Professional gender equality index 2021

  • Index, out of 100 points, is made up of 4 to 5 indicators: 
  • The gender pay gap 
  • The distribution gap of individual increases,
  • The difference in the distribution of promotions (only in companies with more than 250 employees),
  • The number of employees increased on their return from maternity leave,
  • Parity among the 10 highest salaries.
The Economic and Social Unit (UES) of the PAREF Group is made up of three companies: 
The results of the indicators are as follows:

The desire to take concrete measures is to ensure the promotion of a balanced mix between women and men with equal skills. Thus, the objective is to consolidate the already existing commitment of the PAREF Group in favor of professional equality between men and women.

This requires, in particular, equal treatment in hiring. The PAREF Group recalls that all positions open to recruitment are accessible, without distinction, to women and men. The PAREF Group applies the principle of non-discrimination in hiring. Also, for the selection of candidates, only the criteria based on the skills, experiences and professional skills.

The pay gap is one of the two indicators for which measures have been considered and implemented. The gap existing in 2021, in favor of women, is the result of variable compensation prorated over the year to the objectives achieved in N-1 due to the seniority of employees during the chosen reference period.

Furthermore, the second indicator on which the PAREF group must adopt a new position concerns the return from maternity leave. As a reminder, the score obtained is 0/15 despite a salary increase of 50% for employees on their return from maternity leave. To obtain the maximum score, 100% of employees must be affected by the salary increase.

Thus, the pay gap in 2022 should tend towards a quasi-balanced situation, the reference period taking into account recruitments having been made since the second half of 2021, with a larger workforce concerned, seniority of at least 1 year allowing a better representativeness of the variable remuneration and therefore a better visibility on the effective remuneration of each one.

Regarding the measures put in place; in addition to the period of increase and annual allocation of bonuses which takes place each year in March, a salary catch-up took place during the year 2022 for certain profiles, without distinction as to gender. This made it possible to bridge any gaps that may exist due to developments in the market. The result of these salary increases has made it possible to erase the salary gaps between women and men.

In addition, as the gap is favorable to women present in greater numbers in the company, the HR Department in charge of Group recruitment applies a increased vigilance for equal pay for similar profiles in professional seniority and/or similar background.

Compliance with the legal obligation of salary increases equal to the general increases and the average of the individual increases received during the absence of the employee on maternity leave is also the key element of the measures put in place.

Progress goals

  • Return from maternity leave: 15/15
  • Pay gap: 35/40

                                                                                                                                                                                                                                                                                                                                           We plan, through the measures already in place, to achieve a minimum score of 90/100 for the professional equality index between men and women in 2022.

The Group will continue to promote equal treatment between women and men because this has always been one of the challenges of the PAREF Group, which is part of our corporate culture alongside other values such as diversity. and respect. This posture, which is today a strength at PAREF, prompts us to specify that the objective of 90/100 is a minimum that we want to maintain year after year.

To do so, PAREF is part of a continuous improvement approach and will always do what is necessary to put in place preventive and corrective actions able to compensate for inequalities between its employees, whatever the nature of the inequalities.