Corporate report

SLC Equality, Diversity and Inclusion Annual Report 2021

Published 31 January 2022

1. Introduction

As the Chief Executive of the Student Loans Company (SLC), I am pleased to publish this annual report showing how we are meeting our equality responsibilities and reporting on progress against our new equality objectives for 2020 - 2023, our specific Equality, Diversity and Inclusion (EDI) action plans and our annual compliance monitoring report.

EDI is one of our corporate priorities enabled by our People Strategy. Much of the focus of our People Strategy in 2020 rightly shifted to the challenges posed by the pandemic - and the need for most staff to work from home - however our ambition to be a great place to work continues unabated. We are committed to sustaining a positive supportive and inclusive workplace where everyone is treated fairly. We respect the diversity of all who work at SLC and want everyone to achieve their full potential to contribute fully and to gain maximum benefit from the opportunities available. Our People Strategy sets out our plans to be an employer of choice not only for existing colleagues but for new ones as well and diversity and inclusion is central to these plans.

I was delighted that our commitment to embedding equality and fairness across SLC was recognised in June 2020 by the National Centre for Diversity (NCD) when we were awarded Investors in Diversity accreditation.

This report highlights the progress we are making against our new objectives and where we are going next, to reach our goals. We are committed to making sure that the SLC meets its equality obligations and encourages all of us to work together to make maximum impact so that change is positive, embedded and sustainable.

Our diversity commitment is shaped by our people and their continuing commitment and contribution. So I’d like to take this opportunity to thank all my colleagues who are helping to develop this agenda, making the SLC a great place to work and to be an employer of choice within the public sector.

2. Our Commitment to Equality, Diversity and Inclusion

2.1 EDI Strategy

SLC has an established commitment to equality, diversity and inclusion (EDI). In October 2021 SLC published the statutory gender pay gap report, published at GOV.UK/SLC. SLC also published its new EDI Strategy last year, including three objectives:

• To build and maintain a diverse and inclusive workforce
• To cultivate and promote a workforce culture where everyone is included and is encouraged to be their true selves and feels accepted for who they are
• To work together towards an empowered and engaged workforce.

The EDI Strategy outlines our ambitious action plan to support our three objectives. We will keep our EDI Strategy under continuous review to ensure its ongoing relevance and to set further actions where new priorities emerge. Due to COVID-19, we have had to make some adjustments to target dates within our action plans, but we will progress these, albeit to new timetables in some cases. For example, some actions around engagement with community and schools have been put on hold but are ready to roll out when appropriate. Conversely, we brought forward activity to protect the health and wellbeing of our colleagues.

2.2 Investors in Diversity

In June 2020 SLC successfully achieved Investors in Diversity (IiD) a national equality standard with the National Centre for Diversity (NCD), following the conclusion of an assessment and accreditation process. NCD noted that SLC had improved substantially since the first Investors in Diversity survey in 2016/17 and the Company was now in a good position to embed Equality, Diversity and Inclusion into everything it does. The NCD was impressed by the Executive Leadership’s Team response to dealing with the COVID- 19 pandemic and its swift action to develop policies and procedures to protect and support employees working at home and members of our minimum essential teams who remained in our covid secure offices. NCD also made some further recommendations which we have incorporated into our EDI Strategy. These help us monitor our diversity and inclusion efforts and provides an opportunity to learn from and share from our peers.

SLC is now able to use ‘Achieved Investors in Diversity’ logos which in turn will assist with our brand in improving the reputation of the company in the recruitment space to attract and retain an increasingly skilled and diverse workforce of the future.

2.3 Employee Engagement

When diversity and inclusion is done right, differences are embraced. In our annual employee engagement surveys the statement ‘People from all backgrounds are treated fairly at Student Loans Company’ scored 7.9 out of 10 in November 2018, 8.1 in January 2020 and 8.3 in February 2021. We are pleased with this upward trend and are continually monitoring how we can further improve engagement. In addition, we have been taking regular pulse surveys throughout the pandemic and high levels of engagement are demonstrated in response rates of over 80% to these surveys.

We are delighted that our new Colleague Representative Group which was formed in 2020 has taken a key role as an employee led mechanism, acting as a trusted knowledgeable sounding board. The Group plays an integral role in improving communication and engagement from the top down and bottom up, supporting management teams with problem solving and implementing new ideas and ways of working. The Group continues to work in an open, transparent and inclusive way, respecting the diversity of perspectives among the Group and colleagues from across our locations as well as with existing and fledgling diversity networks.

2.4 Our Equality Journey

Although the COVID-19 pandemic has been a Company focus during this EDI reporting period, work towards the SLC People Strategy under the main four themes has progressed well. SLC has kept pace with the changing working landscape by introducing and updating policies including the Caring for Dependents and Working from Home Policies and ensured these were designed with a diversity and inclusion focus. The company is now planning for what post-pandemic working will look like, with flexible/blended working having taken great strides.

Since the start of the pandemic in March 2020 appropriate management information has been gathered from pulse surveys and focus groups on topics such as future workplace models, and the mental and physical wellbeing of staff, which has enabled a number of support mechanisms to be created and signposted for all colleagues. The SLC is committed to creating and sustaining a positive and supportive working environment for its employees as well as offering a customer experience that reflects our vision, mission and behaviours.

2.5 Health and Wellbeing

We continue to protect and support our employee’s mental health as we communicate about COVID- 19, support wellbeing and encourage a work/life balance for all. This year SLC continued taking steps to making health and wellbeing a core part of the culture, with promotions on mental health awareness to all employees on Time to Talk Day, Mental Health Awareness Week and curating a Wellbeing Pack at the turn of the year as well as signposting various supports available throughout the pandemic. We launched our new Employee Wellbeing Policy in the summer of 2020 which emphasises a ‘prevention first’ approach to promoting wellbeing in the workplace ensuring everyone has access to the information they need to flourish, thrive and be well at work whether they be working from the home or office. SLC also launched its new Domestic Abuse policy. As an employer we play an important role in reassuring employees that there is help and support available.

We are taking regular pulse surveys on wellbeing to help us monitor internal progress in building a more inclusive environment and better understand the experiences of our employees improving employee engagement and retention. We also joined the Civil Service Disability Network (CSDN) to share best practice in preparation for launching our disability network as per our EDI Strategy commitments.

2.6 Gender pay gap

Our 2020 gender pay gap report saw a slight increase in both the mean and median gender pay gap from 2019. Our 2020 mean gender pay gap of 10.69% represents an increase of 0.42% (2019: 10.27%) and the median gap of 3.7% represents an increase of 1.81% (2019: 1.89%). We explain the detail behind these results in the report published at GOV.UK/SLC.

	2020 Pay Gap	2019 Pay Gap	Change between 2019 and 2020
Median	3.70%	1.89%	+1.81%
Mean	10.69%	10.27%	+0.42%

What are we doing to close the Gender pay gap

SLC continues to undertake number of activities with a focus on closing the gender pay gap, including:

• A People Strategy that focuses on the workforce and their rewards. A key element of this strategy is to recognise the strengths and commitment of a diverse workforce.
• Published a new three-year Equality, Diversity and Inclusion (EDI) Strategy spanning 2020-23 which has gender equality as a core element and monitoring progress against specific EDI action plans.
• We will continue to use high quality data to understand the drivers of our gender pay gap to target actions to deliver the most effective results.
• In 2020 SLC responded quickly to address the Covid crisis, as we moved the majority of our workforce to homeworking and put policies and guidance in place to support working parents and carers, developing our workplace culture to support them at this unprecedented time.
• We will continue to improve workforce flexibility for women building on positive strides made in this area as a result of the pandemic as we embrace new ways of working.
• To ensure that there is a focus on attracting, retaining and recruiting from the widest possible talent pools:
  • There is a continued focus on our Emerging Talent programme; building apprenticeship, internship, and graduate programmes to enable better career paths for those starting their working lives.
  • We continue to promote diversity across our workforce, utilising recruitment platforms including Women in Tech Jobs, participating in various STEM events to address the gender imbalance and pledging our support to the We Are Tech Women network to increase the number of women working in technology roles in SLC.
  • A suite of leadership development programmes will build the pipeline of senior talent in the organisation, deepening our leaders’ ability to build and develop diverse teams, and to support resilience and wellbeing.
• We continue to invest in a total reward package for all employees with varied offerings including a range of new and enhanced employee benefits which can be tailored to personal choice to support a varied range of demographics and lifestyle choices reflective of our diverse workforce.
• We will introduce greater transparency regarding performance related reward processes utilising high quality data at Directorate level to improve the bonus gap, ensuring managers understand that their decisions need to be objective, and evidence based.
• Our continued commitment to pay and recognition will enable a culture of reward for performance, skills and contribution, and in turn support our overall commitment to attract, recruit and retain from the widest possible talent pools.
• We progressed our pay business case to improve our pay and grading framework, with focus on fairness, consistency and transparency.
• A newly introduced career pathway programme to attract, develop and retain a workforce to reflect the public we serve. Career Pathways will provide the structured support to enable personal development and career progression for our existing and future female leaders and individual contributors at all levels, while helping to embed a culture where colleagues are rewarded for their skills and contribution to SLC. Flexibility in learning opportunities and choice in career development are core principles of this programme.
• A commitment to share Gender Pay Gap best practice using the SLC cross government and non-departmental public bodies networks and forge strong connections.

2.7 Leadership Development

We need to harness talent across the widest possible base reflecting diversity in all its forms to develop an engaged, inclusive and talented workforce that contributes to the development of a high- performing organisation. The company has developed a suite of leadership development programmes to build the pipeline of senior talent in the organisation, with the Executive Leadership team taking an active part in delivery. More than thirty senior managers, with an equal gender split, participated in our Becoming a Leader development programme, deepening their ability to build and develop diverse teams, and to support resilience and wellbeing. One female participant has subsequently progressed to our Senior Leadership team, enhancing gender balance in our senior Technology team. The coming year will see the introduction of our Senior Leadership and Executive Leadership development programmes.

2.8 Emerging Talent

Across all directorates within the company our Emerging Talent initiatives have continued to grow, with an increase in participants from 23 in 2019 to 48 in 2020. This includes an increased utilisation of apprenticeship frameworks growing from 6 to 12. Included in these figures is our inaugural Graduate Programme with 10 Graduates commencing in 2020.This year also saw a pivot to upskilling rather than recruitment during COVID and we released a policy titled ‘Utilising Apprenticeships as a Development Opportunity’ with 19 colleagues being successful in their applications in the first year. Half of our interns have secured places on our graduate programmes or substantive roles. The company has committed to grow our Emerging Talent programme further as part of our wider desire to attract and retain high calibre individuals and we expect to significantly increase our Graduate offering in 2021 with a high focus on our Technology roles. We also aim to have our STEM Women working group take part in a number of initiatives to promote a STEM career with school aged girls. We aim to show our commitment to the Care leavers covenant by offering ringfenced Internships for care experienced young people across some of our different business areas.

3. Progress on our EDI objectives for 2020-2023

SLC has implemented the following actions over the past year in line with our EDI Strategy document and to help us to further embed a culture where people of any background can feel safe, valued and included.

3.1 Objective 1: To build and maintain a diverse and inclusive workforce

Recruitment that is Diverse and Inclusive

• Recruitment has been a particular focus in terms of de biasing processes. SLC is currently transitioning to blind recruitment where personal details are removed during the screening process and we are looking at other tools available to remove bias in the recruitment and promotion process.

Equality in Retention

• Systems were introduced in 2020 to enable managers to record and monitor the effectiveness of workplace modifications as well as reasonable adjustments being put in place under the Equality Act 2010 to support employees with health-related needs. This approach builds on the existing right to request flexible working.

A more representative workforce

• SLC joined the Civil Service Disability Network (CSDN) in 2020 and now participates at monthly membership meetings to share best practice as we prepare to launch our own Disability, Ability and Wellbeing Network group.
• Working in partnership with Business Disability Forum (BDF) since 2020 to guide us to become a Disability Confident Leader by June 2022.
• Our LGBT+ community and allies network, Arcus, has been vital during the pandemic. The network held their own Pride Season online in July 2020, with the theme of ‘Pride at Home’ and have hosted regular virtual catch up and chat alongside activities such as virtual quizzes and bingo nights.
• Work continues regarding our Emerging Talent programmes and line manager skills to recruit and retain a diverse and inclusive workforce.
• The company launched our Apprenticeships as a Development Opportunity Policy in 2020 helping to drive our continued investment in young talent and building our workforce of the future.

3.2 Objective 2: To cultivate and promote a workplace culture where everyone is included

An Inclusive Culture

• EDI Policy was reviewed in September 2020. The policy now incorporates a clear anti-bullying/harassment/discrimination support pathway for employees and their line managers.
• A new and improved EDI e-Learning module was designed, built, and launched in December 2020 to coincide with International Day of People with Disabilities. It includes an interactive section on unconscious bias and micro-incivilities. We developed a supporting resource for managers on the topic of dignity and respect, to be used at team meetings to further embed the learning. The e-Learning has been very well-received and completion rate is 97% across SLC as of 30 March 2021.
• We have maximised opportunities to inform and engage employees with regard to our EDI ambitions, and we have shown commitment to enabling employees to help shape the narrative around EDI issues. For example, we ran pulse surveys in the autumn of 2020 and summer of 2021 to gather feedback and data to better understand the makeup of our workforce including those who have caring responsibilities.
  We are marking key dates in the EDI calendar by sharing meaningful activity that is making a real difference, such as an article on female employees in STEM roles on International Women’s Day 2021. Our Ask Paula mailbox, which enables colleagues to submit questions to our CEO, has encouraged dialogue with senior leaders on a range of topics, including disability issues and family friendly policies and procedures.

Make SLC a great place to work for everyone

• We introduced a new Employee Wellbeing Policy in September 2020 to promote positive physical and mental health for all our employees. The policy also contains sections relating to menopause, bereavement and a referral pathway for health and wellbeing support for all colleagues.
• The Company got behind the UK Government’s Domestic Abuse Covid-19 Campaign #Youarenotalone and introduced a new Domestic Abuse Policy in June 2020.
• We continue to encourage the use of our EAP Service and Mental Health First Aid service and review usage for both. We also continue to provide a working environment that is inclusive and accessible for all colleagues.

Family friendly and flexible working procedures in place

• In response to the pandemic SLC kept pace with the changing working landscape by introducing and updating policies throughout including a Caring for Dependents and Working from Home Policy ensuring these were designed with a diversity and inclusion focus (and is now planning for what post-pandemic working will look like).
• SLC ensured no employee was put at financial detriment as a result of COVID-19 to support those who had to self-isolate and adapted working patterns for those with caring responsibilities
• All our family friendly policies are kept under review.

3.3 Objective 3: To work together towards an empowered and engaged workforce

Recognising and rewarding the hard work

• Work is ongoing reviewing the current reward structure and developing a ‘fit for purpose’ pay and grading structure. SLC operates in a highly competitive market for technology skills and while the public sector cannot complete with the private sector on pay alone, we aim to be a great place to work by offering an overall package which is compelling with focus on fairness, consistency and transparency.
• In March 2019 HM Treasury approved SLC’s Low Pay Business Case. As a result, the company was able to raise all employees to at least the Real Living Wage (as defined by the Living Wage Foundation), and SLC is committed to becoming an accredited Real Living Wage Employer by 2023 and working with Government to achieve further improvements.
• Continue to use high quality data to understand the drivers of our gender pay gap and targeting actions to deliver the most effective results.
• Offering flexible working and blended working, that is working from home for one day or more each week post pandemic, championing work-life balance.

Promote, support and communicate our EDI commitment

• Comply with the reporting requirements of the Public Sector Equality Duty (PSED) and the gender pay gap reporting regulations
• Continue building and embedding our action plan to support mental health and wellbeing in the workplace, marking key dates in the calendar including Mental Health Awareness Week in May.
• We communicate our EDI ambitions throughout SLC and highlight storytelling that celebrates inclusivity and diversity in internal and external communication channels on a regular basis. For example, our Diwali Pack contained ideas for colleagues to celebrate Diwali in November 2020 at home and in the office.

4. Governance and Measuring Success

Progress against the Equality, Diversity and Inclusion Strategy is monitored as part of SLC’s Corporate Governance. Within SLC’s governance structures, the Board has established a Remuneration Committee (RemCo) as a Committee of the Board to support it in its responsibilities in formally reviewing regular compliance reports, diversity data and Employee Engagement developments, and formally receives updates on progress with the Equality, Diversity and Inclusion Strategy.

At a Corporate level, activity is overseen by a Diversity Specialist working with and through a Diversity and Inclusion Panel currently being planned and formed of employee representatives from across the company. Day to day priorities will be driven by the Executive Director - People and the People Team will provide regular updates on our workforce data in support of our 3 Objectives and actions.

Key plans for the next year include:

• The launch of an Equality monitoring campaign. The campaign will encourage employees to share or update their equality monitoring information. This will enable SLC to better understand our workforce, promote awareness of the diversity of SLC’s workforce and inform policy, decision making in order to target our actions to deliver the most effective results.
• Introduction of new staff network groups to build on existing networks, such as Arcus our LGBT+ Network, which offer support to and raise awareness of barriers faced by those with protected characteristics. It is proposed that a senior member of SLC to sponsor and champion a staff network group focusing on wellbeing, ability and disability.

We will regularly monitor and review our EDI strategy objectives to ensure they are fit for purpose and truly help shape SLC towards a diverse and inclusive workforce. We will make improvements on an ongoing basis where there is a clear case for change or where new priorities emerge as has been the case with COVID-19.

This will be achieved by:

• Publishing an annual EDI report against the company EDI strategy document on the progress we make on the equality objectives and actions we have set.
• Compare our monitoring data with regional representational data to see how far our workforce reflects the local communities we have a presence in.
• Closely monitor our employee equality data and compare annual trends to identify relevant business actions to improve workforce representativeness, for example whether the people we are recruiting are very similar to one another or very different from the pool of people we’re recruiting from.
• Compare the position and treatment of workers with certain protected characteristics within our workforce compared with those without those characteristics.
• Our equality data will help plan positive action campaigns, for example targeted at existing employees or externally at the local communities with the aim of increasing the talent pool from which we recruit.
• External and internal benchmarking of our performance against other organisations. Compare our monitoring data with industry standard and see how we are doing compared to others in our sector.
• Continue to engage with all our employees so that we listen and work together towards a diverse and inclusive workforce.
• Keeping an open mind to change and take recommendations, where we will continue to make improvements year on year.
• Continue to use our internal and external communications to embed EDI at the heart of everything that we do.

5. Equality Monitoring Data

The following information sets out the equality profile of the Student Loans Company as at 31 December 2020. This information is used to compare the profile with the Census from 2011 and other national statistical research. The purpose of this comparison is to measure our workforce profile with that of the local population to indicate how representative an employer we are.

We have disaggregated the data across our 3 main locations of Glasgow, Darlington and Llandudno Junction. This allows us to compare each local population base against the national data and that across the company. Improving our equality monitoring is one of the company’s equality outcomes and working with colleagues in management information and Business Disability Forum we are working to continually improve the data that will be collected at the end of 2021.

Our data is used to provide company employee information as part of the equality impact assessment process and contribute to company decision making.

5.1 Age

The number of employees across SLC has decreased from 3546 to 3317 since last year. The age profile across SLC shows that we have people of all ages working at SLC. The average age has increased from 37 to 39 years old compared to last year. This shows that we remain to have a young workforce when compared to other public sector employers, where the average age is 46 years old.

Number of Employees	Average Age
3546	39

5.2 Gender

The company gender profile is consistent when compared with other public sector organisations. The percentage of men working at SLC is 45.49% and the percentage of women is 54.5%. The proportion of women employed by SLC is slightly higher than the Office for National Statistics’ estimation that women represent 54.01% of UK public sector workers

Gender	Percentage of full time employees
Female	54.5%
Male	45.49%

The part time figures show a disparity remains between men and women working less than full time hours. The percentage of female working less than full time hours is 13.17% and the percentage of men is 2.71%. We are reviewing our Flexible Working Policy as part of the People Strategy and our return to office planning to encourage both men and women to take advantage of different working patterns that work for both SLC and the individual.

Gender	Percentage of part time employees
Female	13.17%
Male	2.71%

5.3 Race/ethnicity

There has been an increase since last year from 53.53% to 60.78% of employees sharing their ethnicity as white. Also, from the data, there has been an increase from 2.2% to 3.08% of our employees sharing they are from each of the ethnic minority groups.

There has been a decrease of nil responses from 43.80% to 36.15% since last year. This reflects our progress in making employees feel comfortable in sharing their ethnic origin, but we are taking further steps to ensure we have high quality data so we gain a better picture of our ethnicity profile at SLC.

Race/Ethnicity	Percentage of SLC employees
White ethnic groups	60.78 %
Asian	2.05 %
Black	0.45 %
Mixed Ethnicity	0.42 %
Other Ethnic Group	0.15 %
Not declared	36.15 %

According to the 2011 Census, the England and Wales population profiles of working age people are as follows : White ethnic groups 85.6% Asian 8.1% Black 3.4% Mixed Ethnicity 1.8% Other Ethnic Group 1.1% Across Scotland the minority ethnic population is 4% .

5.4 Religion and Belief

This year we hold data for 74.37% of our employees, which is a slight increase from 72.7% last year. The continued decrease in nil responses trend continues going from 24.76% last year to 22.85% this year and we interpret this as positive progress. The percentage of employees who prefer not to share their religion or belief has slightly increased from 2.54% last year to 2.77%.

Religion and Belief	Percentage of SLC employees
Christian	28.76%
Muslim	1.36%
Sikh	0.30%
Buddhist	0.12%
Hindu	0.51%
Jewish	0.03%
Other Religion	2.62%
Prefer not to say	2.77%
Not declared	22.85%

5.5 Disability

Section 6(1) of the Equality Act 2010 states that a person has a disability if: that person has a physical or mental impairment, and the impairment has a substantial and long-term adverse effect on that person’s ability to carry out normal day-to-day activities. Given this definition, 4.58% of employees have indicated that they have a disability. This is an increase from last year of 3.67%.

The percentage of employees sharing that they do not have a disability has increased from 54.29% last year to 89.24%.

Disability	Percentage of SLC employees
Has a disability	4.58%
None	89.24%
Choose Not to Disclose	0.18%
Not declared	6.00%

In recent findings, it has been found that 19% of the working age population, which is 16-64, have reported that they have a disability. This accounts for 7.7 million people of working age and the Government in 2017 has set a target of 4.5 million people with disabilities to be in employment by 2027.

We remain committed to break down employment barriers for disabled people and people with health conditions at SLC by our involvement in a number of initiatives. For example, our commitment to becoming a Disability Confident Leader within our EDI Strategy.

5.6 Sexual Orientation

Last year we had 72.1% of our employees sharing their sexual orientation, this year we can see a slight decrease to 71.65%. This year 4.24% of employees shared they are gay, lesbian or bisexual (LGB), which is a slight decrease from 4.4% last year. The most recent public data source (ONS, 2018) indicates that 2.2% of the UK population are lesbian, gay or bisexual, however the LGBT foundation has estimated the figure to be between 5%-7%. There has been an increase of employees choosing not to disclose from 2.6% last year to 2.77%. There has also been a slight increase of employees not declaring their sexual orientation from 25.3% last year to 25.57%. We will continue to improve in enabling employees to feel they can be their true selves at work as part of our EDI objectives.

Sexual Orientation	Percentage of SLC employees
Bisexual	0.93%
Choose Not to Disclose	2.77%
Gay	2.59%
Heterosexual	66.90%
Lesbian	0.72%
Other	0.51%
Not declared	25.57%

5.7 Gender Reassignment

We understand that monitoring numbers of transgender people is a very sensitive area and data is handled very carefully throughout the monitoring process. As the information points to only a small number of people within SLC who claim to be transgender, SLC reports the number as *.

We will continue to take further measures to provide support and guidance to employees who are or have gone through a gender transition process. This includes support from line managers to the individual, as well as developing and embedding our transgender inclusive policies and practices into SLC’s everyday working practices.

5.8 Marriage and Civil Partnership

We hold data about marriage and civil partnership for 94.66% of our people. 36.30% are married/civil partnerships, an increase from last year of 34.6%. This year 8.47% are cohabiting, an increase from last year of 6.29%. This year 5.58% are divorced/separated, a decrease from last year of 5.75%. This year 43.80% are single, a decrease from last year of 48.00%. These preferring not to say has decreased from 5.33% last year to 1.12% this year. There were 956 civil partnerships formed in England and Wales in 2018, an increase of 5.3% compared with 2017; this is the third annual increase following a large decrease between 2013 and 2015 after the introduction of marriages of same-sex couples in 2014.

Marital Status	Percentage of SLC employees
Cohabiting	8.47%
Dissolved Civil Partnership	0.03%
Divorced	4.10%
Married/Civil Partnership	36.30%
Separated	1.48%
Single	43.80%
Widowed	0.48%
Not Disclosed	0.15%
Prefer Not to say	1.12%
Not Declared	4.07%