Gender Pay Gap

Gender pay gap statement

Peartree Cleaning Services is committed to fair pay and equal opportunity for all employees. Our latest Gender Pay Gap report shows continued progress, with a reduced pay gap and strong female representation across our workforce. We remain focused on improving workforce structure and supporting career progression to ensure all employees have access to opportunities to succeed.

Gender Pay Gap Report April 2026

Year	Main comments	Hourly Pay	Pay Quarters	Notes
2025 - 2026 PEARTREE CLEANING SERVICES LIMITED gender pay gap report for 2025-26 reporting year	Women earned 98p for every £1 that men earned. (comparing median hourly pay) Women made up 55.5% of employees in the highest paid quarter, and 69.6% of employees in the lowest paid quarter	2p less Women’s mean (average) hourly pay was 1.8% lower than men’s	55.5% upper 67.6% upper middle 70.5% lower middle 66.6% lower	Females 845 (64.45%) Males 466 (35.55%) Total 1311
2024 – 2025	Women earned 97p for every £1 that men earned (comparing median hourly pay) Women made up 59.4% of employees in the highest paid quarter, and 69.8% of employees in the lowest paid quarter	3p less Women’s mean (average) hourly pay was 3.2% lower than men’s	59.4% upper 63.9% upper middle 70.1% lower middle 69.8% lower	Females 852(65.79%) Males 443 (34.21%) Total 1295
2023 – 2024	Women earned 95p for every £1 that men earned (comparing median hourly pay) Women made up 54.8% of employees in the highest paid quarter, and 69.3% of employees in the lowest paid quarter	5p less Women’s mean (average) hourly pay was 3.4% lower than men’s	54.8% upper 62.7% upper middle 75.9% lower middle 69.3% lower	Females 919 (64.31%) Males 510 (35.69%) Total 1429
2022 – 2023	Women earned £1 for every £1 that men earned (comparing median hourly pay) Women made up 55.0% of employees in the highest paid quarter, and 72% of employees in the lowest paid quarter	0% lower Women’s mean (average) hourly pay was 3.0% lower than men’s	55.0% upper 36.0% upper middle 75.0% lower middle 72.0% lower	Females 820 (66.50%) Males 413 (33.50%) Total 1233
2021 – 2022	Women earned 94p for every £1 (comparing median hourly pay) Women made up 60.0% of employees in the highest paid quarter, and 62.0% of employees in the lowest paid quarter	6p less Women’s mean (average) hourly pay was 2.0% lower than men’s	60.0% upper 60.0% upper middle 75.0% lower middle 62.0% lower	Females 637 (64.28%) Males 354 (35.72%) Total 991
2020 – 2021	Women earned 94p for every £1 that men earned (comparing median hourly pay) Women made up 59.0% of employees in the highest paid quarter, and 62.0% of employees in the lowest paid quarter	6p less Women’s mean (average) hourly pay was 2.0% lower than men’s	59.0% upper 61.0% upper middle 74.0% lower middle 62.0% lower	Females 759 (65.43%) Males 401 (34.57%) Total 1160

Our progress in 2025-2026

Equal Pay

The median gender pay gap has reduced by 2p, with women now earning 98p for every £1 earned by men.
Women are better represented in higher-paid roles, showing that our commitment to gender balanced leadership is positive.
The reduction in the mean gender pay gap further demonstrates consistency across the dataset.
We are proud advocates of fair compensation and since 2014, we’ve actively supported the Living Wage Foundation. We advocate for Real Living Wage with all new potential clients. Benchmarked against other contractors to ensure pay is fair.
Whilst typical for the sector, we acknowledge that the lower quartile remains heavily female, meaning our main challenge is workplace structure.

Flexible working

Flexible working toolkit now available for our employees and managers. Trained our management on the new policy and how to apply it consistently. Reviewed in line with upcoming legislation. All requests are supported by HR team to audit process and track via KPI sheet.

Gender Balanced Leadership

Peartree Cleaning has made significant strides in gender diversity at the leadership level, with 33% of board members being female.
Over 58% of management positions are held by females, underscoring our commitment to promoting talent from within and ensuring equal opportunities for career growth.
Apprenticeships added to our development opportunities and one of our female managers recently completed her level 5 in leadership.

People Practices

Performance reviews continued for supervisors, managers, and senior leadership to foster continuous development and growth.
As part of our rising stars development programme, apprenticeship programmes were launched for various leadership levels (Level 3,5 and 7). This was successfully rolled out.
Four employees are currently enrolled, with two being female, illustrating investment in leadership development.
Created a recruitment policy for fair, unbiased recruitment
Policies were reviewed and updated in line with upcoming legislation.
Monthly drop ins started to support managers on all our people practices
Strengthened our partnership with the Department for Work and Pensions (DWP) to support inclusive recruitment and access to employment opportunities.

Labour, Human Rights and Ethics

Yearly DE&I training
Working with DWP to move up a level in our Disability confident journey
Signed up to United Nations Global Compact.
Achieved Gold standard for Eco Vardis which highlights our commitment to Labour, Human Rights and Ethics

Gender Pay Gap Action Plan 2026/27

Our Focus Areas	Our Actions
Equal Pay
We are committed to ensuring all employees are recognised and rewarded for their contributions. Our initial focus is on promoting fairness across gender, age, and ethnicity, ensuring equal access to opportunities and rewards based on performance, not personal characteristics.	Complete a review of remuneration by the end of May 2025 and take steps to rectify any anomalies. Look at both ethnic and gender pay gaps and understand the drivers and align actions to address the drivers. Benchmark against external partners
Flexible Work
We will ensure that all employees are aware of the flexible working options with the organisation so that no one gets ‘left behind’	Engage with managers and employees to build awareness and understanding of flexible working options. Review our flexible working policy in line with evolving legislation. Release guidance and resources so that employees have the tools they need to request flexible working. Record flexible working request via our KPIs for HR practices
Gender Balanced Leadership through Development
We will maintain our commitment that women share more than 50% in the top three tiers, through targeted development programmes and support.	Make our Personal Development Offer easily accessible to show pathways into leadership. Promote through our management team and encourage managers to nominate Identify talent in the lower quartiles and introduce them to targeted development plans and supervisor shadowing opportunities. Ensure that our Rising Stars Programme is accessible to all. This will link in with flexible working requests so that known barriers to learning and development are removed.
People Practices
Our People Practices will remain unbiased and will avoid discrimination.	Review and update all policies in line with evolving legislation and best practice. Update Gender Pay Gap reporting statement with latest report. Continue to provide practical training via HR drop ins such as how to run fair interviews Online internal vacancy process
Diversity and Inclusion
We will understand our demographic and make sure that all our employees needs are met so that they can thrive.	Identify workforce demographics and where gaps exist. Continue to work with ‘Disability Confident’ to gain a higher status. Working in partnership with the Department for Work and Pensions (DWP) to support individuals into employment, including through initiatives such as the Youth Guarantee Scheme and targeted work placements for individuals with disabilities, helping to break down barriers to entry into the workforce.
Reporting and Communication
Our reporting will be transparent, and the results will be reviewed, and feedback sought from our diverse workforce.	Results from feedback to be included in our KPIs. We conduct regular staff surveys, with results actively monitored, communicated across the organisation, and used to inform targeted actions and continuous improvement.