We will actively recruit and strive to retain and progress people from all backgrounds, at all stages of their careers. By creating opportunities for everyone to succeed, we will continue to encourage growth in our business, whilst also supporting future talent into the wider real estate industry.
 

Leadership

• From the data we have, we know that gender and ethnic diversity reduces the higher up the organisation you go. That’s why we’ve created targets specifically for our leader, senior leader, executive and board level populations. We’ve updated our recruitment processes for leadership roles, reviewing our job descriptions, requesting requiring diverse shortlists and using employee structured interviews panels to ensure a fair and inclusive process. You can see more about these targets and our progress against them on our D&I Scorecard. 

Workforce

• Our Enrich career development programme supports the development of our diverse talent pipeline.

Future Talent

• We’re offering opportunities for people from underrepresented backgrounds to join the industry through talent development and employability programmes, bursaries, internship and trainee schemes. Read more about what we are doing through our social mobility programme, Landsec Futures. 

We will continue to build a workplace culture where everyone is respected, supported and empowered to perform at their best.

Inclusive leadership 

• Our executive leadership team recently participated in a reverse mentoring scheme to learn from the experiences and insights of colleagues from underrepresented backgrounds.

Employee engagement 

• Our four employee affinity networks, Diaspora, Hand in Hand, Landsec Pride and Landsec Women work throughout the year to make everyone feel included through their range of activities, events and campaigns.  

Training and ongoing learning 

• We’re embedding D&I into our culture with regular D&I focused Landsec Loop Live sessions run by our employee affinity networks and by embedding inclusive line management into our mandatory line manager training.

We will design, build and manage places that meet the needs of the communities we serve. We will use our position in the industry to create positive change.

Procurement and supply chain 

• We use our procurement processes to improve and influence D&I practices within our supply chain – we’re implementing a D&I plan for our Timber Square development and building contract specific D&I criteria into our tender processes.

Development 

• Our inclusive design principles support our  commitment to delivering inclusive places that stand the test of time. They give our teams, our consultants and our service partners the inspiration and tools they need to help deliver on this commitment.  

Operations

• Across the places we manage and operate we provide facilities and services that make our customers and guests feel welcome, from quiet hours for neurodiverse guests to feeding and family rooms for new parents.

Our approach to D&I is led by data and evidence of what works and we’ve put in place greater transparency and accountability to make sure we deliver on our commitments.

Data and evidence-led

• We use data and insights to inform our D&I work and track progress. Our live diversity dashboard is visible to all our colleagues and shares up to date insights on our recruitment, promotion and headcount trends against our D&I targets. Our employee engagement survey features an ‘Inclusion index’ which enables us to track our progress in creating an inclusive culture.

Transparency and accountability

• Our D&I performance scorecard sets out our targets and commitments publicly so you can hold us to account against them. We will update on progress against our targets annually and each area of our business is set a relevant D&I target as part of their annual balanced scorecards which link to bonus.