With only a fortnight left before the deadline,not even a third of companies,charities and public bodies have met their legal requirement to yublish figures on their gender pay gaps.There was plenty of notice that all with more than 250 employees would need to do so.The slow Dace indicates the low priority afforded to such concerns and,perhaps,a hope that embarrassing figures will be buried in a late rush of filings.It seems probable that many organisations will not comply,and it is unclear whether and how they will be punished.They should be.The figures are not perfect.Nonetheless,the data published so far is powerful.Few if any women will be surprised that male colleagues outearn them per hour.But cold statistics have real force when'they show disparities as stark as these:men at the UK wing of Coldman Sachs International earn more than twice the mean hourly pay of women.Such figures demonstrate to each woman that the problem is not an isolated case,but structural.They are not alone.Now they can prove it.So far,many firms have boasted that they are commnted to diversity and that they pay the same for the same kind of work.This is not deserving of a gold star;equal pay is a legal reqUJrement,in place for almost half a century.The shame is that it is not,in fact,being met in full.Worse,many companies seem to have missed the point.They say,in essence,that the gap exists because the senior jobs are dominated by men.This is not an explanation of the problem.It is the problem itself.The pattern of more women in low-paid jobs and fewer in high-paid jobs is seen in most organisations,across very different sectors;and it is why the figures showing employment rates per quartile are every bit as important as the hourly comparison.Some women may simply leave organisations that do not reward them.Good for them;bad for the companies losing talent unnecessarily-bu will their bosses realise this?The time for excuses and explanations is over.Real progress requires a broader response,with management,unions and politicians putting forward concrete plans to change the culture through measures such as blind CVs and unconscious-bias training;and setting specific,numerical targets.The equalities watchdog should call out those who do not report,and those whose figures are woeful.The duty to report these figures is an annual one.There is a risk that their effect may dwindle in the more than twice the mean hourly pay of women.But close analysis and publicity could make them more powerful,not less;it will become evident that some companies are closing the gap while others are making little or no progress."The truth will set you free,said Gloria Steinem."But first,i will piss you off.Prepare to get angry！
但是,这些冰冷的数据真真切切显示出明显的薪资差异时,却给人强有力的一击。在高盛国际公司英国分部,男性职员的薪酬比女性职员平均时薪高出一倍以上。主干识别:But cold statistics have real force。切分成分:1.when they show disparities as stark as these（时间状语）;men at the UK wing of Goldman Sachs International earn more than twice the mean hourly pay of women（同位语）。语序调整是英语翻译中最重要的方法之一。在句子中,信息单位的重要性与其在句中所处的位置有关。若要提高某一词语在句中的信息价值,办法之一就是调整语序,将其前置或后移。虽然汉语的次序在信息处理方面所起的作用不如英语那么重要,但语序调整仍然是突出信息焦点的一个不可忽视的手段。
