Iron Mountain - Gender pay gap report 2025-26

Iron Mountain is a global business dedicated to storing, protecting and managing information and assets.

Iron Mountain has two UK employing entities, Iron Mountain (UK) PLC and Iron Mountain (UK) Services Limited which are required to report their gender pay gaps. The table below shows the make-up of each employing entity:

At Iron Mountain, we foster an environment characterised by teamwork, bravery, and a deep focus on customer satisfaction, principles that guide every employee. Our collective effort is to build an inclusive workplace where everyone's true self is embraced and valued. By embracing a variety of thoughts, experiences, and viewpoints, we spark innovation. This approach not only enables our employees to flourish but also enhances our customer experience and drives the success of our business.

Our Progress in 2025

Building on the foundation laid in 2024, we have continued to leverage our Employee Resource Groups (ERGs) as a primary engine for cultural and structural change. Throughout 2025, these groups have remained the heart of our inclusion strategy, fostering a sense of belonging and ensuring that the diverse voices of our "Mountaineers" are heard at every level of the organization.

We believe that the sustained engagement of our ERGs, particularly Women@IM, combined with the rigorous oversight of our Rewards team, has been instrumental in the continued narrowing of our gender pay gap this year. By aligning our internal community support with equitable reward frameworks, we have ensured that career progression and compensation remain transparent, fair, and accessible to all.

Looking Ahead: 2026 and Beyond

As we look toward 2026, our commitment to achieving total gender parity remains unwavering. We will continue to evolve our ERG initiatives to meet the changing needs of our workforce, ensuring they remain a platform for professional development and advocacy.

In the coming year, we intend to further integrate the insights from our ERGs into our long-term talent and reward strategies. Our focus remains on accelerating the pipeline of female talent into senior leadership and maintaining a culture where every employee, regardless of gender, has an equal opportunity to thrive, lead, and be rewarded for their contributions.

Peter Long, (Head of Operations UK, Ireland and South Africa) said

At Iron Mountain, our commitment to achieving total gender parity remains unwavering as we foster an inclusive workplace where every "Mountaineer" is empowered to thrive. Building on the foundation of our previous efforts, I am pleased to report that our 2025 data shows a significant narrowing of the gender pay gap across both our UK entities, Iron Mountain (UK) PLC and Iron Mountain (UK) Services Limited.

These results are a testament to our dual strategy: leveraging our Employee Resource Groups, specifically Women@IM, to drive cultural change while maintaining rigorous oversight of our equitable reward frameworks. While we are proud of these improvements, particularly the significant reduction in the bonus gap within Iron Mountain (UK) PLC, we are not complacent.  We recognise that there is still work to be done to close remaining gaps and to continue to genjavascript:void(0);erate the pipeline of female talent across all roles. As we look toward 2026, we will continue to refine our recruitment and internal progression strategies to ensure that compensation and career development remain transparent, fair, and accessible to all, regardless of gender.

Pay and Bonus Gap Data

The gender pay gap shows the difference in average hourly pay and annual bonus pay gap between women and men at Iron Mountain.  It is different from equal pay, which looks at pay differences between men and women who carry out the same jobs, similar jobs or work of equal value.  The gender pay gap shows the differences in the average pay between men and women regardless of role.

More male employees are working in these jobs, but only 23% of the total male population received a payout. Proportionally slightly more female employees received bonuses, 24% of them; although we note that both the median and average bonus gap are close to 30%, and we are committed to closing this gap on longer term.

Employees by Pay Quartile

The vast majority of the headcount is male in both entities, approximately 58% of all population in QRS and 69% in the TRS entity. 

Closing Remarks

We are pleased to report that the Gender Pay Gap has decreased in both TRS and QRS entities.  The Gender Bonus Gap also decreased in the QRS entity. This suggests that both our strategy to empower and hire or promote more women within the organisation and our continuing review of our reward strategies are working effectively. We are always continuing to look at ways to make our business a more diverse and inclusive place to work and encouraging equal opportunity to all employees. We try not to look at the pay and bonus gaps in isolation, as they are not the only measure of inclusion, although they are a good measure of highlighting areas for focus. We are not complacent about the challenges and we do still have areas of imbalance to focus on over the course of the next year, which we intend to resolve.

As we move forward into 2025-26 we are more determined than ever to pinpoint and seize opportunities that advance gender equality within Iron Mountain. Through the development and execution of strategic initiatives, we aim to not only promote but also realise gender equality across all levels of our company. This commitment is a cornerstone of our mission to create a more equitable and inclusive workplace for all our employees.

I confirm that the data in this report has been prepared according to the requirements of the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017.