Gender pay report 2021
Improving our gender pay gap
Addressing the structural shortage of women within the industry is fundamental to closing the gender pay gap for good. Although our focus is on long-term sustainable change, we are pleased that our efforts to attract and grow female talent have helped us to reduce our gender pay gap this year.
During this period, we have seen the gender profile of our organisation shift, despite little movement in our overall gender balance. Specifically, female representation increased in our Upper and Upper Middle pay quartiles. This is the result of both greater success in recruiting women to senior positions, and also in supporting the professional development of women already in the organisation.
Women were 31.5% of all new hires and 36% of those appointed to the Upper pay quartile. Additionally, nearly 5% of female employees moved up a pay quartile over the past year.
- Fact: 24.04%
Median Hourly Pay Gap
- Fact: 23.25%
Mean Hourly Pay Gap
- Fact: 30.67%
Median Bonus Gap
- Fact: 46.52%
Mean Bonus Gap
- Fact: 47.9%
Women Paid a Bonus
- Fact: 47.7%
Men Paid a Bonus
Gender representation by pay quartile
“At Ramboll, we feel strongly that we should always act responsibly. It’s part of our culture, and also spelled out within our new four-year strategy; The Partner for Sustainable Change.
A significant part of acting responsibly rests on the way we value, respect and support our people and how we respond to the social challenges facing our communities. Ramboll remains steadfast in our ambitions to further equality, diversity and inclusion, both within our organisation and the wider industry.
I am pleased to share this reduction in our gender pay gap for 2021. There remains a big challenge ahead of us and no shortcuts for closing the gap for good. However, by concentrating on initiatives that help us to attract and grow female talent, we are able to work towards this long-term goal while making the continual, visible progress that is so important to our people here and now.”
Philippa Spence, UK Managing Director, Ramboll
Meaningful change
To achieve better gender balance throughout every level of our company and help to close the gender pay gap, we have initiatives in place to
- Attract more women into STEM careers or to return after career breaks
- Develop women to help them progress their careers and boost representation at senior levels
- Retain women by addressing causes that may lead some to leave Ramboll or the industry entirely
By the end of 2022, we aim for 30% of management and leadership positions to be held by women.
Attract
Return to Work
Ramboll has a dedicated Return to Work programme offering supported opportunities for people returning to engineering, project management or consultancy after a career break. There are many reasons people take time out of their career, but caring responsibilities are arguably one of the most common, while also disproportionately affecting women. This programme will help us benefit from the experience and expertise of a more diverse talent pool, whilst equipping participants with the confidence, opportunity and practical accommodations to return to a career they love.
Inspiring the next generation of women
Through internal EDI networks, passionate employees continue to work towards meaningful change both within Ramboll and society at large. Our STEM network delivers regular school outreach programmes to encourage young people to consider a career in engineering or consulting, while promoting diversity. And our Gender Balance network provides more targeted inspiration for young women and girls, such as through annual International Women in Engineering Day (INWED) campaigns.
Retain
Flexible Working Culture
Ramboll is proud to be one of the most flexible employers in our industry. Although flexible working was already accommodated within all employee contracts, a high-profile new guide for employees and line managers to promote the benefits and make it easier to have conversations about flexible working has been well received. Embedding a flexible working culture is good for all employees, but is especially valuable to anyone at risk of leaving or pausing their career due to personal circumstances.
Women’s Inclusion
After tragic news events highlighted endemic issues affecting women’s safety in the UK, we held a Health & Safety Standdown where teams discussed the topic and how it related to their personal and professional lives. The feedback has prompted the creation of a new Inclusion programme to raise awareness of the ways women and minority groups can feel excluded or vulnerable, provide advice on how to mitigate these risks and intervening should the need arise.
Develop
Women Mentoring Circles
Last year we introduced peer-to-peer networking circles for women at the upper end of our Emerging Talent pool and in management and leadership roles. Each small group determines their own agenda for discussing and exchanging experiences, sharing learning and inspiring upward progression.
“I just wanted to share my good news with you all – and thank you for your contribution to this ‘circle’ in the past year – you may not have realised, but you encouraged me to apply for promotion – and I was successful!” – Feedback from one of our mentoring circle participants
Formal training and development
Over the last few years, we have ensured every employee is part of a development programme and receives regular training. This has led to the introduction of our Early Careers programme for those new to industry such as our graduates and apprentices and additional targeted development and mentoring opportunities for high potential employees at Emerging Talent, Management and Leadership grades. With additional structure around setting development goals, reviewing progress and annual salary reviews and promotions, Ramboll has the mechanisms in place to support employee development and additional safeguards for ensuring they are applied without bias.