Savills UK is the trading style of Savills (UK) Limited

SAVILLS UK GENDER PAY GAP REPORT 2019:

A BETTER BALANCE FOR EVERYONE

This report sets out the third set of gender pay figures for Savills UK. We will achieve a balanced workforce but it takes time.

For that reason we have revised our policies and training schemes. This is a commitment to everyone to achieve a better gender balance and ultimately a working environment in which everyone is valued, happy and can thrive.

Our latest gender pay gap figures are similar to those reported last year, which may seem like slow progress, but we are making crucial changes to our HR policies, culture, training and approach to flexible working.

We are pleased to report that there has been an increase in women in the upper pay quartile. At the same time, the proportion of men in the lower pay quartile has increased, demonstrating that we are working to redress the balance.

We still have a pay gap between the average earnings of men and women in our business, reflecting the historic under-representation of women at senior levels in the real estate sector, which means there is a higher proportion of men in these senior roles today than women. While this is reflective of our industry, we are passionate about changing it and are committed to complete transparency in the way we do it.

It’s also important to remember that a gender pay gap is not the same as unequal pay. For us it is a given that everyone in our business is paid fairly and appropriately for jobs of equal value.

During my first year as Chair of the Savills Gender Group it has been evident to me that our industry has already undergone a huge shift in addressing

gender balance, but it takes time to deliver change. We are committed to achieving a balanced workforce. Alongside Savills in-house programme of initiatives, we recognise the need to support some highly focused strategies, collaborating with other businesses in our industry to build a stronger network for women to work together.

We also need to encourage women to act as role models in areas of our business which have been traditionally occupied by men, and ensure that they recognise the opportunities that exist for them. Our approach involves looking at recruitment processes right down to investing in programmes working with universities and schools to access different pathways for recruitment. This will help us identify a more diverse pool of talent to recruit the very best women and men into our business.

Whilst we will aim for sooner, we need to look at this as a five to ten year project focused on continuing to grow and support everyone in the business and allow them to achieve their full potential. We firmly believe in career progression for everyone and will continue to promote on merit to ensure every person in the business has a sense of purpose and belonging.

A MESSAGE FROMOUR GENDER GROUP CHAIR

Siân Tunney Savills (UK) LimitedUK Board Director and Chair of Savills Gender Group+44 (0) 20 7877 4554 stunney@savills.com

Photo: Savills UK Board

Savills embraces diversity and provides a platform and a supportive environment for everyone to be the best they can be

Our diversity mission statement

HRPOLICIES

We recognise the importance of balancing work and home life so we have developed a suite of family friendly policies over recent years.

A few years ago we committed to treating both parents equally by paying the same enhanced shared parental leave, rather than the significantly lower statutory requirements. We were one of only a few companies to embrace this approach and it’s incredibly important to us so our workforce knows and understands how we can support them in every stage of their working life.

We are proud to promote positive, involved fatherhood and we have no doubt that this policy will continue to help us retain the best women, and men, with Robert Grant being just one of the people within the business to benefit.

We are constantly looking at, and reviewing, our HR policies in

order to attract and retain the best possible workforce.

At just six months old, our little girl, Anna, did not travel particularly lightly. After a lengthy battle, I finally managed to close the boot of our car and off we went on our eight week family adventure around France, Italy and the beautiful - but very cold and wet - west coast of Scotland. My primary aims were to develop my confidence - and competence - as a father and to enjoy eight weeks with my family away from the pressures of day-to-day life.

Requesting the shared leave didn’t come without its anxieties. Savills paternity policy is outstanding but I work in a very lean regional valuation team and I was conscious that my departure would add to the workload of my colleagues. I broached the subject with my departmental head who is progressive in approach and a family man. He was very receptive to the idea and commented

that he wished that he’d had this opportunity in his younger years. Our HR team was superb and talked us through the logistics of it all.

The time off was absolutely outstanding and I feel fortunate to have had so much time with Anna when she was at such an absorbent age. It also allowed me to gain a very good insight into the mysterious life that my wife had been leading over the previous six months.

My wife has since returned to her job as a litigation solicitor and somehow manages to balance this demanding role with being an outstanding mum. After experiencing shared parental leave first hand, I’m confident now that we can both work together to strike a balance between work and family life.

Case Study: Robert Grant

ASSOCIATE DIRECTOR EDINBURGH VALUATION

CULTURE

Our diversity groups have continued to develop over the last 12 months and these focus on gender, disability, LGBTQ, age, ethnicity and socio-economic. The groups are working hard to make ongoing changes within the business and during the last year we have seen some fantastic events take place which have embraced culture and celebrated everyone in Savills.

We know that we must lead by example when it comes to changing the culture of our business, and the biggest changes have to be driven from the top. We are constantly looking for opportunities to build on the balance at senior level and we are pleased to report that Helen Collins is the newest addition to our UK Board.

Last year, existing members of our UK Board: Siân Tunney, Jane Cronwright-Brown, Katrina Mackay and Nina Coulter featured on EG’s REWIRE podcast. Their discussions focused on the evolution of the Savills UK Board to one that is more representative of the workforce, how that has opened up new discussions and more flexible working practices within the business, and made it easier to attract and retain talent.

We continue to progress the initiatives set out in our last

gender pay gap report.

Over the last few years there has been a real focus from our UK Board on recognising and promoting talented women within the business. This is a step in the right direction and demonstrates that we are working hard to redress the balance.Jane Cronwright-Brown Head of Residential Lettings and Savills UK Board Member

I joined Savills as a graduate and have worked my way up to sit on the UK Board. I’ve had more roles within the business than I can count which is one of the greatest things about my career. Having the opportunity to be seconded outside my division has given me a much deeper understanding of the wider business and is something I actively encourage.Katrina MackayProperty Management Director and Savills UK Board Member

Case Study: EG’s REWIRE podcast

SIÂN TUNNEY, JANE CRONWRIGHT-BROWN, KATRINA MACKAY AND NINA COULTER

TRAINING

The key management and leadership programmes are Empower, Engage and Inspire, all of which provide valuable skills and insight for the successful career progression of our employees.

In addition to our internal programmes, we want to ensure we stay ahead of the curve by collaborating with other businesses in our industry. This is why we’ve got behind EG’s Future Female Leaders programme this year. We see this programme as a very positive step change which will help to rebalance the industry, provide different voices and seek a wider, more diverse range of views and opinions.

Through this year’s programme, future female leaders from across the built environment will learn new skills in communication and presentation, helping them become engaging, powerful speakers. The 2020 initiative was launched earlier this year at our HQ in London and we announced that Laura Mackay of our development team in Manchester will be representing Savills.

We have a variety of training programmes specifically targeted at developing our talent pipeline and

these are available to all employees.

After joining Savills as a graduate seven years ago, I’ve been given a number opportunities to take on new challenges.

The company has listened to my ideas and allowed me to realise my ambitions, from starting up a development consultancy arm in the Manchester team to creating and chairing a UK development consultancy working group within Savills to focus on best practice, collaborative working and information sharing. I will be forever thankful to the business for not only trusting in me, but for giving me the support and autonomy to make these ambitions a reality.

I was recently selected by Savills to become a member of the EG 2020 future female leaders programme. I hope to use this platform to garner new skills in communication and presentation, helping me to become a more engaging, powerful speaker.

One of the tasks is to carry out a TED Talk in front of 400 people later this year. Whilst I see this as a huge challenge, it’s one which I’m really thankful to have the opportunity to pursue and I’m grateful to Savills for recognising my hard work and commitment to the business and offering a platform like this.

Case Study: Laura Mackay

ASSOCIATE DIRECTOR MANCHESTER DEVELOPMENT

FLEXIBLEWORKING

As part of Savills wider equality and diversity strategy, the company is committed to providing an inclusive and welcoming environment where all employees are enabled to meet their full potential. We recognise the broad spectrum of diversity within society and our policies, which we are constantly reviewing and adapting, reflect this.

We believe that flexible working can support our people to respond to our clients more effectively whilst balancing their workload. We are committed to helping employees achieve flexible working where practical and beneficial and we recognise the role it can play in achieving balance and wellbeing.

This is also reflected in our ongoing Savills Way of Working project, which identifies and addresses efficiencies and improvements within existing office environments to enhance Savills culture and maximise productivity.

In addition, as part of our ongoing office refurbishment programme, we are working closely with office heads to ensure workspaces are comfortable and flexible, and in keeping with the needs of each team.

We are committed to supporting flexible working and our culture reinforces that, as shown by the working examples in this report.

After starting a business with two young children, the hardest thing for me was coming back to work part time, three days a week. It’s exhausting because you’re not winning anywhere – you’re part time at home, you’re part time in the office, yet in reality it often feels like you’re full time at home and full time in the office. So, for me as soon as I was able to, I transitioned to four days a week. But everyone has to find their own balance. You have to set your own parameters otherwise people will automatically assume you are available.

Today’s workplace has changed – for both men and women - it is becoming more people centric offering environments that enhance overall satisfaction as well as productivity. Employee experience is now paramount, addressing the needs of individuals of all ages and gender. Innovations in technology enable greater degrees of flexible working which benefits us all. For singles balancing a busy social life, to those wishing to stay active, to working parents who have family demands, the ability to vary daily patterns (long term and ad hoc) is invaluable.

As of June 2019, 75% of mothers with dependent children aged under 14 were in work.

Forward thinking organisations go further by offering amenities, such as grocery fridges and delivery lockers, to help ease the burden of juggling home and work demands which is relevant to us all. The wellbeing agenda has increased the awareness around the needs of everyone in the workforce today – from general physical and mental health and routinely accepting the responsibility of providing the right facilities for the needs of all the workforce.

The workplace of today needs to accommodate varying abilities and personalities as well as gender, it must be an effective and efficient space to support our daily needs. The workplace has changed to offer more variety and men and women are happier due to having a more balanced diversity; ultimately we should all benefit equally.

Case Study: Katrina Kostic Samen

HEAD OF WORKPLACE STRATEGY AND DESIGN KKS SAVILLS

These figures show how gender pay looked across our UK organisation in 2019. In 2018, we reported a reduced gender pay gap and our 2019 figures remain similar to those reported last year. Whilst this may

seem like slow progress, we are making crucial changes to our HR policies, culture, training and approach to flexible working which will all help to close this over a five to ten year period, but there is no quick fix.

OURNUMBERS

MEAN AND MEDIAN PAY*

The MEAN gender pay gap shows the difference in the average hourly rate of pay between all men and all women in the company.

The MEDIAN gender pay gap compares the midpoint of all male pay within the organisation with the midpoint of all female pay with the organisation.

MEAN MEDIAN

2019 2018 2017 2019 2018 2017

Hourly gender pay gap 39% 39% 45% 43% 43% 44%

Bonus pay gap 80% 79% 82% 80% 78.5 82%

PROPORTION OF EMPLOYEES RECEIVING A BONUS IN THE QUALIFYING PERIOD

2019 2018 2017

91.5% 92% 88%81% 83% 80%

*Figures are calculated based on hourly rates of pay as at 5 April 2019

GENDER PAY VS. EQUAL PAYGender pay statistics compare the mean and median rates of pay between men and women in an organisation. Different jobs are paid at different levels, and a gender pay gap exists where there is a difference in the number of men and women performing particular jobs at different levels, and being paid accordingly.

It’s important to differentiate this and equal pay, which ensures equal pay for those carrying out equivalent jobs. Rather, the difference in the numbers you see on the following pages reflects a gender imbalance at senior level.

We can confirm the information within this report is accurate.

Last year, we highlighted a gender imbalance at both ends of our business. Whilst there is still work to be done, we are pleased to report that there has been an increase in women in the upper quartile

and an increase in men in the lower quartile, demonstrating that we are working to redress the balance. Continuing along the same vein will, in time, help to reduce our hourly gender pay gap.

OURNUMBERS

PAY QUARTILES

These figures reflect the proportion of men and women in each quartile of our pay structure.

2019

2018

26% 31%

54%

80%

24% 33%

54%

82%

74% 69%

46%

20%

76% 67%

46%

18%

LOWER

LOWER

UPPER

UPPER

LOWER MIDDLE

LOWER MIDDLE

UPPER MIDDLE

UPPER MIDDLE

STRENGTH INNUMBERS

Strength in numbers

We continue to promote people into senior positions based solely on capability,

talent and merit. In 2020, 42% of our director promotions

were women

23% of our UK board members are women

2% 2%

20% 23% 23%63% 42%

UPPER PAY QUARTILE

The percentage of women in the upper pay quartile has risen

2% since 2018 to 20%

In lettings, 63% of our director level team is made up of

women, and 50% of associate directors within the division

are women

LETTINGS DIRECTORS DIRECTOR LEVEL UK BOARD MEMBERSPROMOTIONS

We have made a small but positive improvement in the number of women hired at director level from 21% in

2018 to 23% in 2019, and for associate director from 35% in

2018 to nearly 38% in 2019

I joined the Savills UK Board in January 2020. The thing I love most about working for Savills is the entrepreneurial culture and the spirit of fun that permeates the business.

For a company that has grown so large, relatively quickly, it manages to ensure everyone has a voice and can make a difference.

Savills makes me feel recognised and valued as an individual. As a business leader, that’s what I try to do for others – helping the next generation of leaders develop themselves and move the business forward.Helen CollinsHead of Housing Consultancy and Savills UK Board Member

Three peaks challenge 2019

SAVILLS HOUSING CONSULTANCY TEAM

This report is all about gender, but we know that a more diverse workforce creates a more productive team which is why we are committed to improving diversity at all levels. Within our business, our diversity groups which span gender, disability, ethnicity, age, LGBTQ and socio economic, are embraced as part of our culture.

DIVERSITY AFFILIATIONS

SAVILLS DIVERSITY AND INCLUSION GROUPS:

Savills is proud to be affiliated with a number of initiatives, including:

For Savills employees, further information on our diversity initiatives can be found on Connect.

AGE DISABILITY ETHNICITYGENDER LGBTQ SOCIO ECONOMIC

For further information, contact your HR business partner or your divisional gender group representative.

We can confirm that the published information is accurate.

Siân Tunney Savills (UK) Limited

UK Board Director and Chair of Savills Gender Group

+44 (0) 20 7877 4554 stunney@savills.com

Richard Rees Savills (UK) LimitedManaging Director

+44 (0) 20 7016 3726 rrees@savills.com