Corporate social responsibility
How we support women in finance
Everything we do at Charles Stanley is driven by our values which define how we work with our clients, colleagues, and the wider communities within which we work, and this is supported by our commitment to create a diverse and inclusive culture.
Diversity numbers
We closely monitor our staff gender balance and focus on ways in which we can adapt our recruitment, training, benefits and employee support mechanisms to help us achieve our aim of increasing female representation at senior management level.
2020
When we signed the Charter in June 2017 we had 28% female representation in senior management, and in 2020 we were pleased to report that we had exceeded our original Charter target with 37.1% of our senior management being female.
2021
In 2021 we narrowed our definition of the senior management population, as well as setting a new, more ambitious target of 35% - 40% of our Senior Management will be female by the end of 2023.
2022
We accelerated our DEI efforts understanding we still have much more to do to improve female representation at senior levels over the coming years.
Our Diversity & Inclusion targets
Given the impacts of the recent acquisition by Raymond James, we are looking to extend our target date to allow for us to integrate and embed our D&I strategies and initiatives.
Diversity numbers
Our commitment to the Charter and our D&I programmes continues to be a priority for Charles Stanley and our accelerated D&I efforts continue. Working with Raymond James brings new opportunities, and we can evolve our D&I initiatives together and continue on our accelerated D&I plans.
The graph shows our gender split at Charles Stanley as of March 2024, across our full population of staff, our Executive Committee and Board.
What is the Women in Finance Charter?
In June 2017, we became a signatory to the Women in Finance Charter, a government-led initiative designed to encourage gender balance across the financial services sector.
By signing up to the Charter, firms:
- indicate their commitment to support the progression of women into senior roles;
- set targets and implement the right strategy for their organisations to achieve those targets; and
- publicly report on progress to deliver against their targets to support the transparency and accountability needed to drive change.
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What we have done so far
Maternity & Paternity
We have enhanced our maternity, paternity and shared parental leave pay policies, and refined our maternity buddy scheme.
Leadership development
Our annual leadership development programme continues to offer our pipeline of female senior managers the opportunity to develop.
Training
We have been training managers in interview techniques designed to reduce the likelihood of unconscious bias by managers who recruit ‘in their own image’.
Gender Pay Gap
The aim of gender pay gap reporting helps organisations understand the size and causes of the pay difference between men and women in their organisation and identify any issues that may need to be addressed.
Key initiatives to drive more diversity
- Working with diversity-orientated recruitment firms, including those that support a return to work women and senior female hires
- Facilitating a company-wide shift towards a more flexible way of working• Participating in the 30% Club, a global campaign to increase gender diversity at the senior management level
- An in-house Leadership & Development programme to support career progression
- Offering in-house mentoring and buddies