Gender Pay Reporting

In this section

We are an employer required by law to carry out Gender Pay Reporting under the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017.

This involves carrying out calculations that show the difference between the average earnings of men and women in our organisation; it will not involve publishing personal individual data.

We are required to publish the results on our own website and a government website. Our data, taken as at 5th April 2018, & accompanying statement is set out as follows:


Richard Youngs, Director

Chair – Remuneration & Search Committee


Women’s hourly rate is



(mean) (median)


Top quartile  Upper middle quartile   Lower middle quartile Lower quartile











32860405122_62b4f9812b_o-(4).jpgThe East of England Co-op employs 4,323 colleagues (as at 9/6/18) across a diverse range of businesses primarily in Norfolk, Suffolk and Essex.

We are a co-op, and run our businesses for the benefit of people and communities, not just for profit.

This means we believe in a fair and ethical approach to pay. We believe men and women are paid equally for doing equivalent jobs within our organisation and that all appointments are based on merit.

Some facts about the East of England Co-op

  • 66% of all colleagues are female.
  • 57% of all our managers are female. This is an increase of 7% over the past 2 years with a higher number of female Team Managers being appointed within our food stores.
  • The majority of our Board is female, 9 out of 16.

Our approach to pay and benefits

  • 33015872155_4d6be1ce66_z.jpgColleagues under 25 years olds are paid our full adult pay rate rather than using the lower tier permitted under the national living wage
  • New starters are immediately paid at the full rate for their role, rather than at a reduced ‘starter rate’
  • Our highest paid colleague is paid 17 times that of our lowest paid colleague. This is within the maximum ratio of 20 recommended by the Work Foundation
  • We do not operate any bonus or performance related pay schemes, which is why there is no data on potential gender pay bonus gaps
  • We provide sick, holiday and pension contributions that exceed statutory requirements. We also provide life assurance, colleague discount and an Employee Assistance Programme


We are pleased to see some progress, albeit only small, in the reduction of our mean pay difference last year from 20.19% to 19.34% this year. There is clearly more that needs to be done as we strive to achieve a better balance in all of our higher paying roles within this. Not only is this fairer we also believe that gender balanced teams achieve better business results by bringing new skills, ideas and enhancing decision making.

Our plan of action to further improve our gender balance is as follows:

1. International Women’s Day

During the year we held an event to coincide with International Women’s Day (on 8th March) for our colleagues, from across our business areas.  The purpose of this was to network, share success stories and to identify the challenges facing women in our workforce and how best these might be addressed. We are planning a larger event for 8th March 2019.

2. Flexible Working

We will continue to promote flexible working and seek to embed this into our culture.  All our vacancies, including at Chief Executive level, refer to our policy to consider every role for flexible working. We would like to encourage our first job share for a Food Branch Manager.

3. Shortlisting

As far as practicable, we want to move to a position where all of our management and professional vacancy shortlists, should contain at least 1 suitably qualified female applicant.

4. Succession plans

As part of an annual review of our succession plans we consider if we have female candidates in management and professional ‘pipelines.’

5. Job descriptions

We are reviewing all of our job descriptions to ensure that the language we use and the set of job requirements is gender neutral and does not deter female applicants whilst still meeting our business needs.

6. Retention

We need to continue to review how we retain female managers especially where they take maternity leave or career breaks for family reasons.