Clancy is fully committed to achieving a gender balance that better reflects society and the communities in which we operate.

No-one ever said it was going to be easy.

The construction industry has a historical gender imbalance with significant under representation of women and we know that to change that it takes significant focus, effort and time.

But, with data at our fingertips, we can now start to see how incremental changes, an unwavering focus on inclusion, leadership commitment and consistency is starting to pay off. In those years, whilst the proportion of women working in the business has not increased significantly, our gender pay gap has continued to decrease and we see greater representation of women in our higher pay quartiles.

We continue to face challenges, but there has, nevertheless, been progress. We’re focused, we’re motivated and together we’ll make gender and ethnicity pay parity possible.

Diversity and Inclusion is a key strategic priority for our business and our industry. Our focus as an organisation is on ensuring we have an inclusive culture where all colleagues can thrive. With an inclusive culture diverse talent is attracted, retained, engaged, developed and progressed within our organisation without any barriers. Whilst we see continued progress, maintaining focus and providing essential leadership is key to closing our gap.

We are delighted to see improvement in all areas of our business, reflective of the focus and investment we have given to ensuring inclusion a golden thread through our business and ensuring we are appropriately resourced to support this change programme.

Our consistency of practice is clear and a Diversity & Inclusion Centre of Expertise to provide focus and strategic alignment is helping us to build inclusion into everything we do. Despite this promising change, we recognise that we are still on a significant journey and need to continue our efforts, adjusting and adapting to the social changes and demands of the industry in which we operate.

Clancy is fully committed to achieving a gender balance that better reflects society and the communities in which we operate, and this report outlines our improvement journey, as we strive to transform both the diversity and the inclusivity of our business.

What is Gender Pay Gap reporting?

From 2024, the Gender Pay Gap Information Act 2021 requires any organisation employing 150 or more employees to publicly report its gender pay gap. The gender pay gap is the difference in the average earning (measured using the mean and median) between all men and all women in an organization, regardless of the roles they undertake. Gender pay gap reporting is not about equal pay. Equal pay concerns differences in the actual earnings of men and women performing work of equal value.

Based on data collected on the reporting date, Clancy’s mean gender pay gap sits at 21%, in line with the average gender pay gap observed in the Irish construction industry in 2024, as reported by PWC. While these results are visible across the industry, any pay gap is disappointing to see in our business and it is key that we fully understand the reasons for this and to ensure we maintain focus on the levers for change to close this gap.

When analysing the reasons behind our median and mean pay gaps, we see that the distribution of women through the quartiles is disproportionate, with a higher percentage of women in the lower quartiles and lower representation of women in the higher quartiles. This highlights how important it is to not only retain and develop internal talent but also to attract women into our business in quartiles 3 and 4.

A key focus this year has been on understanding our talent pipeline for senior leadership roles, so that we can maximize opportunities for diverse talent, focusing on how unconscious bias can affect our development activities, including talent identification and planning.

This year we have seen an increase of 15% on our female successors identified and an increase of 20% on female high potential talent identified. Talent conversations have enabled us to identify talent blockers and to find ways to unlock opportunities for our diverse potential successors into leadership roles.

We clearly have much more work to do to achieve better balance and representation across all quartiles of our organization, and are committed to continually improving this.

In addition, we are also committed to attracting more women into our business via our graduate recruitment programme, which in time will create a more diverse talent pipeline. In the short term this can increase the proportion of women in the lowest quartile, widening our pay gap in the interim, however this is an important way to attract diverse talent into our business at the early stage of their career and we are fully committed to doing this to ensure we have a sustainable and diverse talent pipeline.

Closing The Gap

Broadening Minds

Education is key for us to ensure all our colleagues understand the fundamentals of Diversity and Inclusion.

Our enabling service functions are also deepening their knowledge of what D&I means in their everyday roles so that we can ensure inclusivity is the golden thread running through everything we do.

Inclusion Everyday

In 2024, we invited Irish Centre for Diversity into our business and provided them with full access to our people, systems, data, customers and supply chain. The assessment reviews different drivers for inclusion and identifies key focus areas to become more inclusive.

We made considerable improvement across between the two assessment periods to date and have identified further areas for improvement which have now been embedded into action plans for implementation.

Removing Barriers

This year we launched our Inclusion Networks, giving our colleagues access to employee run networks on diverse characteristics.

Looking forward to 2025, the Gender Action Network will formally launch their objectives which focus on a variety of gendered issues including professional development; family leave and returners, and educational partnerships.

Forensic Analysis

We made considerable progress addressing our gender pay gap in Ireland this year by undertaking a detailed analysis of job roles versus pay via MBCA Paydata. Immediate action was taken to address issues identified and the exercise highlighted the need to continually review and challenge behaviours and actions which can become normalised through long periods of unconscious bias. While gender pay parity is an absolute business policy and commitment, addressing historical imbalance and embedding inclusive leadership in an ongoing process.

Gender Action Network

The Gender Action Network continues to address the ongoing issues that our industry faces regarding gender equality, equity, and parity, we recognise that gender is not binary and will endeavour to encompass and support all genders including women, men, transgendered and non-binary individuals throughout their careers here at Clancy.

Throughout 2024, the Gender Action Network scoped and agreed seven strategic objectives which have been informed by ongoing industry trends, insights from our Return on Inclusion Audit and the feedback received from our Gender Action Network member’s.

Statutory Disclosures – Gender Pay Gap

The following represents our statutory disclosures which are reported as at the time of the data collection.