Reflections from the female directors of JR&Co for International Women’s Day and B Corp Month

Earlier this year, as B Corp Month and Women’s History Month coincided, we paused to reflect on progress—not just in our own business, but across the industry we are proud to be part of.

This year’s International Women’s Day theme, Accelerate Action, called for urgent, meaningful steps towards gender equality. It encouraged companies like ours to look inward. To ask whether we are doing enough. And to listen to the women within our business who are helping to shape its direction.

At JR&Co, women hold four of the nine leadership roles, including three out of five positions on our Senior Leadership Team. That puts us ahead of the FTSE 350 average, where women make up 42.1% of directors—and well above the representation typically seen across the cleaning and facilities sector, where leadership remains overwhelmingly male.

Data from the British Cleaning Council (BCC) highlights a significant gender disparity between the operational workforce, which is predominantly female, and those in management roles. According to the report, 79% of cleaning and hygiene operatives are female, yet only 38% of managers and senior officials in the cleaning industry are women.

But progress is not just about numbers. It is also about culture. We sat down with our four female leaders—Caroline Hutchins, Lauren Hanley, Nicola Willox and Breheny Jenkins—to understand their journeys, hear their perspectives, and explore how we can do more to support women at every level of our business.

This article brings together those conversations. It explores the progress we have made, the challenges that remain, and the actions we are taking to keep moving forward.

An industry of women, but not always for women

The cleaning industry is often described as female-heavy, but that only tells part of the story. Women are highly represented at the frontline, often working as part-time cleaning operatives, as reported by the BCC. These roles offer two or three hours of work a day, often in the early morning or evening. For many, these work arrangements provide stability but also the flexibility they need to fit around other commitments. These roles are essential, both to our clients and to our communities.

But while women are strongly represented at the frontline, their visibility fades as we move further up the structure. In operational management, men still occupy the majority of roles. This is not a question of capability, but often of perception with operational leadership roles seen as requiring long hours, reactive working patterns and unsociable shifts that are harder to reconcile with other commitments.

These barriers are not just practical; they are also cultural. Deeply rooted beliefs, preferences and stereotypes about gender roles continue to shape how opportunities are perceived and who feels encouraged to step forward (Source: IFS). In the cleaning industry, where irregular working patterns are particularly common, these challenges can feel even more acute.

While we are committed to supporting change, the challenges we see are backed by recent data. A 2023 study by the Institute for Fiscal Studies, drawing on data from the UK and other high-income countries, reveals a sharp pattern, echoing what is often observed: men tend to spend more time in paid employment outside the home, while women continue to take on a greater share of unpaid domestic work.

The same study notes that differences in how unpaid work (including childcare, other care responsibilities, and housework) are shared between men and women continue to drive many of the unequal outcomes we see in the labour market.

These patterns, though persistent, are not fixed. Research shows that the division of paid and unpaid work is strongly responsive to the social, cultural and policy environment. Where conditions shift, whether through workplace structures, leadership culture or wider societal change, participation patterns can shift too. It is also important to recognise that not all women align with traditional expectations around caregiving or external commitments, and their experiences and priorities are as varied as the individuals themselves.

Examining the composition of our teams within JR&Co, we see these patterns reflected, but also some notable variations.

Our operational management team is predominately male.

However, at the JR&Co head office, roles in areas like customer services, HR and finance are in contrast predominantly held by women. These positions offer more structured hours, clearer expectations and a clearer separation between work and home life, factors that, as the research showed, disproportionately affect women. (How we intend to address this at JR&Co will be discussed later).

At the very top, however, the pattern begins to shift again. JR&Co’s leadership team is evenly balanced between men and women. But balance alone is not enough. True progress is measured not only in representation, but in societal and company culture. It is about how people lead, how they are heard, and how they make space for others to rise.

To understand this progress in practice, we sat down with the four women on JR&Co’s leadership team to hear their stories and learn how they have navigated complexities and reached their positions. Their experiences offer valuable insights into the pathways to success and the qualities that drive progress, as well as highlighting where we need to continue to improve.

Different paths, shared purpose

Our four female leaders arrived at JR&Co from very different walks of life and have successfully forged their paths to leadership. Their individual journeys serve as powerful examples of resilience, adaptability, and the diverse expertise that is essential for driving change.

Caroline Hutchins, our Operations Director, started in retail before moving into cleaning. Her first experience in the industry was, in her words, “not the best.” But she stuck with it, learned from the ground up, and now leads our operational delivery across London. Caroline is one of only a handful of women in a senior operations role in the capital. “It’s still very male-dominated,” she says. “But that’s changing slowly. And the more we show what’s possible, the more it will change.”

Caroline’s own path, learning the operational complexities first-hand and excelling in a demanding, male-dominated arena, sets a powerful example of what’s possible.

Lauren Hanley, now our Business Support Services Director, also came from a career in retail, where she honed her organisational and customer service skills. She began at JR&Co as a Customer Services Manager, and through drive, clarity and consistency, worked her way up. “Customer service is customer service, wherever you go,” she reflects. “What mattered was applying what I knew, and building something that worked for our clients.”

Lauren’s experience and skills were directly transferable and valuable in cleaning industry leadership, offering an alternative pathway to operational management.

Nicola Willox, our HR Director, joined JR&Co after building her career in premium consumer goods. She brought with her a fresh perspective and a belief in structured growth and support—and was surprised these weren’t universally available in the cleaning industry. “In my previous roles, I was used to seeing employee resource groups, career coaching, mentoring,” she says. “We don’t have that in the cleaning industry yet, but we could and should. And we will have.”

Breheny Jenkins, our Business Development Director, known to most as Bree, has been with JR&Co since 2010. With a background in sales, music retail and design, Bree’s journey into cleaning was anything but conventional. What kept her here was not just the role, but the culture. “JR&Co actually does what it says it will do,” she explains. “That’s rare. And when you believe in what you’re selling, and the people behind it, you want to stay and build something.”

Together, these four leaders bring clarity, strength and care to the business. They each bring their own style and perspective, but what unites them is a shared commitment to purposeful, people-focused leadership.

Qualities that shape leadership

In conversation with JR&Co’s women leaders, certain themes emerged again and again. Organisation. Initiative. Empathy. Vision. These are not qualities exclusive to women. But they are often undervalued in industries that reward speed over thoughtfulness, or visibility over substance.

These leaders understand what it means to be responsible not just for results, but for people. They understand how it feels to juggle competing demands, and how hard it can be to speak up when you feel unseen. They bring that understanding into the way they manage, support and develop their teams.

Their leadership is not about perfection. It is about presence. And in a business like ours—one that depends on people, every hour of every day—presence matters.

The barriers that still remain

None of our female leaders believe that progress is complete. Each of them sees the gaps, the friction points and the missed opportunities.

One of the most consistent themes was internal progression. While some cleaning operatives are content with their current hours and routines, many want to grow.

Although numerous female cleaning operatives made the leap to roles in our head office, few have make the leap into supervision or operations. There are structural reasons for this, like shift patterns, language barriers and cultural expectations. But part of the challenge lies in visibility. Women rarely see others like them in these roles, and so often struggle to imagine themselves stepping into them.

As Lauren put it, “There’s so much untapped potential within our cleaning teams. But if women don’t see others like them progressing into leadership, it becomes harder to picture that path for themselves.”

Nicola highlighted the need for more structured development. “We need to move from conversations to action,” she said. “We’re starting to map performance against potential, to see who is ready for more. That’s a good start. But we need to keep going.”

Caroline proposed something simple but powerful: hands-on exposure. “We should run experience days, where women who are interested can shadow an operations manager, see what the job really involves. That’s how we make it feel real, not abstract.”

Bree added, “There’s so much talent within our teams. What’s exciting is that we’re starting to have the right conversations, not just about where people are now but about where they could go. The potential is there and we’re in a great position to nurture it.”

What matters most is that we are having these conversations openly, honestly and with intent. Progress will not come all at once. It will come through small, deliberate steps. By creating space, offering support and showing what is possible, we can help more women see a future for themselves in leadership if that is the path they choose.

Addressing inequalities and moving forward

At JR&Co, we know that creating a fair and inclusive workplace is about more than just talking about leadership. It’s about addressing inequalities at every level. One of the most significant challenges in our sector, and across many industries, is the gender pay gap. We recognise that this is an area where we must continue to focus and improve.

As a certified B Corporation, we are committed to transparency and accountability. That is why we publish our Gender Pay Gap Report annually. In our most recent report, Managing Director Chris Jarvis acknowledged the progress we have made but also stressed the importance of continuous improvement:

“Our aim is to ensure that JR&Co is a place where every individual, regardless of gender, has equal opportunities to succeed. We are working hard to close the gap and are committed to building a culture where talent and hard work are recognised and rewarded fairly.”

David Gajlewicz, our Finance Director, adds:

“We’re a people-first business, and fairness is at the heart of everything we do—not just in how we pay our people, but in how we help every individual thrive. At JR&Co, we’re committed to turning that principle into action, from equitable rewards to the everyday support our people receive. When colleagues feel valued and supported, they bring their best—and that’s what makes us stronger together.”

While gender presents specific challenges, we also recognise that individuals from diverse national, cultural and socio-economic backgrounds may face unique barriers to career progression. These can stem from factors such as language, unfamiliarity with formal development pathways, or differing expectations around opportunity and advancement. A truly inclusive approach means identifying and addressing these barriers too.

To achieve this, we’ve committed to several practical initiatives:

• Transparent career progression: Introducing structured pathways for growth, directly addressing the lack of clear pathways, so employees know what is required to advance to supervisory and leadership roles.
• Targeted training and development: Committing to helping all our staff build the skills needed to progress, with a particular focus on women in operational roles.
• Creating visibility: Offering experience days and mentoring opportunities to give employees firsthand insights into what leadership looks like at JR&Co.
• Inclusive leadership training: Equipping our current leaders with the tools to recognise and nurture potential, regardless of background or previous experience.

Chris Jarvis puts our commitment clearly:

“We have made strides, but we know there is more to do. Our goal is to be a leader not just in cleaning, but in fair and progressive employment practices. We are proud of the progress we’ve made, and we are determined to build on it with purpose and integrity.”

Culture change starts at the top

The presence of four women on JR&Co’s leadership team is not accidental. It reflects the evolution of the company and a deliberate effort to broaden perspectives at the highest level.

It also changes the tone of conversation. When leadership includes different voices, decisions are made with more consideration. When people see themselves reflected at the top, they begin to believe in the possibility of their own progress.

Managing Director Chris Jarvis summarised it best when he said:

“Great leadership isn’t defined by gender, but by character. At JR&Co, we’re proud to have leaders who bring empathy, clarity and drive to the table. We’re committed to building a business where everyone can grow, thrive and be heard.”

A better future, built together

There is still a long way to go. But it is encouraging that the conversation has started and it is not going away.

We are listening even more closely to our people. We are asking better questions. We understand that one-size-fits-all solutions are rarely fit for purpose, and that equity sometimes means giving people different tools to reach the same goal.

And perhaps most importantly, we are making space for all out people to shape the future of our business, not just contribute to its present.

At JR&Co, we believe that cleaning deserves undivided attention. So do our people. And that includes the women, at every level of our company, who continue to show up, speak up and lead the way.

Want to hear more? Sign up for our newsletter to stay updated on our latest news, insights and stories from the people driving better cleaning across London.

The UK’s independent school sector is facing a period of significant change, not least due to the recent VAT reforms. While these changes may seem daunting at first, they also present a valuable opportunity for schools to reassess their operations and explore cost-effective solutions.

In a sector where reputation is crucial, and first impressions are paramount, this re-evaluation is more important than ever. When prospective parents and pupils visit your school, a pristine environment speaks volumes about your commitment to excellence. Every detail matters – from sparkling floors and spotless classrooms to well-maintained washrooms and communal areas.

Outsourcing your cleaning services is gaining traction as a strategic move with numerous benefits, including significant financial advantages and a higher standard of cleanliness. This can be a key strategy in ensuring your school always makes the best possible impression.

Understanding the New VAT Rules

From 1 January 2025, all private schools in the UK became subject to VAT at the standard rate of 20%. This includes services such as cleaning, which were previously exempt. However, independent schools can now reclaim VAT on outsourced cleaning services, making this option financially more attractive than ever before. This creates a significant opportunity for schools to optimise their budgets and allocate resources more effectively.

Why Outsourced Cleaning Makes Sense

Beyond the VAT reclaim benefits, outsourcing cleaning offers a multitude of advantages:

• Focus on Core Activities: By entrusting your cleaning needs to specialists, your school can dedicate more time and resources to its primary mission: providing an outstanding education.
• Enhanced Expertise: Professional cleaning companies bring a wealth of specialised knowledge, highly trained staff, and the latest cleaning technologies to ensure a truly high-quality clean.
  

At Julius Rutherfoord & Co, we have a long history of providing premium cleaning services to schools. We support our team to provide their undivided attention to your premises, and we think you’d notice the difference.

• Improved Efficiency: Outsourcing can lead to improved productivity and cost savings through optimised cleaning schedules and the use of advanced equipment.
• Reduced Liability: Outsourcing allows schools to minimise their responsibility for employment regulations, staff training, and health and safety compliance, freeing up valuable time and resources.
• Enhanced Safeguarding: Reputable cleaning companies prioritise the safety and well-being of your pupils and staff. They implement robust security measures, including thorough background checks, DBS checks, and even advanced technologies like facial recognition and biometrics where appropriate, to ensure that only authorised personnel access your premises. This provides an additional layer of security and allows school leaders and staff to focus on their core responsibilities with greater peace of mind.

Elevating Cleaner Welfare

Contrary to some perceptions, outsourcing can actually improve cleaner welfare: providing not just jobs but fulfilling careers with competitive pay, comprehensive benefits and clear pathways for advancement.

Strong Management & Experienced Teams

Effective cleaning goes beyond the efforts of individual operatives; it requires a robust management structure to ensure consistent, high-quality service. Many providers overlook this, offering low-cost solutions that are actually more costly in the long term.

At JR&Co, we invest in strong management structures and experienced teams who are dedicated to delivering exceptional service. Our managers provide regular on-site supervision, quality control, and ongoing support to ensure our team achieve consistently high standards.

Beyond Savings: Quality and Sustainability

Outsourcing doesn’t mean compromising on quality. In fact, professional cleaning firms often deliver a higher standard of cleaning due to their expertise and access to advanced technologies. Many also prioritise sustainability, using eco-friendly products and practices to minimise their environmental impact.

We go several steps further than most and, as a certified B Corp, we’re proud to be able to say we’re a force for good in business.

The Next Steps for Independent Schools

If you’re considering outsourcing your cleaning services, here’s what you should do:

• Assess your needs: Clearly identify your specific cleaning requirements and priorities.
• Research potential partners: Look for companies with a proven track record in the education sector and a strong commitment to quality.
• Request proposals: Compare quotes and service offerings from different providers to find the best fit for your school.
• Check references: Gain valuable insights by speaking to other schools that have used their services.

Finding the Right Cleaning Partner

Choosing the right cleaning partner is crucial. Look for a provider who actively listens, communicates clearly, and provides a comprehensive contract that reflects your needs and expectations.

At JR&Co, we pride ourselves on our attentive approach and collaborative spirit, working closely with our clients to ensure a seamless, high-quality cleaning solution. We empower our teams through comprehensive training and support to give your premises their undivided attention. We think you’ll notice the difference.

Conclusion

The new VAT rules, combined with the numerous benefits of outsourcing, make this an opportune time for independent schools to reconsider their cleaning arrangements. By partnering with a reputable cleaning provider, schools can achieve significant cost savings, enhance cleaning quality, and free up resources to focus on what they do best: delivering an excellent education.

Walking into the modern office, one might notice a vibrant change: greenery is taking over, adorning desks, windowsills, and communal areas. This trend, known as biophilic design, isn’t just about aesthetics; it’s about creating a healthier, more engaging environment. In a recent article published by Knight Frank’s “Office Insights” team, the benefits of biophilic design are clearly set out and were spearheaded by the tech giants in their bid to attract and retain top talent. Amazon’s head office in Seattle includes rope bridges and treehouses, streams and green walls; it includes thousands of plants strategically placed to encourage employees to think creatively.

At Julius Rutherfoord & Co., we’ve observed this shift and adapted our premium cleaning services to support it.

Understanding biophilic design

In simple terms, biophilia is the human need to connect with nature. Biophilic design integrates natural elements into built environments, aiming to connect people more closely with nature. This approach has numerous advantages:

Reduced sickness and absenteeism and improved staff retention Greenery in the office has been linked to lower rates of sickness and absenteeism. By creating a healthier atmosphere, plants help reduce the number of sick days taken by employees. In terms of employee retention, improving the office environment is said to boost staff loyalty across all generations, with this being even more evident among younger employees (Raconteur)​.

1. Reduced stress and enhanced wellbeing Plants in the workspace are proven to reduce stress and promote health and wellbeing. The presence of greenery helps create a calming environment, making employees feel more relaxed and at ease (MDPI).
2. Increased productivity, creativity, and happiness Studies have shown that plants can boost productivity and creativity. Employees working in green environments report higher levels of happiness and job satisfaction, leading to improved performance and innovative thinking (Knight Frank).
3. A more inviting environment Plants and flowers make the office more inviting for both employees and visitors. A green, vibrant workspace is more welcoming and can positively influence the first impressions of clients and guests (Planteria).
4. Improved air quality Plants improve air quality and reduce allergens by cleansing the air. They filter out toxins, which can decrease symptoms of fatigue and discomfort, leading to a healthier indoor environment (Built | The Bluebeam Blog). According to research by the US Joint Commission, 40 percent of all sickness absence is due to indoor air pollution or poor air quality. As Philippe Pare, design director at architecture and design consultancy Gensler, says: “Improved air quality has to be up there as one of the biggest benefits of biophilic design as it plays an important role in reducing absenteeism, which is a huge business cost.”
5. Branding and Image A biophilic design not only enhances the physical workspace but also strengthens the company’s brand. A commitment to a green office reflects a company’s dedication to sustainability and employee wellbeing, which can attract talent and clients alike (Raconteur)​.