Grosvenor Gender Pay Gap report

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1 Grosvenor Gender Pay Gap report This report outlines our performance on Gender Pay for our UK employees as of April 2017 and our chosen areas of focus to ensure improvements in relation to equality, diversity and inclusion within our business. 2017

2 Foreword At Grosvenor we aim to build a diverse workforce which reflects the communities in which we operate in order to ensure our business success. We will achieve this by attracting the best people from as wide a pool as possible and retain them through an inclusive culture. This enables us to be diverse in our thinking and inclusive in our behaviour so that our people can express their views freely within the context of our values. What follows in this document is a review of our gender in response to new legislation introduced by the UK Government to publish the difference in the average pay between all employed men and women. Grosvenor Group is one of the world's largest privately-owned property businesses. We develop, manage and invest in property in more than 60 cities globally. While this document illustrates gender pay data that only relates to our UK-based employees, over the coming months we will extend our analysis to include our people based in our international operating companies to better inform our efforts to improve our gender pay performance on a global basis, and in doing so, help build a more equal, diverse and inclusive place to work. Mark Preston CEO Grosvenor Group 2

3 What is a Gender Pay Gap? 3 A gender shows the difference in the average hourly pay between all men and women in a workforce. Lowest Paid The Median Highest Paid If all female employees and separately all male employees were listed in order of pay level, the median gender would compare the pay of the female in the middle of such a list with the pay of the middle man. The mean gender shows the difference in the average hourly rate of pay between men and women. A gender differs from an equal. In the UK, it has been a legal requirement for companies to pay men and women equally for doing work of equal value since Men and women at Grosvenor are paid fairly and equally for doing the same job. We know this because for several years and every year, we have benchmarked the base pay of all our roles, both externally and internally.

4 Our results Gender pay by 4 Our overall in April 2017 was 27.6% on a median basis (middle) and 34.4% on a mean basis (average). Lower 32% 68% Median - 3.5%* Mean - 6.7%* The table below illustrates the gender for our UK-based employees in April 2017 across four s based on pay levels. It shows a relatively well balanced level of pay among our first three pay s. Lower middle Upper middle 53% 47% 52% 48% 6.2% 1.9% 8.4% - 3.2%* The upper pay which captures our most senior directors within the business demonstrates a significant due to this including a predominant number of senior male directors and board members. In relation to bonuses, the gender is predominantly affected by two things: the calculation for bonus is not prorated for part time workers, and 13% of our female workers currently work part-time. This is the same for many organisations that are reporting bonus figures. It is also affected by the fact that our senior leadership receive a greater share of bonuses. Top 66% 34% Note: the above chart illustrates the gender distribution across Grosvenor in four equally sized s. The total company size is 461 employees. Men Women Number of people receiving a bonus Men 93% Women 91% Median bonus 52.4% 25.8% 19.2% Mean bonus 69.9% * A negative gap indicates the gap is in favour of women

5 Improving gender balance across all pay levels 5 We are determined to resolve the imbalance in gender pay at Grosvenor, which is largely influenced by the demographics in our highest pay. Improving our will not be straightforward but it's something we are committed to changing. To support our ability to build a more diverse business we recently launched a new Group Policy on Equality, Diversity and Inclusion (E, D & I). Each of our Operating Companies (OpCos) is now developing new initiatives to support the spirit of this approach. Common across all of our OpCos is the desire to exceed the minimum standards set out in legislation, foster a culture that supports equality, diversity and inclusion and allow our people to be their best. Our priority is to appoint the best candidate for any given role, so we want to select from the widest possible pool of potential recruits, ones which reflect the diversity of the communities in which we operate. Our recruitment suppliers understand our requirements for a diversity of candidates on any shortlist. Our focus is for all those involved in making recruitment and selection decisions to receive relevant E, D & I training and to monitor the data that derives from those decisions, to ensure that no unconscious bias impacts on the choices that we make. The same training will also be arranged for all new employees as part of their induction programme. We are introducing enhanced family-friendly policies ranging from flexible working through to equal and enhanced shared parental leave, and the option of maintaining better contact with those taking time out to care for dependents. It is only through the implementation of shared principles and approaches that we will help generate equal opportunities for all and help close our gender.

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