LVFS gender pay report
We're committed to achieving a diverse and inclusive working environment.
- This year for the first time we'll be reporting our gender pay figures and we've committed to a number of actions that we believe will enable us to close our gender pay gap. We recognise that it will take a number of years to begin to close the gap and are committed to building the foundations towards achieving a reduced pay gap between males and females.
Overall mean and median
This is based on hourly rates of pay as at the snapshot date 5 April 2018 for relevant LVFS employees. It also captures the mean and median difference between bonuses paid to males and females in the 12 months prior to 5 April 2018. At present our mean gender pay is 34% which is on par with the financial services sector average at 35%.
| Median** | Mean* | |
| Gender pay gap | 33.8% | 34.3% |
| Gender bonus pay gap*** | 42.3% | 57.6% |
| Median** | Mean* | |
| Gender pay gap | 33.8% | 34.3% |
| Gender bonus pay gap*** | 42.3% | 57.6% |
Structural gender balance between the pay quartiles
The quartiles represent our employees ranked from highest to lowest hourly rate and evenly split into quartiles. We're confident that pay at LV= is fair and equitable and we believe that our gender pay gap is driven by the structure of our workforce. At present we have a higher representation of males in senior roles and a higher representation of females in more junior roles.
| Female | Male | |
| Upper | 28% | 72% |
| Upper Middle | 45% | 55% |
| Lower Middle | 58% | 42% |
| Lower | 69% | 31% |
| Female | Male | |
| Upper | 28% | 72% |
| Upper Middle | 45% | 55% |
| Lower Middle | 58% | 42% |
| Lower | 69% | 31% |
bonus payment
Proportion of males and females receiving a bonus payment.
In the 12 months preceding 5 April 2018***.
There is a 1.4% difference between the number of males and females who received a bonus. This calculation is mainly influenced by the number of new starters of either gender who are therefore not bonus eligible and also those individuals of either gender who have a performance rating as underperforming.
***These bonus calculations include any type of bonus payment (annual, sales, all other) received plus any long term incentives (LTIP).
Gender Pay Gap - Action Commentary
How LVFS is tackling its gender pay gap
We believe fostering a diverse and inclusive culture is key to the successful delivery of LV=’s future strategy.
- Whilst we recognise that we need to take specific action to tackle our gender pay gap by focussing our efforts on increasing the female population at senior levels within LV=, this is only one part of the equation.
- Taking a broader view we recognise a need both to continue supporting all areas of the existing Diversity & Inclusion programme (disability, multi-cultural, sexual orientation and gender) and focus on further fostering an inclusive culture in order to bring about real change.
what's next?
We have an understanding of our gender pay gap and have identified a number of actions.
There are broader complex and varied causes of the UK gender pay gap, and as such there is no short term solution. We recognise that the measures we're taking to reduce our gender pay gap will need time to take effect before an impact is made. We expect changes will begin to impact over the next two to four years.
women in finance
Women in Finance Charter (WIFC)
On 11 July 2016, LV= joined 72 other firms across the financial services sector to sign the WIFC, demonstrating our support for the diversity agenda across financial services.
Our Commitment: As a charter signatory we pledge to continue to support gender diversity, this includes our executive team and Board-endorsed commitment to increase the proportion of women in senior positions.
To meet our WIFC commitments:
• We’ve committed to achieving 33%, or above, female representation on our executive committee and its direct reports (excluding personal assistants) by 2019.
• We’ve committed to achieving 40%, or above, female representation at senior levels by 2020.
• We'll annually publish our progress against our targets.
• A member of our executive team is responsible and accountable for gender diversity and inclusion
These targets are embedded in our executive teams’ performance plans and performance against these aspirational targets will be directly linked to performance-related pay.
LVFS Targets and Statistics
LV= set group targets from 2017. At the start of 2017, 26.2% of our ‘executive team and direct reports’ were female and 36.4% of our ‘senior management’ were female. Since establishing these targets LV= has split into two separate legal entities - Liverpool Victoria Friendly Society Ltd (LVFS) and Liverpool Victoria General Insurance Group Ltd (LV= GI), a strategic partnership between LVFS and Allianz. We have re-calculated the starting point for LVFS based on February 2018 data**.
| Level | Gender | 2018** Starting Point | September 2018 | Target-Future State |
| Executive Team and Direct Reports* | Female | 34% | 39% | 33% (2019) |
| Male | 66% | 61% | 67% (2019) | |
| Senior Management*** | Female | 36.2% | 36% | 40% (2019) |
| Male | 63.8% | 64% | 60% (2019) | |
| All Employees | Female | 51.3% | 52.5% | |
| Male | 48.7% | 47.5% |
| Level | Gender | 2018** Starting Point | September 2018 | Target-Future State |
| Executive Team and Direct Reports* | Female | 34% | 39% | 33% (2019) |
| Male | 66% | 61% | 67% (2019) | |
| Senior Management*** | Female | 36.2% | 36% | 40% (2019) |
| Male | 63.8% | 64% | 60% (2019) | |
| All Employees | Female | 51.3% | 52.5% | |
| Male | 48.7% | 47.5% |
women in finance
As you can see LVFS has already exceeded the target of 33% female representation on our ‘executive team and direct reports’ and we’re pleased to announce a positive shift this year showcasing the commitment and action from our senior leaders.
- We recognise that as LVFS has a population of circa 2000 employees it can be heavily impacted by minor role changes. We'll continue to focus our efforts on taking action to improve our gender balance across all senior levels, including at ‘senior management’, where progress is still required. By setting targets and undertaking accompanying supportive activity, we're aiming to move closer towards gender balance.
- We want to make sure that the skills and capabilities of the entire workforce (including women) are recognised and nurtured. This is about levelling the playing field where everyone can succeed on merit.