Page 21 - 86395_CCB - 2024 Annual Report (web)

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enabling the Bank to have strong internal
succession in place. Gender diversity is
one element of our inclusivity strategy. In
2024, we delivered against our pledge to
increase women in Senior Management
– we now have 40% female
representation at Senior Management
levels. We are proud of this evolution. In
2024, our Gender Pay Gap is 25% and
we have committed to increasing our
ethnicity at senior levels within the Bank
and reducing our Ethnicity Pay Gap over
the next 3 years. We have developed our
learning and development proposition
for the forthcoming year, a key focus in
Diversity and 2024, was diversity and inclusion with
a variety of different webinars held for
inclusion remain all colleagues, including ‘women in
leadership,’ ‘mens’ health,’ ‘menopause’
at the heart of and ‘neurodiversity.’ In addition, our
Cambridge and 2024 learning and development plan
focussed on technical, managerial and
Counties’ culture. leadership capabilities with activities
running throughout the calendar year,
strong colleague feedback was obtained
for a variety of different courses and
learning interventions.
to ask questions as well as share ideas
and experiences. The Bank continues Ž Policies and procedures – Throughout
to record consistently high participation 2024, we have continued to review
rates and strong scores in its recent our people policies and procedures
survey. In October 2024, our response to ensure they promote our beliefs
rate to the annual survey was over 86% and stance on inclusivity. Our hybrid
and positivity across all themes was working arrangements continue to
strong/very strong – scoring between operate effectively across the business,
70‑95% on all questions. In 2024, and we have continued to develop the
we evolved the, now four, colleague infrastructure and management practices
working groups and the Colleague required to effectively support this way
Forum, providing more colleagues of working. This approach is welcomed
with opportunities to get involved with by colleagues who provided very positive
shaping how the Bank develops and feedback in our internal colleague
operates. We have plans in place for surveys. We continue to promote flexible
our Social, Charities, Wellbeing and working to ensure we continue to attract
Green teams with events happening and retain the right candidates.
throughout the forthcoming year. There has been no change to our
Last year we rebranded our monthly variable pay schemes during the year, and
newsletter – the Compass – to focus most colleagues benefitted from the Bank’s
on key business updates, plans for discretionary profit‑share scheme capped
various events and activities and market at 10% of basic salary. The Board pays
insights. The rebrand has been well close attention to the Bank’s culture and
received with colleagues providing a key people measures, including turnover
range of updates.
rates, sickness levels and time taken to fill
Ž Talent & Development – The Bank’s vacancies. All measures remain positively
‘grow our own’ strategy supports our low. We have evolved our mental health
diversity and inclusion ambitions, support proposition and worked with the
advocating all colleagues have a business on colleague wellbeing. We now
development plan that supports have an established wellbeing group with
them to be successful in their role activities, webinars and health sessions in
and achieve their full potential whilst place throughout the year.