We’re hugely proud of our heritage but a lot has changed since we started running pubs and brewing beer over 180 years ago.
Our business has grown over time and we now have more than 14,000 employees at around 1,600 pubs, inns, breweries, depots and offices across the UK with a culture that is focused on delivering a great customer experience.
We are a people-powered business that continues to strive to inspire, engage and enable our people to work together, to the same high standards, to make Marston’s ‘The Place to Be’.
At Marston’s we have a unique culture – where our people are highly engaged and highly enabled. Our people are proud to work for Marston’s; consistently going above and beyond to do their very best to make our business a success. We never take this for granted.
We devote time, effort and resources in making Marston’s ‘The Place to Be’ for our employees, improving their day to day experience by investing in training, development, performance management, policies and processes.
We ensure that everyone across our business is treated equally and we are committed to attracting and retaining the very best talent regardless of gender. As an example over half of our employees (52%), including around 35% of our pub managers, are female and we work hard to promote and ensure equal opportunity and reward regardless of gender. During the last year the proportion of females recruited into senior management roles was equal to the number of men at the same level.
We have introduced a Diversity and Inclusion policy as part of our code of conduct across the business. We aim to create an environment in which all individuals are able to make the best use of their skills, free from discrimination and in which all decisions are based on merit.
To represent our commitment, Marston’s has also signed up to the Diversity in Hospitality, Travel & Leisure (HTL) Charter where organisations in the industry come together to collaborate and work up tangible actions to improve diversity and inclusion across the sector.
We continue to review and develop our employees through our performance and career development process. This helps us understand the opportunities that exist for career and learning for our diverse workforce.
We have carried out our annual analysis of our gender pay gap, and established that whilst there is a gap, it is not driven by equal pay issues but the result of two key factors. Firstly, we operate in business segments with very different gender mix and pay structures; secondly, and like a lot of businesses, we have a historically higher proportion of males than females at the most senior management levels.
The impact of operating in business segments with different gender mix and pay structures is very significant. Marston’s business divisions include pubs and bars, brewing, logistics and central support services. We run Marston’s as one entity, therefore when we calculate the Gender Pay Gap for the total business, it is 20.1% with a median pay gap of 2.1%.
From a bonus perspective our mean bonus pay gap is 41.5%. This was as a result of our Pub teams receiving a lower bonus than in the previous financial year and within the pub operations teams historically there are more males in more senior roles.
The median bonus pay gap is 68.1%. This was due to an additional bonus award paid to all team members who were actively involved in the acquisition of the Charles Wells Beer Business. This was predominantly within the Beer Company area of the business where the proportion of males is higher.
When we calculate the gap for the different operational divisions in the company, which we would argue is more appropriate for gender pay purposes as it demonstrates equal pay policies for men and women within a division, the gap reduces significantly.
The information we are required by legislation to publish is detailed below. Average male pay is higher than average female pay.
|Mean Pay Gap||20.1%|
|Median Pay Gap||2.1%|
|Mean Bonus Pay Gap||41.5%|
|Median Bonus Pay Gap||68.1%|
|Males receiving Bonus Pay||27.3%|
|Females receiving Bonus Pay||14.1%|
|Lower Middle Quartile||36.5||63.5|
|Upper Middle Quartile||43||57|