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2012 Workforce monitoring

Defra and the Executive Agencies

January 2013

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Contents

Abbreviation List .................................................................................................................. 1

Defra and the Executive Agencies ....................................................................................... 2

Overview .......................................................................................................................... 2

Next steps ........................................................................................................................ 3

Introduction ...................................................................................................................... 3

Defra and the Executive Agencies ....................................................................................... 4

Executive Summary ......................................................................................................... 4

Employee profile .............................................................................................................. 5

Core Department and Agencies ..................................................................................... 16

Working Grades ............................................................................................................. 17

Gender ........................................................................................................................... 17

Disability ......................................................................................................................... 18

Ethnicity .......................................................................................................................... 18

Age ................................................................................................................................. 18

Working Pattern ............................................................................................................. 19

Grievance Reasons ........................................................................................................ 19

Disciplinary Procedures .................................................................................................. 19

Leaving Reasons ........................................................................................................... 19

Core Defra ......................................................................................................................... 20

Executive Summary ....................................................................................................... 20

Employee Profile ............................................................................................................ 20

Working grades .............................................................................................................. 26

Gender ........................................................................................................................... 26

Disability ......................................................................................................................... 27

Ethnicity .......................................................................................................................... 27

Age ................................................................................................................................. 27

Working pattern .............................................................................................................. 27

Animal Health and Veterinary Laboratories Agency (AHVLA) ........................................... 29

Executive summary ........................................................................................................ 29


Working grades .............................................................................................................. 35

Gender ........................................................................................................................... 36

Disability ......................................................................................................................... 36

Ethnicity .......................................................................................................................... 36

Age ................................................................................................................................. 36

Working pattern .............................................................................................................. 37

Veterinary Medicines Directorate ....................................................................................... 38



Working grades .............................................................................................................. 44

Gender ........................................................................................................................... 45

Disability ......................................................................................................................... 45

Ethnicity .......................................................................................................................... 45

Age ................................................................................................................................. 45

Working pattern .............................................................................................................. 45

Rural Payments Agency .................................................................................................... 46



Working grades .............................................................................................................. 52

Gender ........................................................................................................................... 53

Disability ......................................................................................................................... 53

Ethnicity .......................................................................................................................... 53

Age ................................................................................................................................. 54

Working pattern .............................................................................................................. 54

The RPA Grievances ...................................................................................................... 55

FERA ................................................................................................................................. 56



Working grades .............................................................................................................. 62

Gender ........................................................................................................................... 63

Disability ......................................................................................................................... 63

Ethnicity .......................................................................................................................... 63

Age ................................................................................................................................. 63

Working pattern .............................................................................................................. 64

CEFAS ............................................................................................................................... 65



Working grades .............................................................................................................. 71

Gender ........................................................................................................................... 72

Disability ......................................................................................................................... 72

Ethnicity .......................................................................................................................... 72

Age ................................................................................................................................. 72

Working pattern .............................................................................................................. 73

Appendix I: Workforce Data tables for Defra and Executive Agencies .............................. 74

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Abbreviation List

Department Defra – Department for Environment, Food and Rural Affairs

Executive Agencies AHVLA – Animal Health and Veterinary Laboratories Agency CEFAS – Centre for Environment, Fisheries and Agriculture FERA – Food and Environment Research Agency RPA – Rural Payments Agency VMD – Veterinary Medicines Directorate

Employee Grades AA – Administrative Assistant AO – Administrative Officer EO – Executive Officer HEO – Higher Executive Officer SEO – Senior Executive Officer G7 –Grade 7 G6 – Grade 6 SCS – Senior Civil Service

Other BAME – Black, Asian & Minority Ethnic FT – Full-Time PT – Part-Time TARA – Temporary Additional Responsibility Allowance

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Overview

This report has been prepared in compliance with the Department‟s responsibilities under

The Equality Act 2010 and only refers to those aspects of equality that relate to our

employees and the impact of our policies and processes on identified protected groups. It

does not include any references to our customers or stakeholders.

The Government Equalities Office guidance recommends a “light touch approach” to

gathering and analysing evidence. Therefore, we have reported only on those aspects

where data are reliably available and of sufficient quality to provide robust analysis.

Some gaps exist in our equality data, specifically regarding employee recruitment and

training. From April 2013 recruitment and training data will be accessed from the Civil

Service HR Expert Services of Civil Service Resourcing and Civil Service Learning

respectively, who will be providing centralised services to all Government Departments.

We recognise that our obligations under the Equality Act 2010 require us to publish data

and information relating to the make-up of our customers and stakeholders. In view of the

“light touch” approach to monitoring data, at the time of publishing we were unable to

gather and analyse these data in a meaningful and usable way.

Caution should be exercised when comparing data across Defra and its Executive

Agencies due to varying procedures and monitoring processes and machinery of

Government changes, for example:

Across the Department different processes are in place for awarding allowances to

employees taking on responsibilities at a higher Grade (referred to as Temporary

Additional Responsibilities Allowances (TARA) or, in some areas, as Temporary

Promotion or Stand In Allowance). The processes involved in TARA selection can

range from informal short term appointments within a team to cover absence, to

advertisements for temporary vacancies where more formal selection arrangements

might be used. For the purposes of this report all such temporary appointments are

collated under one heading.

It should be noted that where numbers of employees and percentages of employees are

used, these data are based on actual headcount/employee numbers rather than full-time

equivalent (FTE) employees.

Data relate to the reporting period April 2011 – March 2012.

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Next steps

The data included in this report, together with analysis of data from the Civil Service

People Survey and the outputs from analysis of other processes and procedures form an

evidence baseline from which activities to support our employees under the Public Sector

Equality Duties will be developed.

As part of our response to the Public Sector Equality Duties and the Government‟s

transparency agenda, Defra and the Executive Agencies will publish workforce monitoring

data on our employees and customers on an annual basis together with progress reports

on our objectives under the Public Sector Equality Duties.

Introduction

This annual report has been conducted to examine if certain workforce procedures or

changes such as promotion or disciplinary procedures are more common than expected

amongst certain demographic groups. The report looks into the Department for

Environment, Food and Rural Affairs (Defra), the Centre for Environment, Fisheries and

Agricultural Science (Cefas), the Animal Health and Veterinary Laboratories Agency

(AHVLA), the Veterinary Medicines Directorate (VMD), the Rural Payments Agency (RPA)

and the Food and Environment Research Agency (Fera). For readability, observed

proportions are compared to understand the differences between expected and realised

events. For example, if 53% of employees in an Agency are women, we would expect

around 53% of promotions to be awarded to women. If only 48% were awarded to women

we would describe this as a lower than expected proportion of promotions being awarded

to women.

This report does not intend to describe every slight difference observed, but instead to

focus on those results that demonstrate particularly large deviations from the expected

values and therefore may highlight a behavioural trend as opposed to chance fluctuations.

No single result should be taken in isolation, as there will inevitably be interdependencies.

For example, if a disproportionate number of women work at low grades and low grades

are linked with more promotions awarded, then women being awarded more promotions

may actually be a resultant of women working at a lower grade.

In addition to both Defra as a whole and the core Department, each Executive Agency is

examined in turn. Profiles of the current workforce are shown under their respective

headings. These profiles demonstrate the demographic make-up of employees including

age, gender, ethnicity and disability.

The following six workforce procedures have been examined:

(i) Employees joining (ii) Employees leaving (iii) Employee promotions (iv) TARA opportunities awarded (v) Disciplinary procedures

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(vi) Grievance procedures

Owing to insufficient data, it was not possible to look at more in-depth patterns such as the

success of recruitment or promotion candidates based on application data, or the

outcomes of procedures such as performance management, disciplinaries and grievances,

although this may be possible in future years.

These six procedures were analysed to look for biases according to:

(i) Work grade (ii) Gender (iii) Age (iv) Ethnicity (v) Disability (vi) Working pattern (full-time or part-time)

In some cases the number of employees undergoing a particular procedure (e.g. being

recruited or leaving the organisation) was too low to reliably understand and identify

demographic patterns caused by organisational bias. For example, if there were just 6

grievances in an Agency and 2 of those occurred from the AO grade we would just say

there was a notably higher proportion of grievances from the AO grade (33% of grievances

compared to 2.8% of total employees). However, this does not reflect a dramatic surge in

AO grievances, rather the low number of grievances overall. If low numbers are reported

within an Agency, this is highlighted in the Agency summary. Where only slight or no

notable differences were observed, these results have not been discussed in this report.

Although patterns in recruitment data have been discussed in this report, it is important to

note that no data were received on recruitment applications. This information is likely to

be significant in explaining and understanding recruitment patterns observed.

Furthermore, ethnicity and disability data are requested from employees on a voluntary

basis, resulting in analysis only being conducted on those individuals who responded to

these questions. As a consequence, response rates were frequently lower and patterns

relating to disability and ethnicity in this report should, therefore, be interpreted with care.

Finally, where no exact figures are presented and trends are talked about in general terms,

this is due to a low number of individuals in a particular category. Presenting exact data in

these situations is likely to be disclosive. To ensure anonymity, exact percentages were

avoided and general trends were discussed instead.


Executive Summary

The total workforce of the Department for Environment and Rural Affairs (Defra)

consisted of 8,903 employees, just over an 11% decrease from 2011. The three

largest Defra bodies by size - the Animal Health and Veterinary Laboratories

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Agency (AHLVA), Core Defra and the Rural Payments Agency (RPA) - comprise

80.8% of the total Defra workforce.

96.3% of Defra‟s employees work at Grade 7 or below, with 1.5% of the remaining

employees working in the Senior Civil Service.

Of the total Defra workforce who declared their diversity data, 53% of employees

are female, 12.1% are disabled and 7.1% are from Black, Asian, and Minority

Ethnic Groups (BAME). However in all of these groups, proportionately more

employees than expected continue to work at administrative and junior executive

grades.

Core Defra recorded a proportionately higher number of joiners and leavers, whilst

RPA recorded the highest rate of disciplinaries and grievances of all Defra bodies

examined.

Administrative Officer (AO) employees comprise the largest working grade in

Defra‟s total workforce, but nevertheless proportionately fewer promotions and

temporary promotions (TARA) and a higher number of grievance and disciplinary

procedures than expected were reported for this grade.

Employees aged 30 and under represented just under 10% of Defra‟s total

workforce, but nevertheless they accounted for a higher proportion of joiners and

promotions than expected.

Fera and Cefas are the only two Agencies that employ more men than women.

Employee profile

In total, the current profile of Defra (including core Defra and all its Executive Agencies)

contains 8,903 employees spread across nine working grades (including apprentice),

which is a slightly greater than 10% reduction from 2011. Over 80% of all Defra

employees work in AHVLA, RPA or core Defra. The majority of those employees work in

the AO, EO and HEO grades with 96.3% working at Grade 7 or below. Of the remaining

employees, 2.2% are at Grade 6, with 1.5% at Senior Civil Service level.

The total Defra workforce is comprised of a higher proportion of women (53%) than men

(47%). This gender gap has closed 0.4% since 2011. Proportionately more female

employees currently work in administrative and junior executive grades (EO and below).

Conversely more men work at senior grades (SEO and above). This was also observed in

2010 and 2011.

Out of the 70.2% of employees who declared their disability status, 12.1% said they were

disabled. The remaining 29.8% of employees either declared that they would “Prefer not to

say” or they did not complete this question, so their disability status was unknown. The

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proportion of employees declaring a disability is below that of the general population

(18.3% of UK population of working age1). This is a further reduction from 19% of Defra

employees declaring a disability in 2010 and 14.3% in 2011. As seen in the previous two

reporting years, proportionately more disabled employees work at administrative and junior

executive grades (EO and below), whereas proportionately more non-disabled employees

work at senior grades (SEO and above).

Of the 80.3% of employees declaring their ethnicity, those from white ethnic groups made

up 93% of the overall Defra workforce. This is a marginal increase from the 2011 report‟s

figure of 92.2%. BAME groups therefore comprised 7% of all Defra employees. This

represents a 0.7% reduction from 2011 and it is lower than the Civil Service overall where

BAME groups comprise 9.3% of the workforce2. It is also lower than the general

population where BAME groups comprise 13% of the workforce3. Proportionately more

employees from BAME groups work in junior and administrative grades, with

proportionately more employees from white groups working in senior grades.

The largest number of employees falls within the age groups 30-39 years old and 40-

49 years old, which contain 27.5% and 27% of employees respectively4. The 20-29

years old age group has decreased in proportion again, with only 8.2% of employees

falling into this category compared to 11.7% in 2011 and 16% in 2010. This is below

the Civil Service average of 10.3% of employees being between the ages of 20-295,

the national average of 10.3% of employees being between the ages of 20-296 and the

national working population average of 21% of employees being between the ages of

20-297.

The majority of Defra employees work full time (80.8%) with just 19.1% working part -

time. The proportion of employees working part-time has risen from 17% in 2010 and

18.2% in 2011, a total increase of over 8% in the last 5 years.

1 UK ONS Data for 2011.

2 Civil Service Statistics 2012 publication from ONS

3 UK ONS Data for 2011

4 2011 and 2010 data did not take into account Apprentices, thus proportions per age group would be larger.

5 Civil Services statistics 2012 from ONS

6 Civil Services statistics 2012 from ONS

7 England only ONS data for mid 2010.

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Figure 1. Distribution of total workforce population across Defra and its Executive

Agencies

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Figure 2. Distribution of all employees across grade equivalents

9

Figure 3: The gender distribution of male and female employees in Defra and its

Executive Agencies

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Figure 4: The distribution of employees in Defra and its Executive Agencies

declaring a disabled/non-disabled status

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Figure 5: The distribution of employees in Defra and its Executive Agencies

declaring their ethnicity

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Figure 6: The distribution of age groups in Defra and its Executive Agencies

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Figure 7: The distribution of full-time and part-time employees in Defra and its

Executive Agencies

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Figure 8: The distribution of all Defra male employees compared with all Defra

female employees according to working grades

*All women add up to 100% and all men add up to 100%.

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Figure 9: The distribution of all Defra disabled employees compared with all Defra

non-disabled employees according to working grades

All disabled employees add up to 100% and all non-disabled employees add up to

100%

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Figure 10: The distribution of all Defra white employees compared with all Defra

BAME employees according to working grades

Al

l white employees add up to 100% and all BAME employees add up to 100%

Core Department and Agencies

In the reporting year, a total of 376 new employees joined the various Defra Agencies.

Proportionately, core Defra and Cefas recruited a higher number of joiners than the

other Agencies, with 50.3% of new recruits joining Core Defra (which makes up 24.3%

of total workforce) and 12.5% joining Cefas (which comprises 6.2% of total workforce).

The Agency with the lowest proportional recruitment was AHVLA. It accounted for

6.9% of new joiners whilst comprising 28% of the total Defra workforce. During the

reporting year 1,239 employees left the Department. The highest relative proportion of

leavers came from core Defra (comprising 39.7% of leavers compared to 24.3% of the

total workforce). The proportion of leavers from Fera and Cefas was lower than

expected, comprising 6.5% and 2.7% of leavers respectively. (Fera comprises 11.3%

of the total workforce)

There were notably fewer than expected promotions for RPA employees, who accounted

for 8.9% of all promotions, whilst representing 28.5% of the total workforce. Notably more

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promotions than expected were awarded in Cefas (11.5%) and AHVLA (33.8%). In respect

of temporary promotion opportunities (TARA), the pattern was somewhat reversed.

AHVLA awarded 51.4% of all TARA opportunities across the Department, which was

higher than expected. RPA awarded 13.3% of all TARA opportunities, which was a lower

proportion than expected.

A greater number of disciplinary procedures than expected occurred in RPA (54.8% of the

total) and Cefas (14.5 %) compared to the rest of the Department. Core Defra had a

notably lower proportion of disciplinary procedures, accounting for just 4.8% of those that

took place during the year.

Working Grades

Fewer new employees than expected were recruited to AO and EO grades, with AO

grades accounting for 23% of all new employees, whilst comprising 29.5% of the total

workforce. EO grades accounted for just 10.9% of all new employees, whilst

comprising 23.6% of the total workforce. A greater proportion of new recruits than

expected joined at G7, G6 and SCS. G7 accounted for 15.3% of all new recruits

compared to 10.9% of the total workforce. G6 accounted for 4.7% of all new recruits

compared to 2.2% of the total workforce and SCS accounted for 4.0% of all new

recruits compared to 1.5% of the total workforce. However, this is somewhat balanced

by a higher proportion of leavers in the senior grades. 13.2% of leavers were from G7,

6.1% were from G6 and 2.4% were from the SCS. AA grade employees accounted for

5.6% of leavers, which was a proportionately larger number than expected, given that

AA grade employees only comprised 2.8% of the total workforce.

Far more promotion opportunities were awarded to those in the AA grade than

expected (7% of all promotions). SEO and G6 also achieved proportionately more

promotions than expected (SEO grade accounted for 17.8% of all promotions, while

G6 grade accounted for 4.5% of all promotions). G7 and AO were awarded fewer

promotions than expected, with 8.3% and 20.4% of the total number of promotions

respectively. AA and HEO grades accounted for the largest relative proportions of

TARA opportunities at 8.7% and 23.5% respectively.

In relation to both disciplinary and grievance procedures, AO grade employees

accounted for a higher proportion of the totals than expected (they accounted for

55.6% of all grievances and 53.2% of all disciplinary procedures, whilst comprising

29.5% of all employees). G6, G7 and SCS employees combined accounted for less

than 1% of all grievances but 8% of all disciplinary procedures.

Gender

Slightly more of the new recruits than expected were men, who accounted for 48.9% of all

new recruits whilst comprising 47% of the total workforce. Proportionately more female

employees than expected were awarded TARA opportunities (57.4% were awarded to

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women, who comprise 53% of the total workforce). This was statistically significant at the

p<0.05 level. A slightly higher proportion of employee grievances came from women

(54.8%) whilst a notably higher number of disciplinary procedures were carried out against

men, who accounted for 67.7% of all disciplinary procedures undertaken.

Disability

Of those who declared a disability, fewer new recruits than expected were disabled (7.7%

of new recruits compared to 12.1% of the total workforce). Furthermore, few promotion or

TARA opportunities were awarded to disabled employees, 7.3% and 6.9% respectively.

Additionally, both grievances (17.6%) and disciplinary procedures (25%) for those who

declared a disability were higher than expected.

Ethnicity

Of those who declared their ethnicity, the proportion of joiners, disciplinary actions,

promotion, and TARA opportunities do reflect to a large extent the existing known ethnic

make-up of the Defra workforce. Those from white groups also accounted for a slightly

higher than expected proportion of grievances (97.5%) whilst comprising 92.9% of the total

Defra workforce.

Age

A higher than expected proportion of 20-29 year olds joined the workforce in 2012 (19.1%

of new recruits, compared to 9.2% of the total workforce). In previous years a higher

proportion of leavers than expected have been from the <29 age groups (In 2011 34.8% of

leavers compared to 11.7% of the total workforce). However, in 2012 the number of

employees leaving was close to what was expected for all groups except the over 60s, but

this is not unusual.

The age groups 20-39 accounted for 64.3% of promotions in 2012, although they

made up 39.3% of the entire workforce. Employees aged 50-65 accounted for just 7%

of promotions (although they make up 29.7% of the total workforce). More TARA

opportunities than expected were awarded to employees in the age group 30-39 (they

received 39.1% of TARA opportunities, whilst comprising 30.1% of the total

workforce). The proportion of TARA opportunities were lower for employees in the 50+

age groups, although those employees are more likely to hold higher graded posts.

Employees aged between 20-39 accounted for a higher than expected proportion of

the total grievances (47.6%) and disciplinary procedures (50%).

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Working Pattern

A higher proportion of new recruits than expected were full-time employees accounting for

92.0% of new recruits compared to 80.8% in the current Defra workforce. Similarly, more

promotions and TARA opportunities than expected were awarded to full-time employees,

accounting for 92.4% of promotions and 90.8% of TARAs awarded. A higher proportion of

disciplinary procedures were in relation to full-time employees, equating to 96.8% of

disciplinaries. 79.3% of all grievances related to full-time employees.

Grievance Reasons

RPA reported 98.1% of all grievances. The reasons for this will be addressed in a later

section of this report. Of the remaining grievances, the two key grievance reasons across

Defra and its Executive Agencies were “interpersonal issues” (accounting for 54.5% of the

total) and “business grievances” (accounting for 36.4% of the total). All grievances related

to white employees and the majority of grievances were filed by male employees. Due to

the low numbers of non-RPA grievances, it is not possible to specify any further details.

Disciplinary Procedures

RPA reported 54% of all disciplinary procedures. However, these will not be excluded from

the following analysis. 88.7% of all disciplinary procedures were based on „Personal

Conduct‟; the remaining 12.3% were spread over „Improper Business Practise‟ and

„Interpersonal Conduct‟. Male employees accounted for 67.7% of all disciplinary

procedures and white employees accounted for 93.6% of disciplinary procedures.

Leaving Reasons

Core Defra accounted for 39.7% of all leavers, whilst comprising 24.3% of the total Defra

workforce. Voluntary Exit (redundancy) accounted for the highest proportion of leavers,

comprising 44.4% of all leavers. Resignation accounted for 17.6% of leavers and transfers

to other Government Departments accounted for 15.1%. Retirement accounted for another

15.5% (9.6% of this was voluntary early retirement). Redundancies accounted for just

2.3% and dismissal just 1.2%. Those from senior grades (G7, G6 and SCS) accounted for

56.2% of transfers to other Departments whilst only comprising 14.6% of the total Defra

workforce. Otherwise, there are very few notable trends, with fairly even distributions

across ethnic groups, disability, grades, gender and ages for leaving reasons.

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Core Defra

Executive Summary

The core Department comprises 24.3% of Defra‟s total workforce, containing 2,161

employees, a decrease of 20.6% since 2011.

The HEO working grade represents the largest number of employees, followed by

G7.

More promotions were awarded to male employees than expected, whereas more

TARA opportunities were awarded to female employees. Non-disabled employees

were awarded more promotions than expected.

Recruitment rates of 20-29 year olds were higher than expected, although this was

counterbalanced by higher leaving rates in this age group.

Employee Profile

In total, core Defra‟s current employee profile contains 2,161 employees spread across eight working grades, a decrease of 20.6% from 2,719 employees in 2011.

As there were so few disciplinary and grievance procedures for core Defra we cannot report any further information on them, for reasons of data confidentiality.

When considering the analysis in this section, it is important to note that 4.6% of employee grades were unknown, 37.5% of the core Department‟s workforce chose not to declare their disability status and 24.2% chose not to declare their ethnicity.

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Figure 1: The distribution of core Defra employees across working grades

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Figure 2: The distribution of male and female employees in core Defra

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Figure 3: The distribution of disabled and non-disabled employees in core Defra

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Figure 4: The distribution of white and BAME employees in core Defra

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Figure 5: The distribution of employees of different age groups in core Defra

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Figure 6: The distribution of full-time and part-time employees in core Defra

Working grades

Recruitment rates were higher than expected at the HEO working grade (comprising

33.3% of all new recruits, but only 25.4% of core Defra‟s workforce). A higher than

expected proportion of leavers came from G6 (12.4% of leavers, whilst accounting for

3.7% of core Defra‟s workforce). The proportion of leavers from other grades was similar

to that which was expected.

A notably higher than expected proportion of all promotions was awarded to HEOs and

SEOs. Promotions for SEOs and Grade 7s accounted for 35% and 37.5% of all

promotions, whilst these groups comprised only 14.8% and 19.2% respectively of the core

Defra workforce.

Gender

Male employees were awarded proportionately more promotions than expected, with 60%

awarded to male employees, who comprise 49.8% of the core Defra workforce. In

contrast, female employees were awarded a notably higher number of TARA opportunities

27

(60.2% of all TARAs in core Defra). A slightly higher proportion of joiners than expected

were female (54% of all new recruits).

Disability

Of those who declared a disability, recruitment of disabled employees was marginally

higher than expected (15.5% of new employees, compared to 10.9% of the current

workforce). However, this pattern was somewhat counterbalanced by a higher proportion

of disabled employees leaving the organisation than expected (accounting for 13.2% of

employees leaving the organisation.

Disabled employees received less promotions and TARA opportunities than expected in

core Defra (3.8% of both promotions and TARA opportunities).

Ethnicity

Data in this section are based on the 76.8% of employees who declared their ethnicity. Of

these, recruitment of white ethnic groups was slightly higher than expected (86.2% of new

recruits compared to 84.1% of the total workforce). Although a higher than expected

number of promotions were awarded to white employees (93.7% of promotions), this is

lower than in 2011 when core Defra awarded 100% of its promotions to those employees

from white ethnic groups. Similarly, 89.8% of TARA opportunities were awarded to white

employees.

Age

Recruitment was notably higher than expected amongst 20-29 year olds (16.4% of new

recruits were aged 20-29, compared with just 7.6% of the workforce). Of those employees

leaving core Defra, higher than expected proportions were observed in the age groups 20-

29 (11.8% of all leavers), 50-59 (28% of all leavers compared to 21.8% of the total

workforce) and 60-64 (7.9% of all leavers compared to 3.8% of the total workforce).

More promotions were awarded to 20-29 year olds than expected, with 20% of promotions

being awarded to this age group. The proportion of promotions awarded to employees

aged 50-59 was lower than expected (7.5% of all promotions). Furthermore, a higher

proportion of all TARA opportunities than expected were awarded to 30-39 year olds (45%

of the total) and 40-49 year olds (28% of the total), compared to these two age groups

accounting for 32.9% and 33% respectively of the current core Defra workforce.

Working pattern

More joiners and fewer leavers than expected were full-time employees, who accounted

for 93.7% of all new recruits and 81.5% of all leavers whilst comprising 87.9% of core

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Defra‟s current workforce. A higher proportion of promotions (95%) and TARA

opportunities (92.9%) than expected were awarded to full-time employees. Additionally,

full-time employees accounted for 100% of disciplinary and grievance procedures.

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Animal Health and Veterinary Laboratories Agency (AHVLA)

Executive summary

Animal Health and Veterinary Laboratories Agency (AHVLA) comprises 28% of

Defra‟s total workforce, with 2,492 employees.

The AO working grade accounts for the largest number of employees, followed by

EO.

Over half of new recruits were recruited to the AO grade, which was already the

largest grade.

Lower rates of promotion than expected were observed amongst disabled and part-

time employees, as well as those from BAME groups.

58.6% of AHVLA employees are female, the largest gender discrepancy across

Defra.

Employee Profile

In total, AHVLA‟s current employee profile contains 2,492 employees spread across eight working grades.

It is important to note that only a limited number of new recruits (26 in total), disciplinaries (11 in total) and grievance procedures (4 in total) were observed. For this reason, these results are likely to be less reliable and must be interpreted with care when analysing for potential biases. Due to the low number of disciplinary and grievances, we are unable to report further breakdowns within these categories for reasons of data confidentiality.

When examining the findings in this section, it is important to note that 40.4% of AHVLA‟s workforce chose not to declare their disability status and 18.8% chose not to declare their ethnicity.

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Figure 1: The distribution of AHVLA employees across working grades

31

Figure 2: The distribution of AHVLA male and female employees

32

Figure 3: The distribution of AHVLA disabled and non-disabled employees

33

Figure 4: The distribution of AHVLA employees between different ethnic groups

34

Figure 5: The distribution of AHVLA employees between different age groups

35

Figure 6: The distribution of full-time and part-time AHVLA employees

Working grades

Recruitment only occurred in the AO, HEO and SCS grades, with a higher proportion of

new recruits than expected falling into the AO and HEO grades (AOs comprised 57.7%

and HEOS comprised 34.6% of new recruits, whilst accounting for 32.3% and 13.4% of the

total AHVLA workforce respectively). Although no recruitment occurred at AA level, there

were a higher number of leavers than expected (15.4% of leavers compared to 7.7% of the

total AHVLA workforce.

A higher proportion of promotions than expected was observed amongst the AA grade

(representing 20.8% of promotions, compared to 7.7% of the total AHVLA workforce).

Fewer promotions than expected were seen in the AO and G7 grades (representing 22.6%

and 5.7% of promotions compared to 32.3% and 12.3% of the AHVLA workforce

respectively). A higher proportion of TARA opportunities than expected were awarded to

those in the AA (12.7% of the total) and HEO (20.6% of the total) grades, with fewer TARA

opportunities than expected being awarded to those in the AO grade (25.5%).

36

Gender

The existing gender difference in AHVLA was further highlighted by the fact that women

comprised 80.8% of new joiners (whilst accounting for 58.6% of the total AHVLA

workforce). However, it is also important to note that women accounted for 61.8% of

leavers, a slightly higher proportion than expected.

There were proportionately more promotions than expected amongst female employees

(67.9% of all promotions) and more disciplinary actions than expected amongst male

employees (54.5% of the total, whilst comprising 41.4% of the AHVLA workforce).

Disability

Of those who declared their disability status, there were slightly more non-disabled joiners

than expected. There were more disabled employees leaving than expected (25.6% of the

total, whilst comprising 14.6% of the AHVLA workforce.

There were also more promotions (91.5%) and TARA opportunities awarded to non-

disabled employees than expected. All disciplinary procedures were accounted for by non-

disabled employees.

Ethnicity

Of new joiners who declared their ethnicity, there were proportionately fewer from white

ethnic groups. However, it must be noted that only 23.1% of joiners declared their

ethnicity. All promotions and 97.1% of TARA opportunities were awarded to employees

from white ethnic groups.

Age

The proportion of new recruits in the 20-39 age groups was slightly higher than expected

(38.5% of new employees compared to 34.2% of the total workforce). There were also

notably higher recruitment levels for 50-59 year olds, representing 38.5% of all new

recruits compared to 26.6% of the total workforce. Lower than expected proportions of

leavers were observed in the 30-49 age groups, specifically 40-49 year olds who

represented 15.6% of all leavers compared to 31.2% of the total workforce. The higher

recruitment at ages 50-59 is somewhat balanced by the high level of leavers within this

age group, which represented 33.4% of all leavers.

Notably more promotions than expected occurred in the 20-39 age groups, totalling 62.2%

of all promotions. This was driven by the 20-29 age group, who accounted for 24.5% of all

promotions, whilst only comprising 6.8% of AHVLA‟s total workforce. A similar pattern was

observed with TARA opportunities, as 30-39 year olds were awarded 39.3% of TARA

opportunities whilst only comprising 27.4% of AHVLA‟s total workforce. Older age groups

37

were awarded the fewest number of promotions and TARA opportunities. The age group

50+ accounted for just 11.3% of all promotions and TARA opportunities, despite

representing 34.8% of the total AHVLA workforce.

Working pattern

A slightly higher proportion of full-time employees than expected were recruited (84.6%

and a lower proportion than expected left (68.7%) compared to their representation in the

AHVLA workforce (79.1%). Full-time employees were also awarded proportionately more

promotion and TARA opportunities than expected, with 92.5% of promotions and 89.9% of

TARA opportunities awarded to full-time employees. This group also accounted for all

grievances.

38

Veterinary Medicines Directorate

Executive summary

The Veterinary Medicines Directorate (VMD) comprises only 1.7% of Defra‟s total

workforce, making it the smallest Agency examined here.

VMD‟s largest working grade is AO, followed by G7.

Grades AA and G6 had no new recruits, no leavers and no promotions despite

accounting for 5.2% of VMD‟s total workforce.

Female employees accounted for a much higher proportion of new recruits and

leavers than expected.

VMD has the lowest proportion of part-time employees across all Defra.

Employee Profile

VMD‟s current employee profile contains a total of 153 employees spread across eight

working grades.

It is important to note the limited number of new recruits (11 in total), leavers (17 in

total), promotions (9 in total) and TARA opportunities (7 in total) recorded. For this

reason, these results are likely to be less reliable and must be interpreted with care

when analysing for potential biases. Furthermore, there were no reported data on

grievances or disciplinary procedures within VMD.

When examining the findings in this section, it is important to note that 64.7% of VMD‟s

workforce chose not to declare their disability status and 22.9% chose not to declare their

ethnicity. This has resulted in very few employees with a declared disability or ethnicity,

which may affect the reliability of results. As such, interpretation of data in these areas

must be undertaken with caution.

39

Figure 1: The distribution of VMD employees across working grades

40

Figure 2: The distribution of VMD male and female employees

41

Figure 3: The distribution of VMD disabled and non-disabled employees

42

Figure 4: The distribution of VMD employees between different ethnic groups

43

Figure 5: The distribution of VMD employees between different age groups

44

Figure 6: The distribution of full-time and part-time VMD employees

Working grades

Grades AA and G6 both saw no employee movement with no new recruits, leavers or

promotions in the reporting year. Grades AA and G6 each account for 2.6% of the total

VMD workforce. The HEO grade also had no new recruits. Due to the small number of

joiners, leavers and promotions it is not possible to discuss breakdowns in other work

grades. However, there were more leavers in the G7 grade than expected and fewer

promotions (29.4% of leavers and 0% of all promotions, whilst comprising 20.3% of the

total workforce.

There were also no TARA opportunities for those in the G7 and G6 grades, despite them

comprising a combined 22.9% of the VMD workforce. No TARA opportunities were

awarded to those in the EO grade, despite them accounting for 19.5% of the VMD

workforce.

45

Gender

There was a much higher proportion of female leavers than expected, representing 70.6%

of all leavers compared to 56.9% of the workforce. The proportions of joiners, promotions

and TARA opportunities were as expected.

Disability

No disabled employees were declared as joining VMD in the reporting year, however over

60% of new employees did not declare their disability status. Non-disabled employees

comprised the vast majority of leavers, although proportionately fewer than expected.

However, 47% of leavers had unknown disability status. No promotions or TARA

opportunities were awarded to disabled employees, although the disability status of the

vast majority of those employees on TARA was unknown.

Ethnicity

All leavers were from white ethnic groups and none of the 11 new recruits at VMD

declared their ethnicity. All TARA opportunities and the vast majority of promotions were

awarded to those from white ethnic groups (those who declared their ethnicity as “White”

comprised 94.1% of the VMD workforce).

Age

There were no new recruits from the under 29 or the over 60 age groups, despite them

making up 5.9% and 9.2% of the VMD workforce respectively. There was a slightly higher

proportion of leavers than expected in the 40-59 age groups (representing 58.8% of

leavers compared to 53.6% of the workforce.

There were no promotions awarded to those employees aged over 50, despite them

making up 36.7% of the VMD workforce. There were also no TARA opportunities awarded

to those employees aged under 29 or over 60.

Working pattern

VMD has the highest proportion of full-time employees across Defra at 89.5% of the total.

The vast majority of joiners, promotions and TARA opportunities were for full-time

employees. However, there was a lower proportion of full-time leavers than expected, with

76.5% of leavers having been employed full-time.

46

Rural Payments Agency

Executive summary

The Rural Payments Agency (RPA) comprises 28.5% of Defra‟s total workforce,

making it the largest Agency examined here.

The RPA accounts for 98.7% of all Defra grievances.

The RPA has the largest proportion of part-time employees in Defra at 23.9% of all

employees.

AO is the largest working grade, followed by EO grade. The RPA Organisational

Design does not include AA level employees.

Whilst only a limited number of employees work at G7 and above, a much higher

rate of recruitment was recorded at these levels as a proportion of total recruitment.

This reflected the introduction of a new management structure following

Organisation Design.

Recruitment was higher than expected amongst non-disabled and male employees,

who accounted for 93.9% and 52.4% of the total whilst only comprising 85.2% and

45.1% of the RPA workforce respectively.

Employee Profile

In total, RPA‟s current employee profile contains 2,541 employees spread across seven

working grades (The RPA Organisational Design does not include AA level employees).

When examining the findings in this section, it is important to note that 15.2% of RPA‟s

workforce chose not to declare their disability status and 13.1% chose not to declare their

ethnicity.

47

Figure 1: The distribution of RPA employees across working grades

48

Figure 2: The distribution of RPA male and female employees

49

Figure 3: The distribution of RPA disabled and non-disabled employees

50

Figure 4: The distribution of RPA employees between different ethnic groups

51

Figure 5: The distribution of RPA employees between different age groups

52

Figure 6: The distribution of full-time and part-time RPA employees

Working grades

There was a notably higher level of recruitment than expected in the senior grades in RPA.

G7 accounted for 40.5% of all new recruits, whilst representing 3.3% of the RPA total

workforce. G6 accounted for 21.4% of all new recruits; whilst comprising 1.1% of the total

workforce and SCS accounted for 16.7% of all new recruits (SCS comprises 0.6% of RPA

total workforce). This was as a result of a new management structure being put in place

following Organisational Design.

Leavers across all working groups are almost exactly proportional to their distribution

across the workforce. In RPA the AO grade comprises 47.7% of the workforce, whilst the

EO grade comprises 28.6% and HEO grade 12.9%. Following an Agency wide

organisation redesign and efficiencies generated from RPA‟s 5 year Business Plan,

numbers at junior grades are sufficient for projected workloads.

Lower proportions of promotions than expected were observed in the AO grade, which

accounted for 35.7% of promotions whilst AO employees comprised 47.7% of the total

workforce. There were also no TARA opportunities awarded to those in this grade. TARA

53

opportunities were higher than expected in every other grade category. Notably the EO

grade accounted for 43.5% of all TARA opportunities whilst representing 28.6% of the total

workforce, the HEO grade accounted for 24.6% (12.9% of total workforce) and the SEO

grade accounted for 14.5% (5.9% of the total workforce).

Proportionately, a higher number of grievances and disciplinary procedures than expected

related to AO employees, accounting for 58.8% of total disciplinary and 55.9% of total

grievance procedures. There were fewer than expected grievances for those in G7

(representing 0.6% of all grievances, compared to 3.3% of the total workforce).

Gender

The data showed a higher rate of male recruitment than expected, with male employees

accounting for 52.4% of all new recruitment whilst comprising 45.1% of the RPA total

workforce. There was a slightly higher than expected proportion of female leavers, who

accounted for 58.2% of all leavers whilst comprising 54.9% of the RPA total workforce.

The proportions of promotion and TARA opportunities were higher than expected for male

employees, with 71.4% of promotions and 49.3% of TARA opportunities awarded to male

employees.

In relation to disciplinary procedures, a higher than expected proportion involved male

employees (82.4% of all disciplinary procedures).

Disability

Non-disabled employees accounted for a higher proportion of new recruits than expected

– almost all new recruits reported a non-disability status. Additionally, there was a higher

proportion of disabled leavers than expected, with 17.9% of leavers declaring a disability

compared to 14.8% of the RPA current workforce declaring a disability. However, it is

important to note that 21% of joiners and 20% of leavers did not declare their disability

status.

No promotions were awarded to disabled employees and TARA opportunities were

proportionately lower than expected for disabled employees (8.5% of all TARA

opportunities). A higher than expected proportion of grievances were raised by disabled

employees (17.6% of grievances) whilst 42.9% of all disciplinary procedures involved

disabled employees, which is much higher than expected.

Ethnicity

Although the proportion of new recruits and leavers from white ethnic groups was roughly

as expected, it is important to note that 26% of new recruits and 17.5% of leavers did not

declare their ethnicity.

54

Almost all promotions were awarded to employees from white ethnic groups. There were

proportionately higher than expected numbers of disciplinary and grievance procedures

relating to white employees, with 100% of disciplinary procedures and 97.5% of grievance

procedures relating to those from white ethnic groups. However, employee ethnicity was

not declared in relation to 26.4% of disciplinary procedures.

Age

A marginally lower rate of recruitment than expected was observed for the 20-29 age

group, representing 9.5% of all new recruits whilst comprising 12.2% of the total RPA

workforce. Whilst the 20-29 age group is often over-represented in recruitment, the RPA

position is likely to reflect the level of senior recruitment in RPA over the year. The 50-59

age group had a higher than expected rate of recruitment, with 26.2% of new recruits

being drawn from this age group whilst comprising 22.3% of the total RPA workforce.

Although low recruitment was seen for employees aged under 29 years, they were

awarded notably more promotions and TARA opportunities than expected. For instance,

those in the 20-29 age group were awarded 28.6% of all promotions whilst accounting for

12.2% of the RPA workforce. Furthermore, there were notably more promotions than

expected in the 30-39 age group, accounting for 50% of all promotions despite comprising

32.6% of the workforce. By way of comparison, no promotions were awarded to those

aged over 50, despite this age group comprising 28% of the total RPA workforce.

More TARA opportunities than expected were awarded to those under 29 years old

(representing 24.6% of all TARA opportunities whilst comprising 12.2% of the total RPA

workforce. In comparison, fewer TARA opportunities were awarded to those employees

aged over 50 (17.3% of all TARA opportunities). These promotion patterns are partially

explained by the proportionately low leaving rates of those aged 20-49, who account for

72% of the total RPA workforce, but just 54.9% of all leavers. These were higher than

expected in the 50+ age group at 45.2%, whilst accounting for 28% of the total RPA

workforce.

Disciplinary procedures were higher than expected in the 20-39 age groups (52.9% of the

total, whilst comprising 44.8% of the RPA workforce) and lower than expected in the 40-59

age groups (35.2% of the total, whilst comprising 49.5% of the RPA workforce).

Working pattern

In terms of employee recruitment, a higher proportion of new recruits than expected were

full-time employees, accounting for 92.9% of all new recruits, whilst comprising 76.1% of

the total RPA workforce. In comparison however, full-time employees accounted for a

lower rate of leavers than expected (67.4% of all RPA leavers).

Full-time employees were awarded all promotions and 95.7% of all TARA opportunities,

despite accounting for 76.1% of the total RPA workforce.

55

All disciplinary procedures involved full-time employees. A slightly greater number of

grievances than expected were filed by full-time employees (79% of all RPA grievances

filed).

The RPA Grievances

The RPA accounted for 98.7% of all Defra employee grievances in the reporting year.

This was likely to have been a co-ordinated approach to dispute terms and conditions.

98.9% of the RPA grievances were for “Business grievances”, which covers issues

involving the running of the business, salaries and terms and conditions. The other 1.1%

of all grievances filed involved interpersonal issues. Grievance distribution was

proportionately as expected, with the exception of the grade category. The number of

grievances raised by employees in senior grades (SEO, G7, G6, SCS) in RPA was much

lower than expected. For all other employee grades it was consequently slightly higher

than expected.

56

FERA

Executive summary

Fera comprises 11.3% of Defra‟s current workforce.

Fera is the only Defra Executive Agency to include apprentices as a separate grade

band, totalling 1.7% of the Fera workforce.

EO grade is the largest working grade in Fera, followed by HEO.

40-49 year olds comprise the largest age group in Fera.

Unlike most of Defra‟s other Executive Agencies, Fera employs more men than

women.

Proportionately more women received promotions in Fera than expected.

Proportionately more full-time employees than expected were recruited to Fera,

while proportionately more part-time employees than expected left the organisation.

Employee Profile

In total, Fera‟s current employee profile contains 1,002 employees spread across nine

working grades.

No data on disciplinary or grievances within Fera are presented or analysed since the low

sample sizes in these categories would cause the data to be disclosive. When examining

the findings in this section, it is important to note that 35% of Fera‟s workforce chose not to

declare their disability status and 35.9% chose not to declare their ethnicity.

57

Figure 1: The distribution of Fera employees across working grades

58

Figure 2: The distribution of Fera male and female employees

59

Figure 3: The distribution of Fera disabled and non-disabled employees

60

Figure 4: The distribution of Fera employees between different ethnic groups

61

Figure 5: The distribution of Fera employees between different age groups

62

Figure 6: The distribution of full-time and part-time Fera employees

Working grades

Fera is the only Defra Executive Agency to include apprentices as a separate grade band.

These comprise 1.7% of Fera‟s total workforce and they are not eligible for promotion or

TARA. 32.8% of new recruits were apprentices and we will not include this employee

group in the further analysis of the Fera workforce. A higher proportion of employees than

expected were recruited at EO grade. Employees at this grade comprised 41.5% of all

new recruits, whilst EO employees in general comprised 41.5% of the Fera workforce.

Recruitment was lower than expected at the HEO level (19.5% of new recruits, whilst the

HEO grade accounted for 26.2% of the total Fera workforce).

Leaving rates were higher than expected in the AA (7.6% of all leavers) and AO (22.8% of

all leavers) grades, despite them accounting for 2.8% and 17.1% of the total Fera

workforce respectively. Leaving rates were proportionately lower than expected in the EO

(20.3% of all leavers) and HEO (22.8% of all leavers) grades, despite these two grades

making up 27.8% and 26.2% of the workforce respectively.

63

There was a much higher than expected proportion of promotions awarded in the AO and

EO grades, together accounting for 62.5% of all promotions whilst making up 44.9% of the

Fera workforce. TARA opportunities were proportionately higher than expected in the AA

(13.2% of the total) and SEO (28.3% of the total) grades, whilst these two employee

grades made up 12.7% of the Fera workforce. TARA opportunities were lower than

expected in the EO grade (15.1% of all TARA opportunities, whilst accounting for 41.5% of

the total workforce).

Gender

Recruitment was proportionately higher than expected for male employees. 65.9% of all

new joiners were male, although men make up 54.3% of the total Fera workforce.

However, promotions were notably higher than expected for female employees as a

proportion of all Fera promotions made (56.5% of promotions whilst representing 34.1% of

its total workforce). Additionally, there were proportionately more TARA opportunities

awarded to female employees (48.1% of all TARA opportunities).

Disability

Nearly all recruits declared a non-disabled status. However, it is important to note that

34.1% of new employees did not declare their disability status. Additionally, a lower

proportion of leavers than expected were non-disabled (90% of all leavers, whilst

comprising 94.5% of the Fera workforce). However, 49.4% of leavers did not declare their

disability status.

No TARA opportunities or promotions were awarded to disabled employees. However,

43.4% of employees who were awarded TARA did not declare their disability status.

Ethnicity

Nearly all new joiners declared a white ethnicity. However, it is important to note that

62.3% of new joiners did not declare their ethnicity. A much higher proportion of leavers

than expected were from BAME groups (19.3% of leavers, despite comprising just 2.8% of

the Fera workforce). However, 34% of leavers did not declare their ethnicity.

Whilst all promotions and TARA opportunities were awarded to those from white ethnic

groups, 52.2% of those receiving a promotion and 52.8% of those receiving a TARA

opportunity did not declare their ethnicity.

Age

32.8% of new recruits were apprentices aged 20 or below and they are excluded from this

analysis. Of the remaining new joiners, recruitment in the 20-29 age group was much

64

higher than expected (24.4% of all new joiners whilst those in the 20-29 age group

comprised just 9.5% of the total Fera workforce). Those in the 30-49 age groups had a

lower level of recruitment than expected. 43.9% of new recruits came from the 30-49 age

groups, although they make up 57% of the total workforce.

The highest proportion of leavers came from the 50+ age groups. They accounted for

50.6% of leavers, whilst comprising only 32.4% of the total Fera workforce. No promotions

were awarded to employees in these age groups. Promotion in the 20-29 age group was

much higher than expected (26.1% of all promotions, compared to 24.4% of the total Fera

workforce), as well as in the 40-49 age group (43.5% of all promotions, whilst making up

32.9% of Fera‟s total workforce). Employees in these two age groups were also awarded

proportionately more TARA opportunities than expected (15.1% in the 20-29 age group

and 41.5% in the 40-49 age group). Those in the 50-59 age group were awarded

proportionately fewer TARA opportunities than expected, obtaining 11.3% of all TARA

opportunities, despite comprising 24.7% of the total Fera workforce.

Working pattern

A slightly higher proportion of full-time employees were recruited than expected (80.5% of

all new recruits, whilst comprising 77.6% of the total Fera workforce). At the same time, a

much higher proportion of part-time employees left the organisation than expected

(accounting for 44.3% of all leavers whilst making up 22.4% of the total Fera workforce).

Promotion and TARA opportunities were both proportionately higher than expected for full-

time employees. This employee group accounted for 82.6% of all Fera promotions and

84.9% of all its TARA opportunities.

65

CEFAS

Executive summary

Cefas comprises 6.2% of Defra‟s total workforce.

Cefas has the highest proportion of male employees of any Executive Agency

within Defra at 58.5% of the total Cefas workforce

Proportionately more women were recruited than expected and notably more <29

year olds were recruited than expected.

All TARA opportunities were awarded to white employees, however, a higher

proportion of promotions than expected were awarded to BAME employees.

Employee Profile

In total, the Cefas current employee profile contains 554 employees spread across seven

working grades. Cefas also employs apprentices, however they are included in the AO

grade.

It is important to note that a limited number of TARA opportunities (10 in total), promotions (18 in total) and disciplinary procedures (9 in total) were recorded. For this reason, these results are likely to be less reliable and must be interpreted with care when analysing for potential biases. The small numbers of disciplinary and grievance cases in Cefas precludes a detailed analysis due to concerns of confidentiality.

66

Figure 1: The distribution of Cefas employees across working grades

67

Figure 2: The distribution of Cefas male and female employees

68

Figure 3: The distribution of Cefas disabled and non-disabled employees

69

Figure 4: The distribution of Cefas employees between different ethnic groups

70

Figure 5: The distribution of Cefas employees between different age groups

71

Figure 6: The distribution of full-time and part-time Cefas employees

Working grades

There was no change in composition of G6 or SCS with no new recruits, leavers,

promotions or TARA opportunities. It is also important to note that Cefas has no grade AA

employees. In terms of recruitment, a much higher proportion of employees than expected

were recruited at the AO level (51.1% of all new recruits were at this grade, which

accounted for 19.1% of the total Cefas workforce). As the AO grade represents a larger

than expected proportion of the total Cefas workforce, the other grades will have had lower

than expected proportional representation. The very high recruitment of AO employees by

Cefas is partially explained by a higher than expected leaving rate amongst this grade of

employees, who accounted for 35.3% of total leavers.

There was also a higher than expected proportion of leavers from G7 (17.6% of all leavers

were from this grade, whilst comprising 9.9% of the total Cefas workforce). Consequently,

the SEO grade had fewer leavers than expected, but many more promotions to G7 than

expected. SEO grades employees accounted for 5.9% of all leavers and 27.8% of all

promotions, whilst comprising 20.6% of the total Cefas workforce. A higher number of

TARA opportunities than expected were awarded to G7 employees, accounting for 30% of

72

all Cefas TARA opportunities. All disciplinary procedures related to AO and EO level

employees.

Gender

A slightly higher proportion of women than expected were recruited to Cefas in the

reporting year. 44.7% of new recruits were women, compared to female employees

comprising 41.5% of Cefas‟ total workforce. However, more women also left Cefas during

the year, accounting for 58.8% of all leavers. Both promotions and TARA opportunities

were higher for female employees, with those awarded to women totalling 50% of all

promotions and 70% of all TARA opportunities. Female employees were also involved in

proportionately more disciplinary procedures than expected, accounting for 55.6% of the

total.

Disability

Nearly all new joiners and leavers declared a non-disabled status. There were

proportionately more promotions awarded to disabled employees than expected. However,

all TARA opportunities were awarded to non-disabled employees. Additionally, all

disciplinary procedures involved non-disabled employees.

Ethnicity

Almost all joiners and leavers declared being from a white ethnic group. Those from

BAME groups were awarded proportionately more promotion opportunities than expected.

Whilst almost all promotions were awarded to employees from white ethnic groups, the

number of promotions awarded to BAME employees was proportionately more than

expected. However, all TARA opportunities were awarded to white employees. Nearly all

disciplinary cases involved members of white ethnic groups.

Age

Employees aged 29 years or less accounted for 53.2% of new recruits to Cefas during the

year, despite only representing 13.9% of the total Cefas workforce. Recruitment in all

other age groups was slightly lower than expected, with no employees above the age of 60

being recruited. On the other hand, the 50+ age group accounted for 45% of all Cefas

leavers during the year, whilst comprising only 22.3% of its total workforce.

The 20-29 and 30-39 age groups both had higher than expected proportions of promotions

in the reporting year, with 20-29 year olds accounting for 27.8% of all promotions and 30-

39 year olds accounting for 38.9% of all promotions. These age groups represent 13%

and 31.4% of the total Cefas workforce respectively. TARA opportunities were awarded

73

primarily to 30-49 year old employees, who accounted for 80% of Cefas TARA

opportunities, whilst representing 63.6% of the total Cefas workforce.

Working pattern

Recruitment of full-time employees was higher than expected in the reporting year, with

full-time employees accounting for 95.7% of all new recruits, whilst representing 85.6% of

the total Cefas workforce. There was a notably lower proportion of leavers from the full-

time employee group (70.6% of all leavers). A higher number of promotion and TARA

opportunities were also awarded to full-time employees (94.4% of all promotions and 90%

of all TARA opportunities in Cefas. Nearly all disciplinary cases involved full-time

employees.

74

Appendix I: Workforce Data tables for Defra and Executive Agencies

Table 1: Workforce distribution data for the whole of Defra (includes core Defra and Executive Agencies) (all data shown in %)

Category Sub-category Current employees Joiners Leavers Promotions Temporary promotions Disciplinaries Grievances

Agency Core Defra 24.3 50.3 39.7 25.5 21.8 4.9 0.5

AHVLA 28 6.9 30.4 33.8 51.4 17.7 0.5

VMD 1.7 2.9 1.4 5.7 1.4 0 0

RPA 28.5 11.2 19.3 8.9 13.3 54.8 98.7

Fera 11.3 16.2 6.5 14.6 10.2 8.1 0.2

Cefas 6.2 12.5 2.7 11.5 1.9 14.5 0.1

Grade Apprentice 0.2 7.3 0 0 0 1.6 0

AA 2.9 1.5 5.7 7 8.7 4.9 0

AO 29.9 23 28.1 10.8 17.7 53.2 55.6

EO 23.9 10.9 18.6 20.4 26.8 22.6 27.2

HEO 18.1 21.5 17.3 19.1 23.5 4.8 12.7

SEO 10.3 11.7 8.5 17.8 12.1 4.8 3.7

G7 11 15.3 13.3 16.6 9.3 3.3 0.7

G6 2.2 4.8 6.1 8.3 1.9 4.8 0

SCS 1.5 4 2.4 0 0 0 0.1

Gender M 47 48.9 43.8 47.1 42.6 67.7 45.2

F 53 51.1 56.2 52.9 57.4 32.3 54.8

Disability Disabled 12.1 7.7 17.1 7.3 6.9 25 17.6

Non-disabled 87.9 92.3 82.9 92.7 93.1 75 82.4

Ethnicity White 92.9 92.9 90.6 95.9 95.3 93.6 97.5

BAME 7.1 7.1 9.4 4.1 4.7 6.4 2.5

75

Table 1: Workforce distribution data for the whole of Defra (includes core Defra and Executive Agencies) (all data shown in %)

continued...

Category Sub-category Current employees Joiners Leavers Promotions Temporary promotions Disciplinaries Grievances

Age <20 6.3 5.3 0 0 0 1.6 0

20-29 8.2 19.2 9.9 24.2 13.7 19.4 13.3

30-39 27.5 28.5 24.9 40.1 39.1 30.6 34.2

40-49 27.3 25 20.2 28.7 28.7 19.4 26.9

50-59 21.4 18.6 28.8 5.7 15.6 17.7 19.9

60-64 8.3 2.9 11.3 1.3 2.3 8.1 3.9

65+ 1 0.5 4.9 0 0.6 3.2 1.8

Work pattern FT 80.8 92 72.9 92.4 90.8 96.8 79.3

PT 19.2 8 27.1 7.6 9.2 3.2 20.7

76

Table 2: Workforce distribution data for core Defra (all data shown in %) Category Sub-category Current employees Joiners Leavers Promotions Temporary promotions

Grade AA 1.3 2.3 1.2 0 1.8

AO 14.2 13.8 12.5 0 12.4

EO 16.5 1.2 16.5 2.5 23.9

HEO 25.4 33.3 21.4 10 29.2

SEO 14.8 25.3 9.8 35 16.8

G7 19.2 17.2 21.2 37.5 14.2

G6 3.7 4.6 12.4 15 1.8

SCS 4.9 2.3 4.9 0 0

Gender M 49.8 46 48 60 39.8

F 50.2 54 52 40 60.2

Disability Disabled 10.9 15.5 13.2 3.9 3.8

Non-disabled 89.1 84.5 86.8 96.1 96.2

Ethnicity White 84.1 86.2 83.6 93.7 89.8

BAME 15.9 13.8 16.4 6.3 10.2

Age ≤29 7.6 16.4 11.8 20 14.2

30-39 32.9 32.3 26.9 45 47.8

40-49 33 29.1 23.8 25 30.1

50-59 21.8 18.5 28 7.5 7.1

60-64 3.8 3.7 7.9 2.5 0

65+ 0.7 0 1.6 0 0.8

Work pattern FT 87.9 93.7 81.5 95 87.9

PT 12.1 6.3 18.5 5 12.1

* Disciplinary and grievance data deemed to be disclosive due to a low number of data points and therefore not shown in table

77

Table 3: Workforce distribution data for Animal Health and Veterinary Laboratories Agency (all data shown in %)

Category Sub-category Current employees Joiners Leavers Promotions Temporary promotions Disciplinaries

Grade AA 7.7 0 15.4 20.8 12.7 18.2 AO 32.3 57.7 36.9 22.6 25.5 27.3 EO 23.8 0 16.4 22.6 27 0 HEO 13.4 34.6 13.3 15.1 20.6 18.2 SEO 8.1 0 6.9 9.4 6 27.3 G7 12.3 0 7.7 5.7 7.5 0 G6 2 0 2.9 3.8 0.7 9 SCS 0.4 7.7 0.5 0 0 0 Gender M 41.4 19.2 38.2 32.1 40.8 54.5 F 58.6 80.8 61.8 67.9 59.2 45.5 Disability Disabled 14.6 9.1 25.6 8.6 10.3 0 Non-disabled 85.4 90.9 74.4 91.4 89.7 100 Ethnicity White 96.6 83.3 95.3 100 97.1 83.3 BAME 3.4 16.7 4.7 0 2.9 16.7 Age ≤29 6.8 7.7 8 24.5 11.3 9 30-39 27.4 30.8 22 37.8 39.3 27.3 40-49 31.2 23.1 15.6 26.4 26.6 18.2 50-59 26.6 38.4 33.4 11.3 19.5 27.3 60-64 6.2 0 16.2 0 2.6 18.2 65+ 1.8 0 4.8 0 0.7 0 Work

pattern FT 79.1 84.6 68.7 92.5 89.9 90.9 PT 20.9 15.4 31.3 7.5 10.1 9.1 *Grievance data deemed to be disclosive due to a low number of data points and therefore not shown in table

78

Table 4: Workforce distribution data for the Veterinary Medicines Directorate (all data shown in %)

Category Sub-category Current employees Joiners Leavers Promotions Temporary promotions Grade AA 2.6 0 0 0 28.6 AO 28 36.4 23.5 33.3 42.9 EO 19.6 18.2 17.6 33.3 0 HEO 15.7 0 5.9 11.1 14.3 SEO 9.2 9.1 17.6 22.2 14.3 G7 20.3 36.4 29.4 0 0 G6 2.6 0 0 0 0 SCS 2 0 5.9 0 0 Gender M 43.1 44.4 29.4 44.4 42.9 F 56.9 55.6 70.6 55.6 57.1 Disability Disabled 7.4 0 11.2 0 0 Non-disabled 92.6 100 88.8 100 100 Ethnicity White 94.1 0 100 87.5 100 BAME 5.9 0 0 12.5 0 Age ≤29 5.9 0 5.9 22.2 0 30-39 31.4 36.4 11.8 44.4 42.9 40-49 26.1 36.4 29.4 33.3 14.3 50-59 27.5 27.3 29.4 0 42.9 60-64 8.5 0 5.9 0 0 65+ 0.7 0 17.6 0 0 Work pattern FT 89.5 90.9 76.5 88.9 85.7 PT 10.5 9.1 23.5 11.1 14.3 *Disciplinary and grievance data deemed to be disclosive due to a low number of data points and therefore not shown in

table

79

Table 5: Workforce distribution data for the Rural Payments Agency (all data shown in %)

Category Sub-category

Current employees Joiners Leavers Promotions

Temporary promotions Disciplinaries* Grievances

Grade AO 47.7 2.4 47.3 35.7 0 58.8 55.9

EO 28.6 7.1 25.9 28.6 43.5 29.4 27.1

HEO 12.9 9.5 13.4 14.3 24.6 2.9 12.7

SEO 5.9 2.4 6.7 7.1 14.5 0 3.7

G7 3.3 40.5 4.6 0 8.7 2.9 0.6

G6 1.1 21.4 1.3 14.3 8.7 5.9 0

SCS 0.6 16.7 0.8 0 0 0 0

Gender M 45.1 52.4 41.8 71.4 49.3 82.4 45

F 54.9 47.6 58.2 28.6 50.7 17.6 55

Disability Disabled 14.8 6.1 17.9 0 8.5 42.9 17.6

Non-disabled 85.2 93.9 82.1 100 91.5 57.1 82.4

Ethnicity White 95.9 96.7 97.5 91.7 95.4 100 97.5

BAME 4.1 3.3 2.5 8.3 4.6 0 2.5

Age ≤29 12.2 9.5 8.4 28.6 24.6 14.7 13.3

30-39 32.6 31 26.4 50 30.5 38.2 34.6

40-49 27.2 28.6 20.1 21.4 27.6 17.6 26.7

50-59 22.3 26.2 24.3 0 15.9 17.6 20

60-64 4.8 2.4 11.7 0 1.4 5.9 3.5

65+ 0.9 2.4 9.2 0 5.9 1.8

Work pattern FT 76.1 92.9 67.4 100 95.7 100 79

PT 23.9 7.1 32.6 0 4.3 0 21

*One disciplinary procedure had to be omitted from the RPA dataset as no demographic data was provided for this individual

80

Table 6: Workforce distribution data for Fera (all data shown in %) Category Sub-category Current employees Joiners Leavers Promotions Temporary promotions Grade Apprentice 1.7 32.8** 1.3 0 0 AA 2.8 4.9 7.5 4.3 13.2 AO 17.1 17.1 22.5 30.4 11.3 EO 27.8 41.5 20 34.8 15.1 HEO 26.2 19.5 22.5 13 26.4 SEO 12.7 4.9 12.5 0 28.3 G7 9.8 12.2 12.5 4.3 5.7 G6 1.4 0 0 13 0 SCS 0.5 0 1.3 0 0 Gender M 54.3 65.9 55 43.5 50.9 F 45.7 34.1 45 56.5 49.1 Disability Disabled 5.5 7.4 10 7.1 0 Non-disabled 94.5 92.6 90 92.9 100 Ethnicity White 91.9 86.2 80.8 100 100 BAME 8.1 13.8 19.2 0 0 Age <20 1.2 23 1.3 0 0 20-29 9.5 26.2 7.5 26.1 15.1 30-39 24.1 13.1 21.3 30.4 26.4 40-49 32.9 16.4 20 43.5 41.5 50-59 24.7 14.8 31.3 0 11.3 60-64 5.6 4.9 10 0 5.7 65+ 2.1 1.6 8.8 0 0 Work pattern FT 77.6 86.9 56.3 82.6 84.9 PT 22.4 13.1 43.8 17.4 15.1 * Disciplinary/grievance data deemed to be disclosive due to a low number of data points and therefore not shown in table ** Apprentices were excluded from other proportional analyses.

81

Table 7: Workforce distribution data for Cefas (all data shown in %)

Category Sub-category*

Current employees Joiners Leavers Promotions

Temporary promotions Disciplinaries

Grade AO 19.1 51.1 35.3 44.4 10 77.8

EO 24 14.9 17.6 11.1 20 22.2

HEO 22 19.1 23.5 16.7 20 0

SEO 20.6 12.8 5.9 27.8 20 0

G7 9.9 2.1 17.6 0 30 0

G6 3.6 0 0 0 0 0

SCS 0.7 0 0 0 0 0

Gender M 58.5 55.3 41.2 50 30 44.4

F 41.5 44.7 58.8 50 70 55.6

Disability Disabled 6 6.4 2.9 16.7 0 0

Non-disabled 94 93.6 97.1 83.3 100 100

Ethnicity White 96.2 94.8 96.9 94.1 100 88.9

BAME 3.8 5.2 3.1 5.9 0 11.1

Age <20 0.9 12.8 0 0 0 0

20-29 13 40.4 20.6 27.8 0 44.4

30-39 31.4 27.7 32.4 38.9 60 11.1

40-49 32.3 14.9 14.7 27.8 20 11.1

50-59 18.4 4.3 17.6 0 10 22.2

60-64 3.4 0 8.8 5.6 10 11.1

65+ 0.5 0 5.9 0 0 0

Work pattern FT 86.8 95.7 70.6 94.4 90 88.9

PT 13.2 4.3 29.4 5.6 10 11.1

* Cefas also employs apprentices, however includes them in their AO grade rather than as a separate grade category.

2012 workforce monitoring - gov.uk

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