GENDER EQUALITY

IF we truly wanted to tackle the gender pay gap, we should be focussing on our biggest challenge: by encouraging women into the highest paid positions across all aspects of industry and employment.

In Scotland, only about a quarter of FTSE 100 company directors, public body chief executives, university principals, sheriffs and councillors are women. There are no female editors of major newspapers, or chief executives of FTSE 100 companies. Only seven per cent of senior police officers are women.

A way needs to be found to give women and men the same opportunities, and to create a pathway of equal chances. The senior management posts and highest-level specialist posts in so many fields are still significantly dominated by men.

One way to do this is by changing the grass roots narrative. Girls should be told from the earliest age that they can be anything they want to be; from train driver to football player; and from nuclear scientist to chief executive. Young girls should only be limited by their ability and their desire: never by their gender.

Our society needs to change its attitude, and in many cases its practices. If we are to ensure that girls get to progress in significantly growing numbers, starting in the home and then through pre-school, school and further education, these changes must now be our priority.

It is widely acknowledged that STEM careers are male-dominated. In the UK, just 15 per cent of engineering graduates are female. The figures are 19% for computer studies and 38% for maths. The shortfall is hardly surprising when we consider that only 13% of the overall UK STEM workforce is female and there are relatively few female STEM role models as a consequence.

We all need to embrace and encourage a fundamental change in attitude, and deliver a new atmosphere of equality – not just in business, but across all areas of society. By creating senior role models across traditionally male dominated sectors, we can foster a new attitude in young women, by encouraging them to pursue careers that they may not have originally considered.

Some of this change will evolve naturally through time, but society needs it sooner rather than in a generation or two. Women need to be correctly recognised and valued, and their potential realised for the benefit of our economy.

Research generated in 2015 showed that a more diverse and inclusive workforce helps business by bringing new skills, creativity and innovation, and achieving higher staff retention. Moving towards parity at top positions is not only likely to help the company’s performance; it could bring in added tax revenue. The same study estimated that closing gender pay gaps in work could add £150billion to UK gross domestic product in 2025.

Yet, there are still businesses in Scotland that pay male staff a higher rate than their female colleagues for the same job. We should be tracking down the offenders in this area, where like for like jobs are not paid the same. These disparities are unacceptable.

The Institute of Directors strongly supports the principle of equal pay and the need to create a better balance between male and female participation in the workforce so as to broaden the talent pool available to firms and employers.

Measuring pay gaps is very complex, and the use of averages can be misleading as peculiarities of industry, the nature of companies, geographies or circumstances make such comparisons unfair.

Governments should focus more on affordable and accessible childcare, encouraging more girls to study STEM subjects and providing better careers advice in schools. Policymakers should also focus on provision of leave and other measures which could help spread the strain of caring for children or the elderly.

Ultimately, a concerted effort must now be made to challenge the cultural norms: by encouraging more men and women to enter jobs that are outside conventional gender roles. Publishing crude averages alone will not tackle the root causes of the gender pay gap. There are numerous ways to improve the prospects of women in business and in other walks of life, but these must be done as part of a package of complementary measures designed to aid real and lasting change. Advancing the cause of women in the workplace and dealing with the gender pay gap are issues that aren’t going to go away until they are properly dealt with.