Insights
Macro has published its 2025/26 Gender Pay Gap Report, marking a year of measurable progress as the business builds forward momentum following its transition to independence.
Download the report in full here.
2025/26 marked Macro’s third year as an independent facilities management business and a clear continuation of its shift from foundation-building to forward momentum. Following the management buyout from Mace Group in November 2023, the first year was defined by stabilising operations and establishing the infrastructure, governance, and people systems needed to sustain long-term success. Since then, the focus has turned to the future, specifically the ambition to become an innovative, technology-enabled FM organisation. That ambition depends on a capable, engaged, and diverse workforce, which is why this report is more than a compliance exercise.
Gender pay gap reporting provides a clear, data-driven view of how women experience the organisation. It does not measure equal pay for equal work, but instead highlights patterns across representation, progression, opportunity, and reward. For a business with Macro’s ambitions, those patterns matter. They help identify where progress is being made and where structural barriers may still exist. Candidates, clients, and colleagues increasingly expect transparency and fairness. This reporting plays an important role in demonstrating both, while holding the business accountable to its commitments.
This year’s results show meaningful progress. Macro’s mean gender pay gap stands at 4.6% and the median at 9.3%, reflecting a positive shift from previous years. Women now make up just over half of the workforce. In the highest-paid quartile, women are on average earning more than their male peers, demonstrating that when women reach senior levels, they are rewarded fairly and competitively.
Ross Abbate, CEO of Macro Group, said: “Inclusion is central to how we deliver for our clients and our people. This year’s results give us real cause for confidence. We are seeing progress, but we are equally clear on where we need to focus next to ensure that progress continues.” Adelaide Forbes, Group People Director, added: “What stands out in this year’s data is not just that the gap has narrowed, but what is driving that change. Women who reach senior levels at Macro are being paid competitively, in some cases more so than their male peers. That tells us the work we are doing on fairness and consistency is having a real impact.”
The remaining gender pay gap is not driven by unequal pay for equal work. Instead, it reflects the distribution of roles across the organisation, with men still holding a slightly higher proportion of the most senior positions. Addressing this imbalance is the next phase of focus, ensuring that progression pathways into senior roles are clear, accessible, and equitable.
Throughout the year, Macro has taken a more coordinated and intentional approach to people, purpose, and progress. This has included strengthening talent acquisition processes, improving how roles are advertised, and increasing the visibility of opportunities for internal candidates. Internal mobility pathways have been enhanced, and employer branding has been refined to create a more transparent and consistent recruitment experience. Macro has also continued to invest in the experience of its people. Pay benchmarking has been reviewed and strengthened, benefits have been assessed and updated, and service recognition awards introduced to better reflect the contribution of long-serving colleagues. Inclusion remains a core focus. The This Is Me programme has continued to create space for colleagues to share their stories and express their identities, while a series of global initiatives have explored themes such as neurodiversity, parental and caregiving support, faith recognition, and allyship.
The progress seen in 2025/26 reflects meaningful structural change, but it is not the finish line. The focus now turns to strengthening the senior talent pipeline, ensuring women with potential are identified early and supported to progress. Alongside this, Macro will deepen its understanding of role distribution across the organisation, using data to identify where progression may slow and where interventions can have the greatest impact. Fair and consistent pay practices will continue to be embedded, supported by clear guidance for managers and regular review of salary and promotion decisions. Career opportunities and stretch assignments will be made more visible, ensuring progression is driven by capability and readiness. Progress will be monitored throughout the year, with regular reporting to the Executive Team to ensure accountability and sustained improvement.
The data in this report represents two entities: FM24 Limited and Macro Group Limited.