Gender Pay Gap Report

English Lakes Hotels Resorts & Venues’ approach to pay is a simple one.  We want to reward our staff fairly for the job they do, regardless of gender.  All of our processes and policies support this and we love having diverse teams in our properties.

Our framework covers all grades and, like many other hospitality and retail businesses, we pay at least the national minimum wage for roles.  Our grading structure represents the way we do business – it’s straightforward and considers what is right for us.

Gender Pay and Bonus Gap

  Mean Median
Difference between men and women Average  Middle
Gender pay gap  8.1% -1.5% 
Gender bonus gap  71.5% 67.7%

At English Lakes Hotels Resorts & Venues our gender pay gap is -1.5% (median) – this contrasts with the current national average of 9.1% (median) (Source: ONS, January 2018)

The gender pay gap expressed as a mean average and in our bonus pay reflects what we see in our business – we have a higher proportion of males in our top pay quartile, some of which are eligible for a bonus payment. 

Pay Quartiles  

Median Gender Pay Gap by Quartile Men Women
Top Quartile 57.8% 42.2%
Upper Middle Quartile 44.0% 56.0%
Middle Quartile 56.9% 43.1%
Lower Quartile 53.4% 46.6%

How we are tackling our gender pay gap

Keep doing the right things

We know that if we stick to being fair and equitable with all our employees we will continue to reduce the mean average gender pay gap. 

A diversified, gender balanced senior team

We have a diversified senior team which includes a balance of both male and female members.

Challenge ourselves to think differently

We have different areas in our business that historically attract a higher proportion of females or males and are addressing this pro-actively.  We have created a culture that encourages females to apply for senior management roles and males to apply for roles usually held by females.

  • Constantly reviewing our recruitment and selection processes to understand why we are not attractive to female senior leaders, and then action those points.
  • Pro-actively striving for an internal promotion rate for managers.
  • Having a more balanced male to female ratio on our internal management development programs which will then feed into the metric for internal promotions. 
  • Encouraging males to apply and feel valued in traditional areas of business dominated by females