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Our 2022 gender
pay gap report

Care UK is committed to ensuring that it employs people with the right mix of talent, skills and potential to provide first class care to residents.

Pay & bonus gap

Difference between men and women


MeanMedian
Hourly fixed pay9.8%3.3%
Bonus paid24.6%-3.4%


The table above shows our overall mean and median gender pay gap based on hourly rates of pay as at the snapshot date (i.e. 5 April 2022). It also captures the mean and median difference between bonuses paid to men and women at Care UK in the year up to 5 April 2022, i.e. for the 2021 performance year. This report includes gender pay gap data for an additional 26 Homes, over and above our last report, managed by Care UK since 1 December 2021.

Bonuses

Temporary bonus decisions continued to focus on our front line teams during the pandemic. 

Pay quarters

The above image illustrates the gender distribution at Care UK across 4 equally sized quarters, each containing 3,148 colleagues.

What we are doing to address the Gender Pay Gap

  • We continue to focus on improving gender diversity at senior level roles with an equal 50% split of women and men on our extended leadership team and 2 newly recruited female Non Executive Directors.

  • We are investing in a programme of development opportunities available to all of our colleagues including leadership and professional qualifications to support gender balance and diversity as and when great opportunities arise.

  • We are embedding a thorough and objective approach to succession and talent planning, identifying future opportunities and putting in place actions and programmes to ensure a level playing field and gender balance when promotions become available.

  • We support requests for flexible working and have a good mix of full time and part time colleagues.

  • We regularly listen to our colleagues through a feedback forum with representatives from all of our homes, finding out what is important to them and engaging them in this topic.

  • We have well embedded development programmes, creating a talent pipeline for team leader and management roles where women are traditionally overly represented. This has resulted in over half our home manager roles filled through internal promotions.

I confirm the data reported is accurate.

Andrew Knight
Chief Executive Officer