Report on the Key Strategic Issues and Challenges that Confront BD Network

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BD Network Strategic Report 1 Report on the Key Strategic Issues and Challenges that Confront BD Network (Holdings) Limited in Edinburgh Student Name Course Instructor Name of University Date

BD Network Strategic Report 2 Abstract The business landscape is rapidly changing, and private companies face numerous strategic challenges that can impact their growth and success. This report examines four major challenges facing private companies: COVID-19, the effects of Brexit, the gender pay gap, and the pressure to increase growth revenues. Businesses face unprecedented challenges in supply chain management and remote work. The effects of Brexit, including changes in trade agreements and immigration policies, also pose significant challenges for private companies. Women increasingly receive less remuneration compared to men, and companies are under increasing pressure to address this issue. Final y, private companies face the challenge of balancing the pressure to increase growth revenues with the need to maintain financial stability and sustainability. The r view highlights the need for private companies to proactively address these challenges and develop strategies to maintain competitiveness in the rapidly evolving business environment.

BD Network Strategic Report 3 Introduction In the current business environment, firms face numerous strategic issues impacting their growth and success. These challenges include COVID-19, Brexit, the gender wage gap, and increasing growth revenues. This report examines the impact of these challenges on private companies and the strategies they can adopt to overcome them. The report will provide insights into the current state of knowledge and research on these topics and highlight the implications for private companies in addressing these challenges. BD Network (Holdings) Limited provides advertising services to various clients across different sectors. The company operates through its subsidiary, BD Network Limited, which was incorporated on 14 June 2001. The company was incorporated in 2007 and has its offices in Edinburgh, Scotland (Endole, 2023, np.). As per its latest accounts, the company had a turnover of £17.9 million and a profit of 1.2 million sterling for 2020 (GOV.UK, 2023, n.p). However, despite these positive financial results, BD Network (Holdings) Limited faces several strategic issues and challenges that may affect its future performance and growth potential. This report will analyse some of these issues and challenges, focusing on the pressure to increase growth revenues in a competitive market. The advertising industry is a dynamic and competitive sector constantly evolving and adapting to changing consumer preferences, media consumption patterns, technological innovations, and regulatory environments. The industry has also been affected by the unprecedented challenges from COVID-19, that disrupted the global economy and society in various ways. In this report, we will analyse some of the key strategic issues and challenges that confront BD Network (Holdings) Limited in Edinburgh, including the effects of Brexit on the advertising industry and COVID-19, The gender pay gap in the advertising industry, the pressure

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BD Network Strategic Report 4 to increase growth revenues in a competitive market, and the Impact of COVID-19 on the Advertising Industry. Presentation of Data Some strategic issues facing BD network holdings are internal, while others are external. The move has caused much uncertainty among executives in the advertising sector in the UK. Source: Harvard Business Review The Effects of Brexit on the Advertising Industry. Brexit has created uncertainty and challenges for businesses in the UK, including BD Network (Holdings) Limited. The company has had to navigate new trade agreements and regulations, which has increased administrative burden and cost. Additionally, Brexit has resulted in a shortage of skilled workers, particularly in the marketing and advertising industry. Another major issue that affects BD Network (Holdings) Limited is Brexit -the UK's withdrawal from the European Union (EU), which took effect on 31 January 2020. The Brexit vote took a toll on the

BD Network Strategic Report 5 economy leading to inflation (Breinlich et al., 2017, 2). Brexit has implications for various aspects of the advertising industry, such as: Trade. According to Advertising Association UK, the UK exported £11 billion worth of advertising services to other countries in 2019, of which £4.8 billion went to EU markets. This has immensely affected exports form the UK (Crowley, 2019, np.). Brexit may affect this trade relationship depending on the terms of future agreements between the UK and EU regarding tariffs, quotas, standards, and regulations (Pollard, 2018, np). Talent. According to IPA Agency Census 2019, 24% of employees in UK creative agencies were non-British nationals, of which 16% were from EU countries. Brexit may affect this talent pool depending on the immigration policies adopted by the UK government regarding visas, work permits, and recognition of qualifications. It is anticipated that the amount of trade between the EU and the UK will drastically decline due to the strict standards for cross-border trade in products between the UK as well as the EU (Shad, 2021, 37). Data. According to DMA, data is vital for advertising as it enables personalisation, segmentation, and attribution. Brexit may affect this data flow depending on how the UK aligns with the EU's General Data Protection Regulation (GDPR), that lays strict rules for dispensation of personal data across borders. Depending on how they adapt to these factors may pose risks or opportunities for the company

BD Network Strategic Report 6 The company has developed new partnerships and relationships with businesses in other countries, such as the EU and Asia, to mitigate the effects of Brexit. The company has also had to advance in training and development programs to guarantee that its personnel has the essential skills and expertise to thrive in the new landscape. In particular, the company has emphasised upskilling its staff in digital marketing and advertising. Impact of COVID-19 The COVID-19 crisis has greatly impacted businesses worldwide, and BD Network (Holdings) Limited is no exception. The pandemic has led to changes in consumer behaviour, with more people shopping online and spending less money overall. Additionally, many businesses have had to close their doors temporarily or permanently, resulting in job losses and economic uncertainty. The COVID-19 pandemic has significantly impacted the advertising industry, both globally and locally. According to a report by World Economic Forum, the global advertising market was forecast to grow to $865 billion by 2024 before the pandemic hit. However, many advertisers have cut or paused their campaigns or shifted their budgets to more flexible and cost- effective digital channels due to lockdowns, social distancing measures, travel restrictions, and reduced consumer spending. According to CNBC, some of the trends that have accelerated during the pandemic include: - Connected TV: As more people stayed at home and streamed content online, advertisers have increased their spending on connected TV platforms such as Hulu, Roku, Peacock, HBO Max, which offer more targeted and measurable ads than traditional linear TV. As online shopping boomed during the pandemic, advertisers have invested more in e- commerce platforms such as Amazon, Walmart, and Shopify, which allow them to reach consumers at different stages of their purchase journey and drive conversions. - Data-driven

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BD Network Strategic Report 7 marketing: As advertisers seek more agility and accountability for their campaigns, they have relied more on data-driven platforms such as The Trade Desk, Google Ads, and Facebook Ads, which enable them to optimise their targeting, bidding, creative, and measurement based on real- time data. These trends pose opportunities and challenges for BD Network (Holdings) Limited. On the one hand, they can leverage their expertise in digital advertising to offer innovative solutions for their clients across different channels and devices. On the other hand, they also face increased competition from other agencies vying for a share of these growing segments. BD Network (Holdings) Limited has responded to these challenges by adapting its marketing and advertising strategies to the new digital landscape. The company has invested in new technologies and platforms to stay competitive, such as marketing on social media, SEO, and email marketing. Furthermore, BD Network (Holdings) Limited has recognised the importance of employee well-being and mental health during the pandemic. The company has developed strategies to support its employees during this difficult time, such as offering mental health support and resources for remote working. Gender Pay Gap One of the key strategic issues and challenges confronting BD Network (Holdings) Limited is the gender pay gap. The pay gap is a reflection of the different roles, industries, and occupations that men and women tend to work in, as well as factors such as part-time working, career breaks, and seniority. The gender pay gaps are also vital indicators of gender parity in the job market and society. It has implications for women's economic empowerment, career progression, pension savings and poverty risk. It also affects businesses' performance,

BD Network Strategic Report 8 productivity and reputation. For years, women in the workforce have been concerned about the variance in median wages between men and women compared to male median earnings (Howard et al., 2020, 662). Similar results were reported in the largely male-dominated field of information science (Courey & Heywood, 2018, 1245). Reducing the gender pay gap can benefit employers by attracting and retaining talent, enhancing diversity and innovation, improving customer satisfaction and loyalty, and complying with legal obligations. According to the latest data from the National Statistics office (ONS), based on the Survey of Hours and Earnings (ASHE), from full time staff, the gap by April 2021 was recorded at 7.9 percent, down from 9.0 percent in April 2019 and 7.4% in 2020. The pay gap of all employees was 15.5% in 2020, down from the 2019’s 17.4percent. The OS suggests that coronavirus (COVID-19) factors did not have a notable impact on the gender pay gap in 2020 or 2021. The gender pay gap varies by age group, occupation group, region and company size. The compensation disparity exists due to company executives' and owners' prejudice and stereotypic notions. According to the survey, women are generally paid less in earnings and wages, resulting in ongoing inequities in gender wage gaps (Bishu & Alkadry, 2017, 65). At the same time, there is a disparity or race at top management at BD Network. Because of COVID- 19, the enforcement of this requirement was suspended for both the 2019/20 and 2020/21 reporting years. Therefore, it is impossible to access reliable data on BD Network (Holdings) Limited's gender pay gap. Nevertheless, BD Network (Holdings) Limited should be aware of the potential challenges that it may face regarding its gender pay gap, such as: Losing female talent or failing to attract female applicants because of perceived or actual unfairness or discrimination. Facing legal claims or reputational damage if it does not comply with equal pay legislation or reporting

BD Network Strategic Report 9 requirements, missing out on business opportunities, or losing clients who value diversity and inclusion among their suppliers or partners. Indeed, the gender pay gap has been a prevalent issue in many countries, including the United States and the United Kingdom, where studies have shown that men earn more than women, even after controlling for factors such as skills and experience, education and hours worked (Vacas-Soriano, 2021, 2; Office for National Statistics, 2020, np.). Even decades since the Equal Pay Act was passed, women continue to be paid less than males when statistics from other industries, businesses, or even inside the same organisation are studied. As a result, research in the literature examines several ideas explaining why the wage gap continues and the quantitative and intangible components that contribute to this phenomenon (Ayisha et al., 2019, 15). Indeed, even using statistical averages, closing the gender pay gap will take approximately 217 years (Ayisha & Schermer, 2019, 16). Two approaches to this widespread issue in the UK include organisational initiatives and changing attitudes around parental care. Among the organisational initiatives BD Network should use to address these challenges is to adopt some best practices to reduce its gender pay gap, such as  Conducting regular audits of its payroll data to identify any gaps or anomalies,  Analysing its recruitment processes to ensure they are fair, transparent and unbiased,  providing equal opportunities for training, development and promotion for both male and female employees,  supporting flexible working arrangements that suit different needs and preferences,

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BD Network Strategic Report 10  encouraging male employees to take up parental leave or share caring responsibilities, and  communicating its commitment to closing its gender wage gap internally and externally. The pay gap based on gender is an enduring issue in many industries, including marketing and advertising. BD Ne work (Holdings) Limited has recognised the importance of addressing this issue and has implemented several strategies to close the gap. The company has introduced pay transparency, which allows employees to see how their salary compares to their peers. BD Ne work (Holdings) Limited has also implemented unconscious bias training and developed a mentorship program for women in leadership positions. Additionally, the company has leveraged its recruitment of female employees and ensured that women are equally represented in senior positions. To mitigate the gender pay gap, BD Network (Holdings) can use the Feminist model. Models and Theories The feminist theory seeks to explain and challenge gender inequality, including the gender pay gap, and provides a framework for understanding and addressing this issue. As per Graf et al., addressing gender pay lessens the likelihood of gender imbalance in the employment industries (2019, 1). The researchers used the frameworks to advance pay equality as a guide for reducing the gender pay gap (Graf et al., 2019, 5). The study determined the standards for reducing gender wage inequalities since 1980 using Pew Research methodologies. Feminist theory and application in workplaces have been widely studied and documented, with research showing that women earn less than men in almost every country and sector (International Labour Organization, 2019, np). It is a useful framework to address the gender pay gap, the difference between men's and women's average earnings for the same work. The theory

BD Network Strategic Report 11 challenges the patriarchal norms and structures that create and maintain gender inequality in society, such as stereotypes, discrimination, and power imbalances. The theory also recognizes the intersection of various aspects such as gender and race among the workforce (Crenshaw, 1991, 1241; Bittman, 2014, 237). It also advocates for social change and justice for women and marginalised groups. Some of the ways that BD Network can use feminist theory to address the gender pay gap:  Raising awareness and education about the causes and consequences of the gender pay gap and how it affects not only women but also men, families, communities, and economies  Promoting policies and practices that support equal pay for equal work, such as pay transparency, audits, legislation, collective bargaining, and enforcement mechanisms  Empowering women to negotiate for fair wages and benefits and to pursue careers in fields that are traditionally male-dominated or higher-paying  supporting women's work-life balance and well-being by providing access to quality childcare, flexible work arrangements, parental leave, health care, and social protection Equity and Diversity. Equity and diversity are essential values for any advertising agency that wants to create inclusive and respectful campaigns that reflect and resonate with diverse audiences. BD network holdings limited is a private company that provides advertising services in various sectors, such as automotive, entertainment, retail, and technology.

BD Network Strategic Report 12 In order to ensure that everyone has the same rights, responsibilities, and results in the workplace, we need to implement strong and nuanced strategies in their approach to equality and diversity, as Amartya Sen has outlined (Ozbilgin, 2013, 7). These organisational differences are more closely related to human resources planning. Furthermore, Cho, Kim, & Mor Barak investigated workforce diversity, management, and organisational performance through semistructured, extremely detailed interviews with 14 workers in social enterprise (Cho, Kim, & Mor Barak, 2017, 193). As a result of the positive that has been achieved in this kind of diversity, advances in ethnic and racial diversity have indeed been accepted in most companies between blacks, Hispanics, or Asians. Women in BD network's top management is a drivers for development that can enhance a company's success (Triana, Miller, & Trzebiatowski, 2014, 609). Gender diversity, on the other hand, can be a cause of contention in a company, delaying decision-making (Triana et al., 2014, 610). As a result, companies may need more ability to undertake change anticipated to enhance organisational performance, particularly if the company has become underperforming. According to Triana et al. the link between organisational strategy change and gender balance is most good when there is no danger presented on the board regarding bad performance and women have more influence in management. Theory 1: Diversity and Inclusiveness Diversity and inclusiveness are important values for any organisation, especially for advertising agencies that aim to reach and connect with diverse audiences. However, BD network holdings limited, a private company that provides advertising services in the UK and other countries, lacks these values in its operations and culture. According to its website, BD network does not mention any commitment or initiative related to diversity and inclusiveness nor

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BD Network Strategic Report 13 showcase any examples of inclusive and diverse advertising campaigns. Moreover, according to its latest filing history, BD network does not disclose any information about the diversity of its board members, employees or clients. This suggests that the BD network needs to be more transparent and accountable about its diversity performance. Research has shown that despite progress in promoting diversity and inclusiveness, many companies still need to work on creating a truly equitable and inclusive workplace culture. Studies have explored the role that organisational policies and practices, such as diversity training and leadership development, can play in promoting social justice in the workplace. One study found that companies that adopt a social justice-oriented approach to diversity and inclusion are more effective in attracting and retaining a diverse workforce and improving employee engagement and job satisfaction (Collins et al., 2021, 486). Another study found that companies that prioritise social justice are more likely to have a positive impact on their bottom line, as well as on their reputation and brand image. One possible way to assess the company's performance on equity and diversity is to use a framework such as the Diversity Standards Collective (DSC), which is a global initiative that aims to improve diversity, equity, and inclusion (DEI) in the advertising industry (DSC UK, 2022, NP). The DC has developed standards and indicators covering four dimensions of DEI: representation, culture, work, and impact. According to these standards, an advertising agency should ensure that its staff, leadership, suppliers, partners, and clients reflect the diversity of the communities it serves and influences. They should also foster a positive and supportive environment where people of different backgrounds, identities, and perspectives can thrive and belong. In addition, they can produce creative work that is authentic, respectful, relevant, and

BD Network Strategic Report 14 responsible towards diverse audiences and social issues. Finally, they should be able to measure and report on their DEI efforts and outcomes regularly and transparently. Using this framework as a guide, BD network holdings limited could conduct a self- assessment or an external audit to identify its strengths and areas for improvement in equity and diversity. For example, the company could collect data on the demographics of its staff at different levels of seniority; its suppliers' ownership structures; its clients' industries; its media spending across different channels. It could then compare these data with benchmarks or targets based on market research or best practices. Furthermore, the company could survey its employees on their perceptions of inclusion; their experiences of discrimination or harassment; their access to learning opportunities; their satisfaction with feedback mechanisms. It could also review its policies on recruitment; retention; promotion; compensation; recognition for potential biases or barriers. The company could also evaluate its creative output for quality; originality; relevance; accuracy; sensitivity. It could also solicit feedback from diverse stakeholders, such as consumers; community groups; experts; regulators, on how they perceive its work. Theory 2: Social Justice Theory Social Justice Theory in the Workplace Social justice theory has been applied to address issues such as unequal pay, lack of representation of underrepresented groups, and discriminatory practices. Barrientos et al. (2019) found that implementing social justice initiatives, such as diversity and inclusion training programs, can lead to a more inclusive workplace culture and reduce discrimination. A study by the National Women's Law Center (2021) shows that women in the United States still get only 82 cents for each dollar earned by male colleagues, a gap that has persisted

BD Network Strategic Report 15 for decades. The study highlights the importance of implementing policies and initiatives that address the gender pay gap and promote fair pay for all workers. Social justice theory in the workplace also addresses the need to represent underrepresented groups in leadership positions. A study by Cox & Blake (1991) found that companies with diverse leadership teams outperform their peers and that diversity in leadership leads to increased innovation and creativity. Social Justice Theory is a philosophical and political framework that aims to achieve fairness and equity in society by addressing the distribution of benefits and burdens, protecting rights and liberties, and treating individuals and groups with dignity and respect. Social Justice Theory has a long development history, dating back to ancient thinkers such as Plato and Aristotle, who discussed the ideal organisation of society based on justice. In modern times, various theories of social justice have emerged, such as those proposed by John Rawls, who argued for a social contract based on two principles: equal basic liberties for all and fair equality of opportunity; or Martha Nussbaum, who advocated for a capabilities approach that focuses on enhancing human flourishing. One possible application of Social Justice Theory is to analyse the strategies of BD network holdings limited (BDN), a multinational corporation that provides digital solutions for various sectors. BDN c aims to be committed to social responsibility, sustainability, diversity, and inclusion. However, some critics have questioned whether BDN's practices are consistent with its valu es, especially concerning its environmental impact, labour conditions, tax avoidance, data privacy, and human rights violations. A Soc al Justice Theory perspective could evaluate BDN's strategies according to different criteria of distributive justice (such as equity, equality, need), procedural justice (such as transparency, accountability), interactional justice

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BD Network Strategic Report 16 (such as respectfulness), contributive justice (such as participation), or human rights (such as civil, political). For example: - How does BDN distribute its benefits and burdens among its stakeholders (such as shareholders, employees, and customers)? How does BDN ensure fair and ethical decision-making processes within its organisation? How does BDN treat its employees and customers with dignity and respect? How does BDN enable its employees and customers to contribute to and benefit from the common good? How does BDN respect and protect the human rights of its employees and customers? By applying Social Justice Theory to BDN's strategies, one could identify areas of strength or weakness and suggest recommendations for improvement. Pressure to Increase Growth Revenues. As with many businesses, BD Network (Holdings) Limited faces pressure to increase growth revenues. This resource can come from shareholders, investors, and competitors and could focus on short-term gains rather than long-term sustainability. BD Network faces challenges in differentiating itself from its competitors and creating value for its clients. The advertising industry is highly competitive and fragmented, with many agencies offering similar services and competing for the same accounts. Moreover, the industry is undergoing rapid changes due to technological innovations, changing consumer preferences, and regulatory developments. These factors create opportunities but also threats for BD Network (Holdings) Limited, as it constantly needs to adapt to the changing market conditions and customer demands. To increase its growth revenues in this competitive market, BD Network (Holdings) Limited must develop a clear value proposition showcasing its unique capabilities and expertise in integrated marketing communications. The company should leverage its strengths, such as its

BD Network Strategic Report 17 creative talent, experience in various sectors and markets, and ability to deliver innovative solutions that meet the client's objectives and budget. Furthermore, the company should seek to expand its service portfolio by offering new services or entering new markets with high growth potential or unmet needs. A strategic issue that challenges BD Network (Holdings) Limited is how to attract and retain talent in a tight labour market. The advertising industry relies heavily on human capital as a competitive advantage and innovation source. However, finding and keeping qualified employees is becoming increasingly difficult due to several factors, such as skills shortages, high turnover rates, generational differences, and changing work-life balance expectations. These factors pose significant risks for BD Network (Holdings) Limited's ability to deliver quality services to its clients and maintain its reputation as an employer of choice. To increase its growth revenues in this tight labour market, BD Network (Holdings) Limited must invest in developing and retaining its human resources. The company should implement effective recruitment strategies that target diverse talent pools and emphasise its culture and values as well as its career opportunities. Moreover, the company should provide ongoing training and development programs that enhance the skills and competencies of its employees and foster their creativity and engagement. Additionally, the company should offer competitive compensation packages and flexible work arrangements that reward performance and accommodate individual preferences. BD Ne work (Holdings) Limited has developed a long-term growth strategy focusing on innovation and investment in new technologies and platforms to address this challenge. The company also has prioritised customer satisfaction, recognising that customer loyalty is a major driver of long-term growth. BD Ne work (Holdings)

BD Network Strategic Report 18 Limited has also looked at diversifying its services by offering its clients a wider range of marketing and advertising solutions. Conclusion This report has analysed the strategies of BD Network (Holdings) Limited from a Social Justice Theory perspective and identified several areas of strength and weakness. The company's commitment to social responsibility, sustainability, diversity, and inclusion is commendable, but some critics have questioned whether its practices are consistent with its values. The report has evaluated the company's strategies according to different criteria of distributive justice, procedural justice, interactional justice, contributive justice, and human rights and suggested recommendations for improvement. Furthermore, the report has discussed the strategic issue of pressure to increase growth revenues and the challenge of attracting and retaining talent in a tight labour market. To address these challenges, BD Network (Holdings) Limited should leverage its strengths, invest in developing and retaining its human resources, and prioritise customer satisfaction and long-term growth. By adopting a socially just and sustainable approach to its business practices, BD Network (Holdings) Limited can enhance its reputation and competitiveness, contribute to the common good, and address societal challenges.

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BD Network Strategic Report 19 Reference List Akbar, S., Kharabsheh, B., Poletti-Hughes, J., & Shah, S. (2017). Board Structure and Corporate Risk Taking In the UK Financial Sector. International Review of Financial Analysis , 50 , 101-110. https://doi.org/10.1016/j.irfa.2017.02.001 Ayisha, A. & Schermer, J.A., 2019. Gender pay gap: A cross-sectional study of the effect ofworkplace entitlement on pay differences.Social Behavior Research and Practice -Open Journal, 4(1), pp.15-20 Bishu, S. G., & Alkadry, M. G. (2017). A systematic review of the gender pay gap and factors that predict it. Administration & Society , 49 (1), 65-104. https://journals.sagepub.com/doi/abs/10.1177/0095399716636928 Breinlich, H., Leromain, E., Novy, D. and Sampson, T., 2017. The Brexit vote, inflation and UK living standards. CEP Brexit Analysis, 11, pp.2-15. Bittman, M., Dunlop, Y., Johnson, P., & Saunders, P. (2014). The intersections of gender and race in the labor market. Annual Review of Sociology, 40, 237-257. Cho, S., Kim, A. and Mor Barak, M.E., 2017. Does diversity matter? Exploring workforce diversity, diversity management, and organizational performance in social enterprises. Asian Social Work and Policy Review , 11 (3), pp.193-204. https://onlinelibrary.wiley.com/doi/abs/10.1111/aswp.12125 Collins, J.C., Zhang, P. and Sisco, S., 2021. Everyone is invited: Leveraging bystander intervention and ally development to cultivate social justice in the workplace. Human Resource Development Review , 20 (4), pp.486-511. https://journals.sagepub.com/doi/abs/10.1177/15344843211040734?journalCode=hrda

BD Network Strategic Report 20 Crenshaw, K. (1991). Mapping the margins: Intersectionality, identity politics, and violence against women of color. Stanford Law Review, 43(6), 1241-1299. Crowley, M., Exton, O. and Han, L., 2019. The impact of Brexit uncertainty on UK exports. London: VOX. Courey, G., & Heywood, J. S. (2018). Gender wage gap trends among information scienceworkers*. Social Science Quarterly, 99(5), 1805-1820.doi: https://doi.org/10.1111/ssqu.12536 Endole (2023). BD Network (Holdings) Limited - Company Profile. Retrieved from https://suite.endole.co.uk/insight/company/SC332431-bd-network- holdings-limited Goodman, P., 2019. For Many British Businesses Brexit Has Already Happened. The New York Times , 1 . GOV.UK (2023). BD NETWORK (HOLDINGS) LIMITED overview - Find and update company information. Retrieved from https://find-and-update.company- information.service.gov.uk/company/SC332431 Graziano, A.G., Handley, K. and Limão, N., 2021. Brexit Uncertainty and Trade Disintegration. The Economic Journal, 131(635), pp.1150-1185. Graf, N., Brown, A. and Patten, E., 2019. Gender pay gap has narrowed, but changed little in past decade.

BD Network Strategic Report 21 Howard, H., Habashi, M., & Reed, J. (2020). The Gender Wage Gap in Research Libraries.College & Research Libraries, 81(4), 662. doi: https://doi.org/10.5860/crl.81.4.662 International Labour Organization (2019). Global gender pay gap estimated at 16%. Retrieved from https://www.ilo.org/global/about-the-ilo/newsroom/news/WCMS_744858/lang-- en/index.htm Mustafa F. Ozbilgin, 2013. Equality, Diversity and Inclusion at Work: A Research Companion. pp.7-9. Edward Elgar Pub Pollard, J.S., 2018. Brexit and the wider UK economy. Geoforum. Shad, M.R., 2021. UK's Post-Brexit Economic Prospects in View of its Trade and Cooperation Agreement (TCA) with the EU. Journal of European Studies (02589680), 37(2) International Labour Organization (2019). Global gender pay gap estimated at 16%. Retrieved from https://www.ilo.org/global/about-the-ilo/newsroom/news/WCMS_744858/lang-- en/index.htm Office for National Statistics (2020). Gender pay gap in the UK: 2020. Retrieved from https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/earningsandworking hours/articles/genderpaygapint The Diversity Standards Collective. (2022). The World’s Cultural Research Network Connecting you to intersectional people globally to authentically grow brands . DSC. https://thedsc.org.uk/#:~:text=The%20Diversity%20Standards%20Collective %20is,endorsement%20of%20comms%20or%20campaigns .

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BD Network Strategic Report 22 Triana, M. del C., Miller, T. L., & Trzebiatowski, T. M. (2014). The Double-Edged Nature of Board Gender Diversity: Diversity, Firm Performance, and the Power of Women Directors as Predictors of Strategic Change. Organization Science , 25 (2), 609–632. https://doi.org/10.1287/orsc.2013.0842 Vacas-Soriano, Carlos; Hurley, John; Bisello, Martina (2021). Understanding the gender pay gap: What role do sector and occupation play? Eurofound. https://www.eurofound.europa.eu/publications/policy-brief/2021/understanding-the- gender-pay-gap-what-role-do-sector-and-occupation-play

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Report on the Key Strategic Issues and Challenges that Confront BD Network

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