Bold about
difference.

Pay gap report
October 2022

Brave aboutchange.

Our commitment
to diversity, equity
and inclusion

At Ogier, this is an ongoing journey.
Not presuming an understanding ofdifferent people’s experiences andneeds. Embracing open and, at times,
uncomfortable conversations. As a global
business we recognise diversity, equity andinclusion can be complex, challenging andnuanced. So we’re meeting it with courage,
drive and openness.

We’ve charged ourselves with building
our knowledge and awareness. We’reempowered to hold ourselves and one
another accountable – and to take action.
We’ve systematically ingrained diversity,
equity and inclusion within our decisionmaking, management and overall
approach. Change takes time, but by
being bold about difference and brave
about change, we’ll get there.

We believe in putting people first: for
who they are and everything they bring.
Supporting them with all they need forequal opportunity. Our clients and ourpeople demand it. It delivers a betterworking environment, relationships andoutcomes. For us, embracing difference
should simply be fundamental tobusiness and society as a whole.
2Foreword
Following our first pay gap report in
2021, we are voluntarily publishing ourpay gap report annually as part ofour ongoing commitment to greatertransparency with our people, ourclients, and our wider communities.
Since our report last year, we’ve focussed
on addressing the root cause of ourgender pay gap: the underrepresentationof women in roles in the upper and upper
middle pay quartiles. In February 2021, we
made a public commitment to reach 30%
female leadership by 2025 and 40:40:20(40% female, 40% male and 20% either
female, male or non-binary) by 2030.
Through considered focus with internal
progressions and lateral hiring overthe past 12 months, we’ve increased
the proportion of women in ourleadership group from 25% to 30%.
This represents early achievement ofour 2025 commitment.

We’re currently the only offshore law firm
which publishes a pay gap report, and weremain hopeful that other firms will be
encouraged to report alongside us to bringabout change and progress across theoffshore legal industry. While our report
this year shows some incremental progress,
the reasons around which are explained
in detail below, we need to accelerate thisprogress. We recognise the need for an
ongoing and substantive focus to achieve
continued reduction in our gender pay gap
in future years.

Diversity and inclusion are inextricablefrom our vision and values as a firm, andare therefore fundamental to daily life at
Ogier. We put the same strategic focus on
D&I as we do any other business-critical
initiative. We believe in being bold about
difference and brave about change,
because it’s fundamental to Ogier’s vision.
Publishing our pay gap data isn’t a goal in
and of itself, but it is a useful tool to help
us get to our ultimate goal - of being anext generation firm, one where people
from all backgrounds and identities thrive.

A major priority for us in future reports is
to expand the pay report beyond gender
to include other protected characteristics,
including race and ethnicity, disability and
LGBTQ+ identity. We’re putting in place aprocess to gather and report on the dataneeded to do this.

Edward Mackereth
Global managing partner andsponsor of Ogier’s Diversity
and Inclusion initiative3

We significantly
expanded ourmaternity, paternity,
parental, adoption andsurrogacy leave acrossall our jurisdictions

Key diversity and inclusion
milestones from the past year

Percentage of senior
roles held by women
increased from 25% to30%
New ways of working
policy introduced,
giving teams flexibility
to work remotely in
our jurisdictions whenthat works best for theindividual, the teamand our clients

Two new
employeenetworks
formed4

Key findings from our2022 pay gap report

Ogier has a mean pay gap of 28%- this is the difference between themean hourly pay of all male andall female employees

There has been a 4% increase in
the proportion of women in theupper pay quartile, resulting in
a 1% reduction in the mean pay
gap in this quartile

Ogier has a mean combinedcompensation gap (salary + bonus)of 53% between all male and all
female employees and partners,
which has reduced by 2% sincelast year

Over the past 12 months, Ogier
has increased the proportion of
women in the leadership groupfrom 25% to 30% which represents
early achievement of our 2025
commitment

The pay gap has either stayed atzero, is in favour of women, or has
reduced in four job role groups(legal associate-counsel, legal nonqualified, senior Ogier Global, andBusiness Services), while the pay gap
has enlarged in two groups (Ogier
Global and senior Business Services)

Since last year, our mean pay
gap has reduced by 2% andour mean bonus gap has
reduced by 6%

5

Understanding
our pay gap report

What do we mean by
the gender pay gap?
The pay gap is the difference between the
average earnings of men and the average
earnings of women, and therefore does
not relate to equal pay, which concerns
paying men and women equally for thesame role and work.
We monitor our reward practices andare confident that due to our rigorous
review process we pay our people fairly
for the same roles. This includes a review
undertaken by HR of each employee’ssalary for those employees in the sameroles as part of our annual salary review
process to identify any potential equal
pay issues and rectify them. Where
pronounced pay gaps exist, they reflect
the make-up of our workforce, with fewer

women in the most senior positions anda much higher proportion of women in
administrative roles.
There is a difference in the salary bandingof different jurisdictions for the samerole, reflective of the local market, andwe have not made any adjustments forincluding all salaries in this global report.
Negative pay gap (-%): A negative
percentage figure indicates a pay gap
in favour of women.
Mean: The difference between the mean
(average) pay for men and the mean
pay for women.
Median: The difference between the‘middle’ rate of pay for men and the‘middle’ rate of pay for women, whenfull-time equivalent (FTE) pay is innumerical order.
6

Understanding
our pay gap report

Why does this report focus only
on the gender pay gap, and notother protected characteristics
like race and ethnicity, disability,and LGBTQ+ identity?
The pay gap can only be partially
understood by looking at the differencein earning between all men and all
women, given pay gaps also persist alongother lines, including race and ethnicity,disability, and LGBTQ+ identity.

In the absence of legal requirements,
what data sets are you reporting?
While there is no legal obligation for Ogier
to report, we have adopted the samestructure of reporting as we did last year
which follows the legislative requirementsin the UK, as well as breaking down
the pay gap by role, using the full-time
equivalent (FTE) bonus so we are notcomparing the bonus of a part-time
employee who joined mid-year with afull-time employee whose bonus is forthe full year, and we also continue topublish data on our equity partnershipcomposition and pay gap.
Earlier this year, Ogier merged with
Leman Solicitors in Ireland, which has
been renamed Ogier Leman. We are
currently still in the process of fully
integrating Ogier Leman into our systems,
including moving employee data onto our
new HR system. This report is therefore
based on Ogier’s global data captured asof 1st August 2022, excluding Ogier Leman.

We’re currently only publishing our gender
pay gap data, as we still need to collectdata on these other characteristics. We’ve
completed the first step of this processwith the introduction of a new HR systemat the end of 2021 which can collectthis additional data and we’re currently
designing the process to encourage
employees to complete diversity dataon a voluntary basis over the coming
year. Gathering this diversity data will be
crucial in allowing us in time to review thepay gap as regards other characteristics
in future reports.

7

2022 pay gap data
Our employee pay data

Difference between the mean hourly pay ofmen and women

28%

Difference between the median hourly pay ofmen and women

38%

Difference between mean FTE* bonus of men
and women

37%

Difference between median FTE bonus of men
and women

36%

The proportion of bonus eligible men and women who were paid a bonus for FY 21/22: Men: 94% Women: 96%
FTE (full-time equivalent)*

Employee hourly
pay gaps by role

Legal (associate - counsel)

56%

53%

Business Services

17%
47%

71%

Ogier Global
Senior Business Services

0%

83%

Legal (non-qualified)Senior Ogier Global

44%

47%

29%
53%

72%
Female proportion

28%
Male proportion| -5%-10% | -4%
6%

| 2%

4%

| 7%

12%

| 10%

-5%

| 0%

Mean | Median8

2022 pay gap data
Employee hourly
pay gap quartiles

Lower

Lower middle

26%

30%

-1%

7%
70%

Female proportion

Combined compensation gap(employees and partners)

Upper

38%

1%
74%

Upper middle

51%

11%

49%

62%

Male proportion

As our partners receive a share of the firm’s profits, themost accurate way for us to compare the pay gaps when
including partners is to look at the total annual earnings ofpartners and the combined annual FTE (full-time equivalent)salary and FTE bonus of our employees. Our mean combinedcompensation gap is 53% and our median gap is 39%.

9

Year-on-year comparison
Pay and bonus gaps

Mean
2021

2022

Difference

2021

2022

Difference

Hourly pay of men and women

30%

28%

-2%

39%

38%

-1%

FTE bonus of men and women

43%

37%

-6%

39%

36%

-3%

There has been some progress in achieving an
incremental reduction of the pay and bonus gaps year
on year. The mean hourly pay gap has reduced by 2%
and the median by 1%, while the mean FTE bonus gap
has reduced by 6% and the median by 3%.

Proportion of eligible
employees receiving a bonus

Median2021

2022

Change

Men

92%

94%

+2%

Women

92%

96%

+4%

Although we still employ significantly more men in theupper and upper middle pay quartiles which drives thepay gap, the proportion of women in these two quartiles
is incrementally increasing. This is because of the steps
we are taking to address the gender split in senior roles
and the progression of women within the firm.

In 2022, while receivership increased
overall, proportionately more women
received a bonus than men.

10Year-on-year comparison
Employee headcountby roleWomen %

Men %

2021

2022

Change2021

2022

ChangeLegal (associate – counsel)

56%

56%

0%

44%

44%

0%

Legal (non-qualified)

85%

83%

-2%

15%

17%

+2%

Senior Ogier Global

58%

53%

-5%

42%

47%

+5%

Ogier Global

64%

71%

+7%

36%

29%

-7%

Senior Business Services

37%

47%

+10%

63%

53%

-10%

Business Services

76%

72%

-4%

24%

28%

+4%

Employee hourly
pay gaps by role

Mean

Median2021

2022

Change2021

2022

ChangeLegal (associate – counsel)

0%

0%

0%

-3%

-5%

-2%

Legal (non-qualified)

-36%

-10%

+26%

-18%

-4%

+14%

Senior Ogier Global

7%

6%

-1%

12%

2%

-10%

Ogier Global

-1%

4%

+5%

-6%

7%

+13%

Senior Business Services

7%

12%

+5%

2%

10%

+8%

Business Services

1%

-5%

-6%

-4%

0%

+4%
11

Year-on-year comparison
Employee hourly
pay gaps by role

As can be seen from thefigures in the second table on
the previous page, “Employee
hourly pay gaps by role”, wehave either maintained the pay
gap at zero, kept the pay gap infavour of women or reduced thepay gap, in four groups (legal
associate-counsel, legal nonqualified, senior Ogier Global,
and Business Services). The pay
gap has enlarged in two groups(Ogier Global and Senior Business
Services).

Senior Ogier Global represents
all roles from senior manager todirector within Ogier’s corporate
administration business, where
the mean pay gap has reduced
by 1% and the median gap by
10%. Despite there being fewer
women in this group, the pay gap
has reduced because of an equal
distribution of female and male
new hires and promotions. Also,
we had more male leavers fromthe lower middle and upper middle
pay quartiles.

Legal (associate-counsel) has
retained the same percentages ofwomen and men and we continue
to maintain the mean pay gap at
0% and the median pay gap has
increased 2% further in favourof women.

Ogier Global which represents
all roles below senior manager,
has seen an increase in the
proportion of women by 7%
because 73% of the new hires were
women. However, these hires are
disproportionately in the lower pay
quartiles and we have also had
more female leavers in the upper
pay quartiles than from the lower
pay quartiles.

Legal (non-qualified), which
includes paralegals, trainees, andarticled clerks, retains an overall
pay gap in favour of women due
to the jurisdictional pay difference
and higher number of women inthis category.

Senior Business Services which
include all roles from senior
manager to directors, has
increased its proportion of womenby 10%. All promotions into thisgroup were women. However,
because it is normally the casethat newly promoted employees
are towards the lower end of their
pay quartiles, the effect of thesepromotions, and having more
female hires in the two lower pay
quartiles and more male hires inthe two upper pay quartiles, hasbeen to increase the pay gap forthis group.
Business Services which includes
all roles below senior manager
shows the gender split is becoming
incrementally more balancedwith an increase of 4% in its maleheadcount. This group has moved
from a 1% mean pay gap in favourof men, to a 5% mean pay gap infavour of women.

12Year-on-year comparison
Employee hourly
pay gap quartiles

Women %Men %Quartiles

2021

2022

Change2021

2022

Change2021

2022

Change

Lower

72%

74%

+2%

28%

26%

-2%

-1

-1

0

Lower Middle

78%

70%

-8%

22%

30%

+8%

-1

1

+2

Upper Middle

58%

62%

+4%

42%

38%

-4%

0

7

+7

Upper

45%

49%

+4%

55%

51%

-4%

12

11

-1

There has been a 4% increase in the proportion of
women in the upper quartile, resulting in a 1% reductionin the mean pay gap in the upper pay quartile.
There has also been an increase in the proportion of
women in the upper middle quartile, driven in partby a proportionately larger number of women being

Combined compensation gap(employees and partners)

Mean Gap

2021

2022

Change

Mean

55%

53%

-2%

Median

44%

39%

-5%

promoted into this quartile. However, as mentioned
elsewhere, it is normally the case that newly promoted
employees are towards the lower end of their pay
quartiles. Therefore the mean pay gap has increase to
7% in favour of men in the upper middle quartile.

As mentioned above, our partners receive a share of
the firm’s profits and the most accurate way for us tocompare the pay gaps when including partners is to lookat the total annual earnings of partners and the combined
annual FTE (full-time equivalent) salary and FTE bonusof our employees. Our mean combined compensation
gap has incrementally reduced by 2% and our median
combined compensation gap has reduced by 5%.
13

Diversity action plan
In February 2021, we made a public commitment
to reach 30% female leadership by 2025 and 40:40:20(40% female, 40% male and 20% either female, male ornon-binary) by 2030. We define leadership as partners,
Ogier Global directors, and Business Services directors as
this group has the most influence over the employment,
development, and progression of our people.

Through considered focus withinternal progressions and lateralhiring over the past 12 months,
we have increased the proportionof women in our leadership groupfrom 25% to 30%. This represents
early achievement of our 2025
commitment above and we will be
reviewing whether to increase ourcommitment in the coming months.

We have continued to set out key
actions and priorities which align to
our D&I charter for the year as well as
to strengthen the fundamentals wehave already put in place. Some ofthese include:

Empowering our people
Our D&I strategy continues to besponsored by our Global Managing
Partner, Edward Mackereth and supported
by our enlarged group D&I team. Our
voluntary D&I leaders’ group has grown
to over 75 people across our global
jurisdictions and our seven jurisdictional
leaders continue steering these groups
with meetings, driving local initiatives,and embedding inclusive best practicewithin their jurisdictions and across Ogier.
Following our recent merger with Ogier
Leman, this will grow further with full
integration of our Ireland office into thewider firm.

14

Diversity action plan

Seeking feedback
Our senior women round tables chairedby our senior partner, Rachael Reynolds
KC continue to meet once a quarter. This
year we launched Ogier women circles,
which bring women in the business acrossdifferent jurisdictions together throughregular meetings. The initiative’s aim
is to allow women the opportunity tobuild connections beyond their homejurisdiction, and find and draw support
from each other as they face similar
concerns in and outside of work.
In 2023 we will run our next D&I survey
to measure how we are doing and what
improvements people at Ogier are seeing
because of our D&I strategy.

Expanding ourdevelopment opportunities
All employees continue to undertake our
Inclusivity at Ogier training, which is acompulsory session during our new starter
induction week. A key priority for us now isinvesting in the training of our managers
to help increase their understanding andknowledge on key D&I personnel matters,
so they can feel confident in supporting
their team members. Another investment
will be into core D&I e-learning modules
which will allow employees to educate
themselves more easily.

15

Diversity action plan
Supportive ways of working
Trusting people to work remotely in our
jurisdictions when that works best for
the individual, the team and our clients,and encouraging our people to flexibly
manage their own time in a working
week are key principles of our Ways ofWorking policy which we rolled out inthe past year.

Enhanced policies
Earlier this year, Ogier further expanded
the support we provide for new parents
by enhancing maternity, paternity,
parental, adoption and surrogacy leave
benefits across all jurisdictions which
now substantially exceed statutory
requirements. This is a significant step in
support of our D&I strategy in recognisingthat longer periods of parental leave
are associated with more frequentengagement by recipients in care
responsibilities during the first few yearsof their children’s lives. It can influenceparents’ decisions about how to allocate
resources to childcare and domestic workin later years, which in turn will help toimprove gender balance in the workplace.
We are also very committed tosupporting employees for whom thejourney to parenthood may be very
challenging, and later this year we will beenhancing our fertility policy. We are also
very aware of the mental and physicalimpact the menopause can have on asignificant proportion of our employees,
whether they are directly or indirectly
affected. We will be implementing a policy
this year to support employees to help
manage their menopausal symptoms
at work, and raise awareness andunderstanding of the menopause, working
towards removing the stigma that canbe attached, and help build upon our
inclusive culture at Ogier.

Employee networks
We are very supportive of employee
networks which are voluntary groups thatcome together based on a shared identity
or in support of a cause. The purposeof these networks is to build a sense ofcommunity, share experiences, arrange
events, discuss issues, raise awareness,
and advocate for change. We now have
two networks launched and well underway – our gender equality network andour family network, and our race andethnicity network has just been launched.
We are very open to requests from ouremployees to establish other networks
in the future.

16

Brave aboutchange.

Bold about
difference.