Dalcour Maclaren Reports Reduced Gender Pay Gap & 50:50 Workforce Split for 2nd Year Running

Why It Matters

Narrowing the gender‑pay gap signals stronger talent retention and positions DM as a benchmark for equity in the land and environment services sector, attracting diverse talent and clients seeking responsible partners.

Key Takeaways

• Mean hourly gender pay gap fell to 11.41% in 2024/25.
• Gap below UK average of 14‑15% and far under 20‑30% peers.
• Workforce gender balance reached 50:50 for second consecutive year.
• Median bonus gap eliminated; mean bonus gap reduced to 15%.
• Leadership credits consistent pay policies and progression focus for results.

Pulse Analysis

The land and environment services sector has traditionally lagged on gender equity, with many firms reporting pay gaps of 20‑30 percent. Dalcour Maclaren’s latest 2024/25 gender‑pay report breaks that pattern, posting a mean hourly gap of 11.41 percent—well under the UK average of roughly 14‑15 percent. Achieving a perfect 50:50 gender split for the second year in a row further distinguishes the consultancy. By publishing transparent metrics on both salary and bonuses, DM signals a data‑driven commitment that resonates with regulators, investors, and socially conscious clients.

The company attributes its progress to a unified compensation framework that ties pay, bonuses, and promotion criteria to measurable performance. Chief People Officer Aaron McKenzie emphasizes that women are moving into senior roles and accessing performance‑related pay at comparable levels to men. This approach reduces hidden biases and creates a clear career ladder, which can improve retention among high‑potential female talent. For a fast‑growing firm like DM, a reputation for equity also widens the talent pool, lowers recruitment costs, and enhances employer branding in a competitive market for engineers and consultants.

DM’s results arrive as the UK government tightens gender‑pay reporting requirements and as clients increasingly demand ESG‑aligned partners. Firms that can demonstrate concrete equity outcomes are better positioned to win contracts, especially in public‑sector infrastructure projects where social value is scrutinized. The narrowing of both salary and bonus gaps suggests that DM’s model could serve as a benchmark for peers seeking to close their own disparities. Maintaining momentum will require continuous monitoring as the organization scales, but the current trajectory indicates that gender parity can coexist with rapid growth and profitability.