Pay gap report
October 2021

Pay gap report 2021

ContentsForeword

3Introduction and understanding the pay gap

4

Our overall employee pay gap

5

Employee hourly pay gaps by role5

Employee hourly pay gap quartiles

6

Combined compensation gap

6

Diversity action plan

7

Ogier provides practical advice on British Virgin Islands, Cayman Islands,Guernsey, Jersey and Luxembourg law through our global network of offices.
Ogier Global is Ogier’s corporate administration business.

2

Pay gap report 2021

Foreword“We’ve published this report as we move towards greater transparency with ourpeople, our clients and our wider communities. Publishing our pay gap report isimportant to us not only because of our commitment to diversity and inclusion,
but also because we need to really understand an issue and its scale to be able
to change it. The pay gap extends beyond any one firm, so while we are the first
offshore law firm to publicise ours, we hope that we won’t be the last.
We’re mindful that gender is just one perspective from which the pay gap needs
to be approached, and that certain groups face more barriers than others inprogressing to senior positions. As we collect more data internally, the format
and content of our future pay gap reports will develop to provide a moredetailed picture.”

Edward Mackereth
Global managing partner andsponsor of Ogier’s Diversity andInclusion initiative.

3Pay gap report 2021

Introduction

Our commitment to diversity andinclusion is a key priority for Ogier; ithelps us to deliver the best experiencefor our clients, attract the best talent,and drive innovation. It is for thisreason that we are publishing our payreport on a voluntary basis, a first forthe offshore legal industry.
We do not currently hold dataon ethnicity, sexual orientation
or disabilities so can only review
the gender pay gap at this stage.
However, we will be moving to a new
HR system later this year on which wewill be encouraging all employees tovolunteer additional data to enable us
to review the pay gap, stay gap andpromotion gap for other protectedcharacteristics once we have enoughdata to do so.

Understanding
the pay gap

These figures do not relate to equalpay (men and women being paid
equally in the same roles carrying out
equal work). We monitor our reward
practices and are confident that as aresult of our rigorous review process
we pay our people fairly for the sameroles. Where pronounced pay gaps
exist, they reflect the make-up of
our workforce, with fewer womenin the most senior positions and amuch higher proportion of women in
administrative roles.
There is a difference in the salarybanding of different jurisdictions forthe same role, reflective of the local
market and we have not made any
adjustments for including all salaries inthis global report.

4UK gender pay reporting legislation
requires all businesses with 250
employees to publish six calculations.
This legislation does not apply toOgier, however we are keen to leadby taking a voluntary transparent
approach of our own on thisimportant topic, to drive our future
progress. We have therefore adopted
the UK structure for our own report.
We are also providing additionaltransparency by breaking down thepay gap by role, using the full-time
equivalent (FTE) bonus (so that weare not comparing the bonus ofa part-time employee who joined
mid-year with a full-time employee
whose bonus is for the full year) andpublishing pay gap data that includes
our equity partners.

Mean: The difference between themean (average) pay for men and themean pay for women.
Median: The difference between the‘middle’ rate of pay for men and the‘middle’ rate of pay for women, when
FTE pay is in numerical order.
Negative pay gap (-%): A negative
percentage figure indicates a pay gap
in favour of women.

Pay gap report 2021Our overall employee
pay gap

Having significantly more men in senior positions, widens the pay gap. Achieving
real progress relies on improving the gender balance at the most senior levels ofour business – we talk more about this in our diversity action plan below.

Difference between the mean hourly pay ofmen and of women

30%

Difference between the median hourly pay of men
and of women

39%

Difference between the mean FTE bonus ofmen and of women

43%

Difference between the median FTE bonus of men
and of women

39%

The proportion of bonus eligible men and women who were paid a bonus for FY 20/21: Men: 92% Women: 92%

Employee hourly pay
gaps by role

In Business Services and Ogier Global(Ogier’s corporate administration
business), there are more men in themost senior roles. We do not have apronounced pay gap for Ogier Globaland Business Services from entry levelto managers.

We do not have a mean pay gap forour qualified lawyers from associatelevel to counsel.
Legal (non-qualified) includes
paralegals, trainees and articledclerks, the jurisdictional pay
differences and higher number ofwomen in this group creates an overall
pay gap in favour of women.

Legal (associate - counsel)

56%

44%
85%

Legal (non-qualified)

0% | -3%

15%-36% | -18%

Senior Ogier Global

58%

42%

7% | 12%Ogier Global

64%36%-1% | -6%

Senior Business Services
Business Services

37%

7% | 2%

63%
76%

24%

1% | -4%
Mean | MedianFemale Proportion

Male Proportion

5Pay gap report 2021

Employee hourly pay
gap quartiles

These quartiles show all employees in order from lowest to highest FTE hourly
pay, divided into four quarters, with an equal number of employees in eachsection.
On a quartile basis, we have no material gender pay gap in our lower to upper
middle pay quartiles. The hourly pay gap is pronounced in the upper quartile as
the majority of those in the upper half of the upper quartile are male (76%).
Lower

Lower Middle

22%

28%

-1%

-1%
72%

78%

Upper Middle

42%

0%

Upper

58%

Proportion of women

Combinedcompensation gap(employees andpartners)

655%

12%

Proportion of men

As our partners receive a share of thefirm’s profits, the most accurate way
for us to compare the pay gaps when
including partners is to look at the
total annual earnings of partners andthe combined annual FTE salary andFTE bonus of our employees.

45%

Mean gap for quartile

Our mean combined compensation
gap is 55% and our median gap is44%.

Pay gap report 2021

Diversity action plan

Earlier this year, 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.
We define leadership as partners,Ogier Global directors, and Business
Services directors as this is the groupwhich has the most influence overthe employment, development andprogression of our people. When weset our milestones 6 months ago, 23%of the leadership were women and weare now at 25%.
Milestones alone do not change thelived experiences of our employees,
and it’s that which ultimately
determines the diversity of our future
leadership. Some of the actions thatare helping us to make progress are:
Empowering our people: Our D&I
strategy is sponsored by our global
managing partner, Edward Mackereth
and supported by our group D&I
manager who we hired in 2020. Over
60 voluntary D&I leaders have formed
jurisdictional teams to drive local
initiatives and embed inclusive bestpractice.

Seeking feedback: We have held
focus groups on the topic of inclusive
business development, being a parent
or carer during COVID and a seriesof senior women roundtables to seek
feedback and agree appropriate
actions to take forward. We also lookclosely at our annual D&I survey totrack how our actions are improving
the experiences of everyone at Ogier.
Expanding our development
opportunities: Unconscious bias
and psychological safety sessions
have been a part of our partner
conferences since 2019. All employees
have undertaken inclusivity at Ogier
training and we are continuing to build
on our D&I learning series including
sessions open to all on gender andsexuality, Black history, allyship andbias.
Supportive ways of working:We trust our people to work remotely
in our jurisdictions when that works
best for the individual, the team andour clients and encourage our people
to flexibly manage their own time in aworking week.

7Legal andCorporate Services
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