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King’s Group Academies Gender Pay Gap Report



In line with statutory requirements, KGA takes a snapshot of average pay for women and men employed by the Trust as at March each year.  For this report we are looking at hourly rates as at 31 Match 2021.

We compare both the median and mean hourly pay as well as reviewing the gender distribution by pay levels. When the snapshot was taken the distribution of employees was 80.9% women and 19.1% men.

Our gender pay report also includes a supporting narrative which sets out an initial analysis of the data.  We then outline the steps we plan to improve upon our current pay gap.


Pay Gap Data and supporting narrative


In 2021 King’s Group Academies employed 508 women and 120 men.

The mean/media hourly rates and gender pay gap in March 2021 were:




Gender Pay Gap

Mean Hourly Rate




Median Hourly Rate






















When we look at our previous pay gap data, we see a relatively steady historical trend which is significantly above the national average (the median is currently 15.4% for all employees[1])

As an organisation, we employ staff in multiple career pathways and job categories.  This makes it particularly challenging to report meaningful information in a single gender pay gap figure.  It is important for us to understanding the influence that different job types have on our patterns of pay and employment.  This is particularly evident when we look at our distribution of pay rates.

The table below shows our pay distribution as at 31 March 2021, across all employees alongside historical distributions data for 2019 & 2020.


Upper Quartile


2021 -71% women : 29% men


2020 – 81% women : 19% men

2019 – 76% women : 24% men


Upper Middle Quartile


2021 – 77% women: 23% men


2020 – 78% women : 22% men

2019 – 78% women : 22% men


Lower Middle Quartile


2021 – 81% women : 19% men


2020 – 97% women : 3% men

2019 – 95.5% women : 4.5% men


Lower Quartile


2021 – 95% women : 5% men


2020 – 97% women: 3% men

2019 – 95.5% women : 4.5% men


















We are pleased to note that we employ high numbers of female staff in our upper pay quartiles (71%) and that recent senior appointments have been of female staff which will further positively impact on our gender profile.  By the end of 2021 the gender balance of the senior executive team was 50/50.

We recognise however that alone, having female higher earners does not address the overall pay gap.

This is because out pay quartiles are hugely influenced by job type.  Professional leadership and teaching staff, most of whom work full time, fall into the top two quartiles.  The lower quartiles are made up almost entirely by support staff the majority of whom are part time.

The calculations for hourly pay are also significantly different for these two categories with teachers’ pay being calculated on the basis of 1265 hours per year while for support staff it is 1924, artificially inflating teachers’ hourly rates.

A significant contributory factor to our gender pay-gap is the disproportionate number of the lower-paid posts in the organisation being filled by women (95%).  We employ a large body of auxiliary staff[2] who are essential to the overall running of our academies.  However, these roles are, by necessity, part time and term time.  We know that these are particularly attractive to individuals with care responsibilities and that across the country, women make up the majority of care givers[3]

As an employer we very much value our essential staff and seek to provide fair and equitable pay for the work they do.  All employees are therefore paid a salary that is set within a published and benchmarked incremental scale.  We are also proud to be able offer flexible employment opportunities that attract candidates from within our local communities.  However, we are also aware that whilst societal influences define our candidate market as being primarily female, this will inevitably compound our gender pay gap.

To counteract this, it is important that we assure ourselves that systemic issues do not also exist within our organisational systems and structures. 


Bonus payments

No staff received any bonus payments

Actions to address our pay gap

Further analysis of gender pay within job types

Whilst we already use published and benchmarked pay scales for all job types and each role in turn has a job description that can be matched to points on the scales, we recognise that we can do more to understand and consider if we need to take steps to reduce gender differentials within job types.  We will;

  1. Develop mechanisms to examine the pay differentials of distinct job types (accounting for varying contractual hours calculations) to see whether we identify inequalities
  2. Pay attention to the starting salaries on incremental scales for newly appointed staff within job types and the application of salary allowances, to consider whether gender bias is apparent in this discretionary element of pay.  We will then take steps to address any inconsistencies we identify

Pay progression

We are increasingly introducing job evaluation and benchmarking across the Trust and seek to have a transparent and accountable mechanism for determining pay scales.  However, appointed to pay scales and progression within them is always subject to some discretionary elements of the part of managers.  Salary progression is already subject to achievement of objectives as part of the performance management process which is also subject to governing body scrutiny.   Performance management of our professional staff is more embedded than for our support staff.

We will therefore plan the following actions to add further robustness to discretionary pay decisions:

  1. We will work towards integration of gender reporting as part of the current monitoring system for appraisals and salary progression.  This will enable us to understand whether there are any contributory factors to our gender pay gap.
  2. We will further strengthen our performance management processes for all staff groups, seeking to improve consistency of application and measurable outputs.
  3. We will develop resources and training for all line managers on fair and equitable performance management  

[1] Source ONS

[2] E.g. cleaning, catering, administration