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Gender Pay Gap

Gender Pay Gap Analysis for The Dean Hotel Group

Current Gender Pay Gap Overview

The 2024 Gender Pay Gap report for The Dean Hotel Group shows the following key metrics:

Mean hourly remuneration gap: 2.4% in favour of men.

Median hourly remuneration gap: 0.3%, indicating near parity.

Bonus gap: A significant mean gap of 56.2% and a median gap of 19.9% in favour of men.

Quartiles:

-The lower quartile is nearly evenly split (51.1% male, 48.9% female).

-The upper quartile shows a notable imbalance, with 60.2% male and 39.8% female representation.

Part-time employees: Minor disparities in mean and median pay (0.7% and 0.3%, respectively).

Temporary contracts: Near parity in pay.

Reasons for the Gender Pay Gap

Night Work and Shift Patterns:

Male employees are disproportionately represented in roles that require night work, which attracts higher hourly rates and additional premiums. This pattern is contributing to the mean hourly pay gap.

Representation in Senior Roles:

The upper quartile data indicates a greater representation of men in higher-paid roles. These roles often involve managerial or technical responsibilities, which historically have been male-dominated.

Bonus Disparities:

The bonus gap highlights a significant issue, tied to the roles that receive performance-related bonuses. This is a very small number of people included in this calculation. 6 people in the upper quartile where there is a greater representation of men.

Flexible and Part-Time Work:

Women in are more likely to occupy part-time roles, which may limit their opportunities for promotion and bonus-eligible positions. Although the pay gap for part-time employees is minimal, the reduced hours may impact overall earning potential.

Occupational Segregation:

A tendency for women to be overrepresented in customer-facing or administrative roles, which often fall in lower pay bands compared to technical or managerial roles.

Action Plan to Address the Gender Pay Gap

1. Increase Female Representation in Leadership Roles

We have implemented a management development program, targeted leadership development programs to prepare women for senior roles.

2. Analyse and Adjust Bonus Structures

We have begun a review of bonus criteria to ensure they are equitable and inclusive.

We will continue to establish transparent bonus policies to minimise gender disparities and ensure fairness.

3. Cultural and Organisational Change

We are committed to having an inclusive workplace culture that values diversity. We will provide unconscious bias training for hiring managers and decision-makers to ensure fair practices at all times.

6. Ongoing Monitoring and Reporting

We will monitor gender pay gap data and report progress transparently to all stakeholders.

We have established KPIs to track the effectiveness of our gender pay gap initiatives and will continue refining our approach.

Conclusion

The Dean Hotel Group’s gender pay gap is relatively small in terms of hourly remuneration but significant in bonus disparities and representation in higher-paying roles. We are taking proactive and measurable steps to close the gender pay gap at The Dean Hotel Group. By focusing on leadership development, equitable pay structures, and fostering an inclusive culture, we will ensure fair opportunities for all employees and create a workplace that values diversity and equity.