"At Crowe we are working in our teams to provide a rewarding experience for our people, focusing on agility, flexibility, work-life balance, motivation, progression, and fair recognition and reward. Recruitment and people development are key areas of focus as we aim to build and grow more diverse teams, which we recognise are beneficial to the success of our people, our firm and our clients.
"We are proud of the continuing progress we have made this year in driving forward our Equality Diversity and Inclusion (ED&I) agenda and our four networks are going from strength to strength. We are also a partner of RISE, the social mobility initiative led by ICAEW, which supports our efforts to recognise the impact of low socio-economic backgrounds on our people, clients and communities and this will also help us to create a more diverse workforce for the future.
"Regular communication is key to keeping our people connected and informed and we have various firmwide channels and forums within our teams. We will shortly be conducting our fifth ‘YouCount’ people engagement survey, exploring a wide range of topics including work-life balance, progression and fair recognition and reward. This ensures that we are tuned into the views and evolving needs of our people and that we adapt accordingly as a firm.
We do not stand still at Crowe – we know that there is always more we can do and we work together to regularly review our progress, to take positive steps and to achieve our shared vision, including reducing the Gender Pay Gap."
Chief Executive, Crowe UK
Nigel Bostock
Equality, Diversity and Inclusion
(ED&I)
Our Women's Empowerment Programme is one of our four networks and has shared a year full of interactive and engaging events, activities and topical discussions aimed at raising awareness and providing learning opportunities for our teams of matters that are important to our people around equality, diversity and inclusion. We are proud of the energy and commitment our people bring to our network activities, as well as bringing equality, diversity and inclusion to life in our day to day working lives.
Attracting talent
Agile working
Agile working has become our ‘norm’.
We empower our people to make decisions about the way that they work that meet both the needs of the business as well as themselves to achieve a balance in their personal and professional lives, while achieving the best outcome for clients and stakeholders.
Having embedded our new learning management system, our community of training and learning professionals continue to work collegiately with and across the firm to design, develop and deliver engaging and effective programmes to support the continued personal and professional growth of our people, with a focus on enriching skills while driving a culture of quality.
Learning and development
Improving our Gender Pay Gap
Our Women's Empowerment Programme
Our programme ensures that all voices are heard and everyone has an opportunity to have a ‘seat at the table,’ so we are better able to represent our people and our clients. We continue to progress female focussed leadership training, mentoring, female friendly recruitment policies, return to work programme and education of male allies. We have signed up to the Women in Finance Charter with a target of having 30% of women at partnership level by 31 March 2027.
Read more
Our Gender Pay Report
The figures below provide a snapshot of our median and mean pay figures, from data collected on 5 April 2023 and are published in accordance with The Equality Act 2010 (Gender Pay Gap Information regulations 2017). The median figures take into account the pay of the firm’s middle earners, giving the best representation of ‘the typical gender difference’, while the mean figures take into account the wages of high and low earners.
4.86%
9.71%
2020
2019
3.58%
9.74%
2021
Median
Mean
Graph
Analysis
Proportion of people in
each earning quartile
The firm has continued to grow this year with an increased number of people in our business with only a marginal increase of 0.96% in the proportion of males vs females (55.54%:44.46% in 2023) when compared to last year’s 2022 report which was 55.01%:44.99%. While the percentage of females in the upper quartile has decreased, there has been a 9.17% increase in females in the upper middle quartile.
57.63%
60.31%
50.00%
52.11
42.37%
39.69%
50.00%
47.89%
Upper quartile
Upper middle quartile
lower middle quartile
lower quartile
Upper quartile
Upper middle quartile
lower middle quartile
lower quartile
56.25%
54.36%
53.94%
50.42%
43.75%
45.64%
46.06%
49.58%
Upper quartile
Upper middle quartile
lower middle quartile
lower quartile
53.85%
52.94%
48.87%
48.87%
46.15%
47.06%
51.13%
51.13%
Upper quartile
Upper middle quartile
lower middle quartile
lower quartile
58.54%
49.03%
55.34%
47.80%
41 .46%
50.97%
44.66%
52.20%
2.25%
10.23%
7.16%
9.45%
2022
Tony White
Partner, Chief People Officer
“It is great to see that our mean gender pay gap has decreased by 29.17% from 2022, this is our largest yearly decrease since 2018. An increase in the proportionate mix of women to men in our upper middle quartile has resulted in a decrease of 7.59% on the median gender pay gap this year."
52.31%
50.0%
2020
58.89%
53.12%
2019
Female
Male
57.0%
46.0%
2021
62.40%
51.78%
2022
Bonus gender gap
Compared to 2022, our mean bonus gender pay gap has decreased by 17.33%. Even better is that our median gender pay gap has decreased to zero, meaning the middle bonus amount for males and females is the same. This continues the positive trend of the bonus gender pay decreasing since 2018. In addition to this, the firm’s positive increasing trend in percentage of females and males receiving a bonus continues this year (excluding the 2021 ‘thank you’ bonuses issued during Covid). The margin between males and females receiving bonuses decreased considerably this year, with the percentage of males receiving bonuses increasing by 21.7% and for females by 6.93%. However, the proportion of females receiving bonuses still remained larger than that of males. In summary, since 2018, year on year we’ve seen great progress made in reducing the median and mean bonus gender pay gap
“I can confirm that Crowe U.K. LLP’s Gender Pay Gap calculations are accurate and meet the requirements for The Equality Act 2010 (Gender Pay Gap Information Regulations 2017).”
36.60%
10,000 Interns Foundation
Disability Confident Employer scheme
The HM Treasury Women in Finance Charter
We have signed up to
ICAEW social
mobility initiative
2021
30.83%
26.32%
28.71%
2022
33.33%
43.48%
2020
36%
48.82%
2019
Median
Mean
We have a range of initiatives which contribute to improving our Gender Pay Gap.
We continue to work in broadening our reach to a wider talent pool through refreshing our careers web pages and utilising social media to highlight our dedication to our employees. We also host a wide range of events and celebrations including International Women's Day and Women's Health Week, as well as the opportunity to hear directly from employees through Crowe's People Stories.
6.61%
6.69%
2023
2019
2020
2021
2022
2023
2019
2020
2021
2022
2023
Upper quartile
Upper middle quartile
lower middle quartile
lower quartile
61.00%
56.67%
53.33%
51.16%
39.00%
43.33%
46.67%
48.84%
66.72%
63.02%
2023
0.00%
23.74%
2023
female
the proportion of total number of people in the firm
male
55.01%
53.74%
51.13%
52.68%
44.99%
46.26%
48.87%
47.32%
female
Upper quartile
Upper middle quartile
lower middle quartile
lower quartile
male
57.63%
60.31%
50.00%
52.11
42.37%
39.69%
50.00%
47.89%
female
Upper quartile
Upper middle quartile
lower middle quartile
lower quartile
male
56.25%
54.36%
53.94%
50.42%
43.75%
45.64%
46.06%
49.58%
female
Upper quartile
Upper middle quartile
lower middle quartile
lower quartile
male
53.85%
52.94%
48.87%
48.87%
46.15%
47.06%
51.13%
51.13%
female
Upper quartile
Upper middle quartile
lower middle quartile
lower quartile
male
58.54%
49.03%
55.34%
47.80%
41 .46%
50.97%
44.66%
52.20%
55.54%
44.46%
Upper quartile
2023
2022
2021
2020
2019
female
male
Percentage of people receiving a bonus
Rebecca Durrant
Partner, Women's Empowerment Programme Leader
"I want to encourage our people, whatever their gender, to be the best they can be. I would like us to identify our future leaders and make sure they have a strong support network to achieve their own success".
