Gender Pay Gap

Executive Summary

ChopNow is committed to fairness, inclusion and equal pay for equal work. This voluntary 2026 Gender Pay Gap Report shows our current position, what it means, and the concrete steps we are taking to close gaps and build a more equitable workplace as we scale. Where we present numbers, they reflect payroll and bonus data for the snapshot date above. Where data is limited by headcount we flag this and explain our approach.

Legal and Policy Context

We follow the spirit of UK requirements under the Equality Act 2010 and the Gender Pay Gap Regulations. Even though ChopNow may be below the mandatory reporting threshold, we publish these results voluntarily to be accountable to staff, partners and customers and to embed equitable practice from the start.

Legal and Policy Context

We follow the spirit of UK requirements under the Equality Act 2010 and the Gender Pay Gap Regulations. Even though ChopNow may be below the mandatory reporting threshold, we publish these results voluntarily to be accountable to staff, partners and customers and to embed equitable practice from the start.

Our Data — Key Metrics

ChopNow is a young business with a small workforce. Small changes in staffing have a material effect on percentages. These figures are accurate to our payroll at the snapshot date.

• Mean Gender Pay Gap (hourly): 8.4% (male mean higher)
• Median Gender Pay Gap (hourly): 6.0% (male median higher)
• Mean Bonus Gap: 12.5% (male mean higher)
• Median Bonus Gap: 0.0% (no median difference)
• Proportion Receiving Bonus: Male 56% — Female 50%
• Pay Quartile Distribution:
  • Upper quartile: 58% male / 42% female
  • Upper middle quartile: 52% male / 48% female
  • Lower middle quartile: 46% male / 54% female
  • Lower quartile: 44% male / 56% female
• Interpretation: The gaps are modest but present. They reflect early-stage hiring patterns, a small executive team with more male representation, and operational roles (delivery/courier) that skew male. Bonus gaps are influenced by role mix and commission structures. As headcount increases, we expect more stable trends.

Training and Internal Governance

All relevant staff receive training on modern slavery risks, red flags and reporting procedures. Recruitment and operations teams are trained to spot signs of exploitation among partners and couriers. Our Chief Operating Officer and Data Protection Officer share responsibility for oversight, and senior management review modern slavery issues at least twice yearly.

What The Numbers Mean (Plainly)

• A positive pay gap percentage above zero means that, on average, men are paid more than women. It does not necessarily mean unequal pay for the same role — that is a separate legal requirement we already enforce.
• Our median gap (6.0%) is lower than many sector averages but still shows room to improve. The mean gap is pulled up by a higher-paid small group of male employees in senior or technical roles.
• Bonus gap is primarily a reflection of role mix and the timing of performance-based payments; we are addressing this in bonus design.

Root Causes Identified

• Role Mix: Early-stage operational roles (drivers, logistics) currently have higher male representation.
• Senior Hires: Our leadership and technical hires to date are disproportionately male, affecting mean pay.
• Bonus Design: Commission and incentive models favour roles with variable pay; some roles held more by men benefit more.
• Recruitment Pipeline: Limited outreach to female candidates for tech and leadership posts.
• Part-time And Flexible Working: Some women are in part-time roles; we must ensure promotion and pay progression remain equitable.

Actions We Are Taking — 12 Month Plan (Committed)

We set near-term, measurable steps that balance urgency with practical delivery:

• Transparent Job Bands and Pay Ranges
  Publish salary bands for all roles internally and apply consistent pay offers. Target: implement by Q1 2027.
• Fair Bonus and Incentive Review
  Redesign incentive schemes to reduce role-dependent bias and add non-financial recognition options. Target: new scheme live Q2 2027.
• Inclusive Recruitment Practices
  Use gender-neutral adverts, diverse shortlists, and female-focused talent channels for leadership and tech roles. Target: 50% diverse shortlist for senior roles.
• Leadership Development and Returner Support
  Offer leadership training, mentoring and return-to-work programmes targeted at women. Target: three participants in the first year.
• Flexible Working and Role Design
  Promote flexible hours, job-sharing, and remote options for senior and technical roles to broaden the candidate pool.
• Courier and Partner Diversity
  Work with community partners to attract a more diverse courier base and support women-run kitchens through grants and business support.
• Monitoring and Transparency
  Publish this report annually, set public targets, and track progress quarterly. Assign executive sponsor and HR owner.

Targets and Measurement

• Reduce mean gender pay gap to below 5% by 5 April 2028.
• Achieve gender balance (45–55%) in leadership roles by 5 April 2029.
• Ensure 50% of senior role shortlists include female candidates from Q2 2027. Progress will be reported publicly each year and internally to staff.

Governance, Accountability and Responsibility

• Board Oversight: The Board reviews pay-gap progress annually and approves strategy.
• Executive Sponsor: Chief People Officer (or equivalent) is accountable for delivery.
• Operational Lead: HR will own data collection, pay reviews and reporting.
• Employee Voice: We will set up a diversity and inclusion working group including employee representatives.

Pay Equity Assurance

ChopNow is committed to equal pay for equal work and conducts regular equal-pay audits: matching roles by job band, seniority and responsibilities to confirm there is no unjustified difference in pay between genders for the same role.

Risks And Mitigations

• Small Sample Volatility: With a small workforce, single hires can swing metrics. Mitigation: focus on structural changes (pay bands, inclusive hiring) rather than short-term number management.
• Operational Constraints: Some operational roles are traditionally male-dominated. Mitigation: outreach, alternative role design and targeted incentives to widen the applicant pool.

Communication and Engagement

• Share this report with all staff and partners.
• Run workshops explaining the data and planned actions.
• Invite feedback and ideas from employees and the community.

Closing Statement

ChopNow wants to build a company that reflects the communities we serve — diverse, fair and inclusive. This Gender Pay Gap Report is a public commitment to measurable change. Numbers give us direction; actions close the gap. We will report progress honestly, learn fast, and keep accountability visible.

Contact and Further Information

For questions about this report or to request further detail, contact:

Email: hello@chopnow.co.uk

Phone: 07944 445328

ChopNow Ltd