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## Foreword

At Kry/Livi, we are on a mission to fast-forward the future of healthcare by ensuring that the care we deliver to our patients is accessible, personal and proactive. 

As almost 60% of our patients identify as female, we know it is critical to our success as a rapidly growing healthcare provider to understand and respond to the needs of those female patients. The Gender Pay Gap is a highly useful instrument for us as we measure and evaluate our progress towards gender parity.  

As mentioned in our last report, 2023 was a tough year at Livi. Internal restructuring and headcount reductions have meant that there have been fewer employees to help drive the actions from our plan. In spite of those challenges, we are pleased with the trends that we are seeing and feel confident that the actions that we have implemented from our last report are having a positive impact. Our gap has improved from last year, proving that we are still on the right track, enabling us to continue helping as many patients as possible. 

## Definitions and Context 

### Why are we publishing these figures?
Since 2017, the UK Government requires all UK companies with over 250 employees to publish Gender Pay Gap figures. This reporting is done on an annual basis and must be submitted to the Government for monitoring and published on our website.  The data contained in this report is from the snapshot date of 5th April 2023.

### What is Gender Pay Gap reporting?
Gender Pay Gap reporting highlights the difference between the average earnings for male and female employees  at an organisation. It’s important to note that a Gender Pay Gap does not indicate an equal pay problem. The difference between Gender Pay Gap and equal pay across gender is that equal pay is determined in law as the right for women and men to be paid the same when doing the same or equivalent role. This is not a report on the pay difference between men and women who carry out the same jobs, similar jobs, or work of equal value. That is equal pay which is covered by the Equal Pay Act in the UK.  

The Gender Pay Gap is measured in two different ways: as a median figure, and as a mean.

- The __median__ reflects the middle of the distribution as a measure of average pay.

- The __mean__ Gender Pay Gap reflects the difference in average hourly pay between men and women.

## Understanding our pay gap 

### Hourly Pay Gap

| Hourly summary     | %     |
| ---------- | ---------- |
| Mean Gender Pay Gap in Hourly Pay       | 3.70%       |
| Median Gender Pay Gap in Hourly Pay       | -3.40%       |
|       |      |

Our data shows that we have closed the pay gap in what is considered to be the most important measure - the median hourly pay gap of men compared to women. __Our data this year shows that our median Gender Pay Gap stands at -3.4% less for men than for women__. 

__Our mean hourly Gender Pay Gap is 3.7% lower for women than it is for men__. This is an improvement of 5.3% on last year’s figure which is a very positive outcome considering the limited resources we have had to implement our action plan. We hope that this downward trend will continue into next year’s report. 

### UK Pay Quartiles

| Quartile Summary     | Men [%]     | Women [%]     |
| ---------- | ---------- | ---------- |
| Lower quartile       | 20.00%       | 80.00%       |
| Lower middle quartile     | 42.60%       | 57.40%     |
| Upper middle quartile       | 29.30%      | 70.70%   |
| Upper quartile       | 30.50%      | 69.50%       |
|      |       |        |

Another success story is that we have seen continued growth in the representation of female talent in more senior roles in the business. Female talent is valued and we see this __in particular in our upper pay quartile where we have seen an increase to 69.5%__, over a 10% increase on last year’s data. This is reflective of still having a good representation of women in senior roles and a higher proportion of female GP’s in our clinical workforce. We believe our flexible working practices which promote a healthy work-life balance have a lot to do with our gender parity across the quartiles.

### UK Bonus Pay Gap

| Bonus summary    | %     |
| ---------- | ---------- |
| Proportion of male relevant employees with bonus pay   | 5.60%      |
| Proportion of female relevant employees with bonus pay | 5.30%       |
| Mean gender pay gap in bonus pay      | 68.40%      |
| Median gender pay gap in bonus pay    |    0.00%    |
|     |       |

Whilst there is a bonus gap, this data is based on a small dataset and includes employee referral bonus data. There have historically been very limited bonuses paid but where there have been some ad hoc payments, these have contributed to creating a gap. 

In 2023, we stopped our employee referral scheme and also removed bonus payments for our senior staff members. We have seen our Mean Bonus Pay Gap increase substantially, however attribute this to some final bonus payments for male employees who are no longer in this business. This is strengthened with the fact our Median Bonus Pay Gap reduced to 0% from last year's figures. We are hoping that this will help with a downward trend in next year’s data. 

### What are we doing to address the pay gap? 

There have been some fundamental changes to the restructuring of Kry/Livi which will help the company to work smarter and more efficiently. However, with a reduction in headcount, we have fewer people to work on rolling out our action plan. This means that we have not been able to implement as many of the actions raised from last year but we are focused on ensuring that we bring this list back to the forefront and deliver a roadmap to address these action points this year. 

### Inclusive Leadership and Coaching

Employees across different management levels, divisions and countries were part of a special design Inclusive Leadership Program, focusing on Diversity and Inclusive Leadership. The Inclusive Leadership Program was a 3 step program, including Group Session led by D&I expert, Self-phased e-learning path (including training about Unconscious Bias, Our D&I framework etc). and access to unlimited personal coaching sessions for 6 months through CoachHub, with a qualified D&I coach. The Self-phased E-learning Path was later on distributed to the whole company, for everyone to take part of.

### Policies and Procedures

We are still in the process of reviewing and updating all of our policies throughout the business for fairness and consistency. Including the introduction of some “women specific” policies that will help highlight additional support we can provide to our female colleagues.

## Declaration

I’m glad to see that our data is going in the right direction and that the gap has been closed in some areas. However, if we are going to be able to keep providing high quality care to our patients, we should be pushing this even further. That is why as of next year, we will be following the EU Directive on Gender Pay Gap reporting which goes even further than the current UK requirements. In this new format, we will be able to delve deeper into our data to provide greater insight in what the gap looks like in real terms. This will make it easier for us to identify and implement actions that will make a difference to our employees helping to deliver outstanding care. 
We confirm that our data is accurate and has been calculated in accordance with the statutory requirements as required under the Equality Act 2010 (Gender Pay Gap Information) Regulations 2020.

__Signed by Lyndsey Reeves, Director of Operations UK__

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Gender Pay Gap

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Gender Pay Gap Report 2024 - Livi UK

It’s the start of the new financial year and this means that the NHS GP contract for 2024/2025 is being put in place. While the principle changes are centred around cutting bureaucracy, improving flexibility – financial and staffing flexibility – and improving access and patient experience, the contract has been met with widespread criticism.

[99% of BMA members](https://www.thelondoneconomic.com/news/gp-strike-on-the-cards-after-99-reject-new-government-contract-371739/) voted overwhelmingly to reject the government changes to their contract and will likely take industrial action based on the fact that the new GP Contract 2024/25 doesn’t go far enough to support practices with the resources they badly need.

It is likely the extra funds allocated in the contract will only cover extra patients from population growth and won’t increase the average payment practices receive per patient, meaning funding, when you take inflation into account, is not increasing.  With only 1.9% funding uplift for 2024/25, the stability and sustainability of general practice is at risk.

__Lyndsey Reeves, Director of UK Operations at Livi__, says: “Primary Care has met the details of the new GP contract with frustration. It would appear that it lacks the funding, the elements of true transformation and long-term strategy in order for PCNs to be successful in overcoming the challenges they face.”

Enhancing access and improving capacity will become more of a challenge for PCNs who are looking to increasingly do more with less. Now more than ever, digital clinical resources combined with digital tools can be mobilised to support practice teams with additional appointments, patient communication and offer a flexible workforce when practices are understaffed.

__Lyndsey continues__: “Livi is focussed on the challenges PCNs face and offering the support needed for them to be successful. For example, Livi’s communication tools such as website provision and MJog patient messaging, together with clinical services, could help PCNs to deliver against the Access Recovery Plan, addressing areas such as empowering patients, increasing capacity and reducing bureaucracy. Digital healthcare providers are uniquely placed to align with PCNs to complement and enhance high quality clinical care, which is ultimately the goal. But we need to see consistent funding to scale digital effectively.”

__Jamie Griffin, Head of NHS partnerships at Livi__, believes partnerships between the NHS and the private sector should now be a consideration to improving patient access and health outcomes.

“Funding has been tight across all of primary care for the last few years and the new GP Contract will make it even harder for GP practices to cover their costs. It is the responsibility of the digital health leaders in primary care, like Livi, to offer practical, affordable and valuable services to help NHS partners.

“Our aim is to provide every GP practice with additional, easily accessible appointments that are only paid for when used, so that practices know there is an ever-present safety net available should they see short- or long-term workforce issues. For patients this means improved access to appointments, better care provision and improved experiences."

With primary care under pressure, Livi is a leading Virtual Practice Partner.  We provide digital clinical capacity (GPs and ACPs) as well as a suite of technology tools that successfully support practices to integrate digital and increase capacity and their efficiency. This includes: digital appointments via video; practice management tools; and patient messaging services.