Genesis Energy has identified two main issues that are feeding into its gender pay gap: more men in senior roles, and more men generally in the energy sector and technology roles.
Genesis: At Genesis we measure the gender pay gap by comparing median salary by band, which is then segmented by type of band.
When we began our ‘Minding the Gap’ initiative in January 2018 our pay gap was 4.1%. From our latest analysis in January 2019 the gap has now reduced to 2.9%.
In addition to data on the gender pay gap itself, we also review metrics relating to women in leadership, hiring, development and promotion.
We are committed to publicly sharing our data via our annual report. We also provide regular reports to the Human Resources and Remuneration Committee of our Board.
At Genesis, a big factor in the gender pay gap is that women are under-represented in occupations that tend to pay more, like operations. So we’re working to fix that through targeted programmes to ensure these fields are just as accessible for women as they are for men. Programmes like Girls in Hi-Vis are encouraging more women into operational training to build the potential talent pool.
The second challenge is around ensuring that men and women have the same opportunities at every stage of employment. This needs to be supported by robust policies and processes.
For example, we analyse our high potential talent list with a gender lens and question where a balance can not be achieved. We also work with our senior leaders throughout this process to ensure no biases are at play during this decision-making. For example, by ensuring people on parental leave are considered as part of this process.
We also made sure that family-friendly policies like flexible working and parental leave benefits are equally available to both men and women.
"When we began our ‘Minding the Gap’ initiative in January 2018 our pay gap was 4.1%. From our latest analysis in January 2019 the gap has now reduced to 2.9%."
Marc England, CEO Genesis Energy
We sought guidance from Statistics New Zealand on how best to meet our legal requirements under the Equal Pay Act 1972. We now conduct six-monthly reviews to ensure equal pay for equal work. As part of this, we use a job-sizing methodology as a robust framework. This process takes into consideration variables like: role size, tenure, performance, and position and pay increases within the salary band.
We also consulted with our people to gather their ideas regarding both causes and potential solutions to gender pay inequity. This was an extensive search, looking at many case studies to determine what may have been driving the differences in pay and to take a view if this was reasonable or not. We found this was an important diagnostic tool for understanding our own data.
Our Human Resources and Remuneration Committee provides governance on closing the gender gap.
It’s important that we share what is working and what isn’t, and learn from one another. One way we do this is by ensuring that our CEO and senior leaders speak publicly about how we are closing our gender pay gap, in the press, at conferences and through social media.
Leaders throughout the organisation are responsible for closing the gender pay gap because they are the ones making people-related decisions on a daily basis.
Leaders need to be aware of their personal bias and model zero tolerance of gender bias. That includes showing support of initiatives like flexible working to ensure they become a normal part of the culture.
It’s essential to take a holistic approach to close the gender pay gap, because unconscious bias can creep in at many stages. Identify and combat bias across hiring, performance reviews, identification of high potential talent, development opportunities, and promotion right through to how managers give feedback.