The property sector’s push for diversity and inclusion has long centered on recruitment, yet a deeper issue persists: sustaining engagement and ensuring employees can thrive. This year’s Inspiring Diversity in Property (IDiP) Forum, held recently with sponsorship from Knight Frank and Barratt Redrow, marked its third edition by addressing how employers can move beyond hiring diverse talent to supporting environments where careers flourish, regardless of background.
The event’s timing aligned with a critical milestone. Next year will mark the 10-year anniversary of mandatory gender pay gap reporting for firms employing 250 or more staff. From 2027, those companies must also disclose action plans to address disparities—a requirement that may later extend to ethnicity and disability pay reporting. The forum used these deadlines as a foundation for broader discussions.
Pay gap data as a catalyst for change
Deloitte UK’s Vicky Gallagher Brown, a partner in human resources, demonstrated how pay gap reporting can transcend mere compliance. The firm introduced mandatory gender reporting in 2017 but expanded it to cover ethnicity, disability, socio-economic background, and sexual orientation. These efforts yielded results: last year, the median gender pay gap shrank by 4.3 percentage points, reaching 10.4%, while the mean gap stood at 11.9%. However, Deloitte’s ambitions extend beyond these figures.
By 2030, the company targets 37% female partners—up from 31%—and 16% ethnic minority partners, compared to the current 12%. It also aims for 25 Black partners, a significant rise from the existing 1% among its 1,300 UK partners. Gallagher Brown stressed that data alone is insufficient. Accountability drives meaningful progress. She said that without clear ownership, reporting risks becoming an annual formality.
She outlined three key strategies for effective pay gap management:
- Begin early, even with incomplete data.
- Investigate the reasons behind disparities, not just the figures themselves.
- Recognize that pay gaps stem from broader issues of representation, career progression, and experience.
Transparency about both challenges and successes has strengthened Deloitte’s credibility. Gallagher Brown said, “It shows that you are serious about change – that matters to our employees, our clients and our regulators.”
Psychological safety: the silent cost of silence
Pay gaps represent only part of the challenge. Psychological safety—the confidence employees feel to voice concerns without fear, emerged as another critical focus. Faith Locken, founder of consultancy We Rise In, highlighted the consequences of silence. She said that unspoken issues escalate, and when employees feel safe, problems surface before they become a crisis.
Locken explained that the absence of complaints does not equal trust. “That silence, that gap, has a name of sorts, we refer to it as ‘lack of psychological safety’,” she said, quoting Amy C Edmondson of Harvard Business School.
Her approach centers on creating opportunities for participation, listening actively, and responding constructively. Reverse mentoring, where junior employees guide senior leaders, was cited as an effective strategy.
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Beyond pay: the intersection of inclusion
The forum repeatedly returned to a central idea: diversity challenges are interconnected. Nina Goswami, head of inclusion at Clifford Chance, argued that solutions for gender inequality often address ethnicity, disability, and social mobility. She said these are not separate issues but reflect the need for a unified inclusive culture.
A panel on ethnicity and leadership featured Andrew Twagira, head of letting at Knight Frank, who described his early career struggles to find role models who shared his background. He observed that promotions often favor those who resemble decision-makers, emphasizing the need to exceed minimum standards to develop tomorrow’s leaders.
Another session addressed disability inclusion, where physical workplace barriers frequently go unnoticed. Rosie Hart, ESG lead at Cast Group, noted that accessible design benefits both ethics and business. She said planning for accessibility reduces long-term costs and that inclusive spaces enhance resilience.
James Taylor, co-founder of inclusive design consultancy Motionspot, challenged the assumption that disability affects only a minority. He stated that one in four people has some form of disability, and inclusive design removes obstacles for everyone, regardless of faith, gender, ethnicity, or mobility.
The overarching message was clear: inclusion is not a compliance task. It shapes how people perceive workplaces and buildings. Anna Herring, a senior surveyor at the Valuation Office Agency, summarized it simply: “It’s about making people feel they belong.”
Networks and collaboration: the power of collective voices
Employee networks emerged as a vital tool for driving change. Coralie McKeivor, a director at Freeths, described them as “a unified voice in a secure setting.” Her firm’s disability network resolved a critical issue: a software update that erased workplace accommodations for her hearing impairment. She said daily operations must incorporate input from those with direct experience.
Luke Harman, chair of Barratt Redrow’s disability network Scaffold, explained how the group developed a workplace adjustments toolkit designed for ease of use, even if it complicates HR workflows. He noted that the priority is meeting user needs efficiently.
The most significant insight was the necessity of industry-wide collaboration. Karl Brown, a partner at Clarke Willmott, reported securing 100 firms as members of the Bristol Property Inclusion Charter since 2019. He said collective action is essential and that individual interests cannot obstruct progress.
The forum concluded with a reminder: diversity and inclusion extend beyond HR policies. They determine whether employees can advance, speak freely, and remain in an industry once defined by exclusion. The property sector has advanced, but the most demanding work lies ahead.
