogarth that could influence the Gender Pay Gap.

Hogarth Worldwide: Gender Pay Gap Report 2017

Introduction

At Hogarth we strive to create a working environment where everyone is treated equally regardless of gender, ethnicity, age, religion, sexual orientation or disability. We pride ourselves on creating a diverse and balanced workforce (for example 33% of our UK workforce originates from outside of the UK) as we believe this is a true representation of Hogarth’s values work and ethos.

The “Gender Pay Gap” is defined as the difference between the average earnings of all men and women in an organisation. This is a separate issue to equal pay, which is the ethical and legal requirement for people carrying out the same or similar work to be paid equally, regardless of gender. Thus an organization can be entirely compliant with equal pay legislation, but still have a Gender Pay Gap if the different genders in the workforce are not equally distributed as far as seniority and experience are concerned. It is now a requirement for all UK companies with over 250 employees to publish their Gender Pay Gap data.

Results

In the UK we have a gender balanced workforce. 53% of our workforce are women and 47% men. However, there are fewer women in the UK at the senior executive level where pay is highest and consequently we have a Gender Pay Gap. Our female representation at executive level is primarily non-UK based and forms part of our Global Leadership Team (GLT).

Our pay gap reflects the lower proportion of women in upper pay bands in the UK. The bonus gap is larger than the pay gap as in more senior roles performance based, variable bonuses represent a potentially greater proportion of total remuneration. A disproportionate number of these senior roles are currently held by men. Due to historically inconsistent timings with bonus payments our current figures, which are reported under strict legally defined formulae, include two years of annual bonus figures, which artificially increase this figure. We do not anticipate this inconsistency to re-occur.

Statement

We confirm that the information in this report is accurate and prepared in accordance with the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017.

Richard Glasson CEO	Jeremy Thompson CFO

Hogarth Worldwide: A Global Business

At Hogarth, we pride ourselves on being a global business. To give a representative picture of Hogarth Worldwide we have also chosen to share our worldwide consolidated data. Globally our mean Gender Pay Gap stands at 17%. This is significantly more favourable than our UK gender pay gap because there is a better balance of female employees in more senior roles are employed outside the UK.

Our Commitments

Hogarth is committed to improving the gender balance of our management and senior leadership teams, which is the key to tackling our Gender Pay Gap. We know that our Gender Pay Gap is not an equal pay issue but one of representation issue in senior roles.

The following commitments reaffirm our position on this:

• We have always recruited and will continue to do so solely based on merit. We believe opportunities should be available to all and we will continue to challenge ourselves to be as inclusive as possible and to never discriminate.
• To encourage flexible working wherever practically possible. We will continue to ensure we take a consistent approach to ensure career development is not in any way impacted by factors such as taking any form of parental leave such as for maternity, paternity or adoption.
• To review all relevant Hogarth UK policies, practices and procedures (such as maternity leave and flexible working) so they are consistent with objectives of reducing the Gender Pay Gap over time.
• We will continue to carefully measure our progress both under the umbrella of the mandatory reporting and with further internal measures.

Initiatives

Hogarth is also committing to a number of additional initiatives in the UK and globally. The impact of these initiatives is unlikely to be instant, therefore we anticipate a gradual improvement over the coming years:

• Unconscious bias training will be rolled out across the UK in 2018.
• A thorough review of the mechanism of our pay review structure to ensure that the process does not risk gender related bias.
• Relevant training to our Global Leadership Team which currently has a 44% female representation at a global level.
• Supporting employees who would like to join Bloom (a professional network for women in communications) by providing membership subscriptions for conferences and events.
• Analysis of data from exit interviews to identify common themes for employees leaving Hogarth that could influence the Gender Pay Gap.
• We will be launching affinity groups in the UK.