Gender Pay Gap

Gender Pay Gap Report April 2025

Year	Main comments	Hourly Pay	Pay Quarters	Notes
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 2024-2025

Equal Pay

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.

Flexible working

In April 2024, Peartree Cleaning updated its Flexible Working Policy to stay in line with evolving legislation, reflecting our commitment to offering flexible work arrangements to employees.

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.

People Practices

Performance reviews continued for supervisors, managers, and senior leadership to foster continuous development and growth.
As part of our rising stars development program, apprenticeship programs were launched for various leadership levels (Level 3,5 and 7).
Four employees are currently enrolled, with two being female, illustrating investment in leadership development.
We removed ‘title’ and ‘gender’ from our application forms to remove bias.
Policies were reviewed and updated in line with upcoming legislation.

Labour, Human Rights and Ethics

The DE&I policy was updated in 2024, and all managers received in-depth DE&I training to enhance awareness and support.
Additional training was provided to employees at sites identified as higher risk for not meeting our DE&I goals, signalling a proactive approach to achieving diversity and inclusion across the organisation.
Became a ‘Disability Confident’ employer – working with the organisation to ensure fair recruitment and opportunities for everyone.
Signed up to United Nations Global Compact.

These efforts show a clear focus on enhancing a fair, inclusive, development-oriented workplace culture.

Gender Pay Gap Action Plan 2025/26

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.	Look at the possibility of a Women’s Mentoring Programme 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. Highlight our success stories on our social media pages and via our internal blogs.
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. Refresh our recruitment policy to minimise potential for bias and refresh managers on diversity training and Peartree’s commitment to DE&I Create an internal vacancy portal so that internal job opportunities can be viewed by the full workforce.
Diversity and Inclusion
We will understand our demographic and make sure that all our employees needs are met so that they can thrive.	Collate demographic data to see where our gaps are and create an action plan to bridge these gaps. Communicate and promote our DE&I initiatives with our workforce to show our commitment to fairness and equity. Continue to work with ‘Disability Confident’ to gain a higher status. Be leaders in our business by setting ambitious goals and targets that are informed by the ten principles and four pillars of human rights, labour, environment and anti-corruption through United Nations Global Compact
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. Set clear and objective goals and how it will be measured. Evaluate and adjust. Report evaluation as part of the Human Resources reporting (6-monthly)