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Our March 2023 Ethnicity Pay Gap data shows that while the Constabulary still faces challenges in this area, it is a very different picture than that of our Gender Pay Gap. Whilst we have fewer officers and police staff from ethnic minority backgrounds, there is a more even distribution of people across our pay structure than is seen in our gender pay gap. The pay gap is smaller as a result. For this reporting period for both police officers and police staff there existed a median ethnicity pay gap of 5.35% compared to a gender pay gap of 19.4%.
The ratio of black, British Asian and ethnic minority officers and staff in the top 2 pay quartiles shows there is still disproportionate access to senior ranks and pay opportunities. Of note though is that the greatest number of ethnically diverse officers and staff currently sit in the third quartile, which is still a large population group. This may suggest progression through ranks and average length of service for this group is growing and creating opportunity, though overall numbers are low.
Unlike the gender pay gap where we have a much more balanced overall number or males and females in the organisation, the numbers or ethnic minority officers and staff are considerably smaller. Whilst being statistically significant this does create some anomalies in the data. For example within bonus payments the data is a result of disproportionately fewer BME police staff receiving payments than their majority colleagues, only 2 cases in total. It just so happens that one of these 2 cases received an exceptional level of bonus as a result of working in a specialist team. We still, however, see disproportionality in the amount of bonus payments made based on ethnicity.
It must be stated that due to the significantly fewer numbers of officers and staff from diverse ethnic backgrounds, whilst enough to be statistically significant, these interpretations should still be treated with caution.
The ethnicity pay gap is a measure of difference between our people’s average earnings across an organisation when considered by race and ethnicity. It is calculated as a percentage of earnings for black, British Asian and ethnic minority officers and staff compared to white colleagues. These figures take into consideration both part-time and full-time employees.
Unlike the gender pay gap, there is currently no statutory requirement for public sector organisations to publish their ethnicity pay gap. Hampshire & Isle of Wight Constabulary proactively choose to do this as part of our commitment to make the changes we need to make to better represent the communities we serve.
Reporting on our ethnicity pay gap helps us to understand the distribution across work roles and levels of seniority for people of colour in the Constabulary when compared with others.
The ethnicity pay gap does not mean that we pay people of different backgrounds different amounts for doing the same role. It simply helps us to recognise the disproportionality that exists in terms of the link between ethnicity and seniority of position and pay. Pay includes overtime, bonuses and increases by length in role.
The median pay gap figure is the most commonly used figure in pay gap reporting as this is the one most reliable way to represent the experience of the average employee in an organisation.
The mean pay gap figure, when viewed alongside pay quartile information, is most useful to identify where there is a disproportionate distribution of officers and staff across ranks and grades. By identifying where there these gaps exist the Constabulary take action to remove barriers that may hinder progression.
A comparison between mean and median hourly pay for all Black Minority Ethnic (BME) and all non-BME employees within an organisation. Both full time and part time employees.
This is the difference between the median (middle) value of hourly pay rates (when ordered from lowest to highest) for all non – BME employees in an organisation, and the median value of hourly pay rates for all BME employees, expressed as a percentage of the median hourly rate for non-BME employees.
This is the difference between the mean (average) hourly pay rate for all non – BME employees in an organisation, and the mean hourly pay rate for all BME Employees, expressed as a percentage of the mean hourly rate for non-BME employees.
This is the difference between the median (middle) values of bonuses (when ordered from lowest to highest) for all non-BME employees in an organisation and the median value of bonuses for all BME, as a percentage of the median bonus for non-BME.
This is the difference between the mean (average) value of bonuses for all non-BME employees in an organisation and the mean value of bonuses for all BME employees, expressed as a percentage of the mean bonus for Non-BME employees.
The proportion of Non-BME and BME employees in each 25% (quartile) of an employer’s pay structure.
This refers to specific payments applied to roles due to skill set. Particularly for officers this is linked to specialist roles such as firearms.
Hampshire & Isle of Wight Constabulary Ethnicity Pay Gap (as of March 2023)
|
Total officers and Staff |
Police Officers |
Police Staff |
Mean Ethnicity Pay Gap |
2.79% |
2.9% |
3.15% |
Mean Ethnicity Bonus Gap |
-8.06% |
2.07% |
-97.85% |
Median Ethnicity Pay Gap |
5.35% |
1.12% |
3.50% |
Non-BME Employees Received a Bonus |
12.9% |
17.5% |
6.2% |
Median Ethnicity Bonus Gap |
-4.17% |
-6.16% |
-275% |
BME Employees Received a Bonus |
7.5% |
10.5% |
2.7% |
Quartile |
Non- BME Officers |
BME Officers |
Non-BME Police Staff |
BME Police Staff |
All Non -BME |
All BME |
Upper |
25.5% |
21.1% |
25.4% |
21.4% |
66.6% |
34.4% |
Upper Middle |
25.5% |
21.9% |
25.4% |
22.5.0% |
56% |
44% |
Lower Middle |
25.1% |
30.7% |
25.1% |
28.9% |
45.1% |
54.9% |
Lower |
23.8% |
26.3% |
24.1% |
27.3% |
40.1% |
59.9% |
Total |
96.4% |
3.6% |
96.4% |
3.6% |
96.4% |
3.6% |
Hampshire & Isle of Wight Constabulary as of March 31st 2023 hold a median pay difference of 5.35%. As this is the first year that we have been self-reporting it is too early to predict a trend.
This median figure shows a smaller discrepancy than was seen in our Gender Pay Gap for the same period (19.8%). This disparity is a result of a trend of overall small levels of underrepresentation, but with greater consistency across ranks, with the exception being a greater disproportionate representation for this group in quartile 3. This is a relatively small overage but in a high volume group which may impact overall figures. A benefit of this is that we can see increasing access to opportunity increasing for this group and would expect to see further future movement into higher quartiles.
Our ongoing challenge is to support progression of representation and continue to make concerted efforts to recruit greater numbers of ethnic minority officers and staff into the workforce at all levels to be truly representative of the communities that we serve.
When breaking numbers down to consider Police Officer and Police Staff groups separately, the themes are shared, however it is of interest that Police Staff show disproportionately greater representation at both 3rd and 2nd quartile.
It is easy to get lost in the numbers when exploring Pay Gap data. At Hampshire & Isle of Wight Constabulary we are committed to understanding why and where this disparity exists, with the aim to then replace it with equity.
Area |
Description |
Action |
Leadership |
Are we committed? |
Role modelling & consistent clear messaging from our senior leaders. Mandatory Inclusion Matters training for all ranks and a strong focus on the performance benefits of Equality and Inclusion to managers and supervisors. |
Recruitment |
Are we attractive and fair? |
Community outreach, Positive Action Team, removing barriers via Inclusive recruitment practices. |
Development/Progression |
Are we supportive? |
Building a diverse talent pipeline via development support, Positive Action initiatives and targeted interventions. |
Environment |
Do our structures/systems help everyone to thrive? |
Working with our Staff Networks to identify and challenge old thinking and practices. Rooting out attitudes with no place in policing via our Professional Standards Department. Seeking to understand the experience of individuals through “Our Survey”. |