Gender Pay Gap report
Shaq Gibbs Gender Pay Gap Report
2 April 2026
At Shaw Gibbs, we recognise that our two most important assets are our people and our clients. We believe that delivering exceptional service depends on a workforce that is empowered, fairly rewarded and given every opportunity to succeed.
As a people-focused business, we value the diversity of thought each individual brings and understand that a genuinely inclusive culture is fundamental to our success. Our core values – Expert, Respectful, Innovative and Collaborative (ERIC), shape our approach to pay equity, opportunity and professional development at every level of the firm.
We do not just aspire to an inclusive culture; we actively invest in it. A cornerstone of this commitment is our bespoke Management Development Programme, designed to complement professional qualifications and experience. By creating clear, structured and merit-based pathways into leadership, we aim to remove traditional barriers to progression that can contribute to gender pay disparities.
Our gender pay gap figures provide an important snapshot of where we are today, but our focus is firmly on continuous improvement. We are committed to building on the progress we have made and to ensuring that Shaw Gibbs remains a progressive workplace where every individual, regardless of gender, has the opportunity to develop, progress and thrive.
Angus MacGregor, Chief People Officer
This is our first annual gender pay gap report for the snapshot date of 5 April 2025.
- Our mean gender pay gap is 17.83%.
- Our median gender pay gap is 13.89%.
- Our mean gender bonus gap is 54.01%.
- Our median gender bonus gap is 66.64%.
- The proportion of male employees receiving a bonus is 30% and the proportion of female employees receiving a bonus is 23%.
Table 1: Pay quartiles by gender
This table shows our workforce divided into four equal-sized groups based on hourly pay rate. Band A includes the lowest-paid 25% of employees (the lower quartile) and band D covers the highest-paid 25% (the upper quartile).
| Band | Males | Females | What is included in this band? |
| A | 43% | 57% | All employees whose standard hourly rate is within the lower quartile |
| B | 24% | 76% | All employees whose standard hourly rate is more than the lower quartile but the same or less than the median |
| C | 33% | 67% | All employees whose standard hourly rate is more than the median but the same or less than the upper quartile |
| D | 47% | 53% | All employees whose standard hourly rate is within the upper quartile |
| A quartile is one of four equally sized groups created when you divide a selection of numbers that are in ascending order into four. The “lower quartile” is the lowest group. The “upper quartile” is the highest group.
The figures in this table have been calculated using the standard methods used in the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017. |
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What are we doing to address our gender pay gap?
At Shaw Gibbs, we believe that delivering exceptional service to our clients starts with a workforce that is empowered, equitably rewarded, and provided with every opportunity to succeed. Our data reveals a significant milestone in our journey toward parity: 53% of our highest-paid quartile is now female.
Our 2026 Action Plan
To deliver meaningful change, we are committed to the following actions:
- Accelerating fair progression and leadership
- Targeted development: Our leadership and management programmes are open to all, and we now proactively review participation data to ensure balanced gender representation across every cohort.
- Succession: We have strengthened our succession planning cycle to include gender impact analysis, monitoring the readiness of our high potential talent to ensure diverse successor pools for senior roles.
- Strategic exposure: High potential employees receive structured development, including leadership shadowing, cross functional projects, and exposure to commercial and revenue responsible roles.
- Sponsorship, mentoring, and role models
- Active sponsorship: Senior leaders act as formal sponsors, advocating for high potential talent so that career progression is driven by capability and contribution.
- Visibility matters: We are increasing the visibility of senior female role models across the business to show that progression at Shaw Gibbs is achievable and supported at every stage.
- Confidence and growth: We are expanding mentoring and networking participation to ensure inclusive access for all underrepresented groups.
- Inclusive culture and leadership behaviours
- Competency framework: We are integrating Inclusive Leadership behaviours into our core competency framework and management training.
- Values led leadership: By reinforcing these behaviours, we ensure progression is based on contribution, potential, and performance, not background or gender.
- Talent acquisition and inclusive flexibility
- Inclusive hiring: We regularly audit job descriptions for inclusive language and where possible ensure diverse interview panels for all senior appointments.
- Flexibility by default: In line with 2026 expectations, we are expanding flexible working options and return to work support for those with caring responsibilities.
At Shaw Gibbs, we know that closing the gender pay gap is a long term journey. Our 2026 narrative is built on transparency, measurable actions, and clear accountability so our colleagues, clients, and candidates can see exactly how we are turning commitment into change.
I, Angus MacGregor, CPO confirm that the information in this statement is accurate.
2 April 2026