2025–2026

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The organisation’s mean gender pay gap is 6%, with a median pay gap of 1%, both of which are below UK averages. This indicates that pay rates across comparable roles are broadly consistent, and there is no evidence of unequal pay between male and female employees.

The distribution of employees across pay quartiles shows a higher proportion of men in higher-paid roles. This reflects the types of roles within the business and the pay rates attached to them, rather than differences in pay for the same work.

The mean gender bonus gap is -135.38%, meaning that, on average, female employees received higher bonus payments than male employees during the reporting period. This is influenced by the structure of bonus arrangements within the organisation. Certain company-related bonus schemes apply to head office roles, where there is a higher representation of female employees. In addition, some bonus payments are client-funded and therefore outside of the organisation’s direct control.

The proportion of employees receiving a bonus is 9% for men and 5% for women. This is largely driven by the nature of bonus arrangements within the business, where bonuses are often linked to specific client contracts and therefore vary depending on role.

Overall, the organisation is confident that men and women are paid equally for equivalent roles. The gender pay gap reflects the structure of the workforce rather than differences in pay for the same work.

Actions we are taking
The organisation recognises that its gender pay gap is influenced by workforce structure and the operational model of the business.

Given the nature of the sectors in which we operate, including client-driven pay rates and bonus arrangements, our focus is on ensuring fairness, transparency, and consistency across all people practices.

To support this, we are taking the following actions:
• Ensuring fair and consistent pay practices, with all roles aligned to statutory minimum wage requirements and client-agreed pay rates, regardless of gender.
• Maintaining transparent bonus arrangements, recognising that some bonus payments are client-funded and therefore outside of the organisation’s direct control.
• Monitoring the distribution of employees across roles and pay levels to understand trends and ensure fair access to opportunities.

• Supporting access to opportunities where available, including promoting internal vacancies and encouraging applications from all employees.
• Continuing to review people processes, including recruitment and onboarding, to ensure they remain fair, inclusive, and accessible.

I confirm that the information and data reported are accurate as at the snapshot date.

Catherine Gilby
Head of HR