By joining Real Estate Balance’s email list, you agree to receive email updates from time to time about organisation news, events being held and information about our partners in accordance with the terms outlined in our privacy notice, which you can read in full here.
Sign upUK property’s NextGen remain determined to drive EDI progress
News / 11.04.2025
A version of this report first appeared in Property Week on Wednesday 9th April 2025 here.
While some US companies are retreating from equity, diversity and inclusion (EDI) initiatives, a network of future UK real estate leaders is doubling down.
In January, our NextGen Committee – which leads our programme for property professionals aged under 35 and those within the first ten years of their real estate career – launched a brand-new new roadmap to help drive EDI progress within the UK property sector.
Informed by the findings of its three industry-wide EDI surveys conducted between 2020 and 2023, the Committee spent a year developing a new three-pillar strategy, designed to create a more inclusive talent pipeline, improve the retention of diverse candidates and upskill the leaders of tomorrow.
The roadmap provides a framework for the Committee to engage with NextGen professionals across our membership of 130 companies and beyond during 2025, and will also inform work with middle managers and senior leaders.
Here, we hear from the Committee’s three co-chairs and learn more about the pillar they will each be spearheading across the industry this year.
Pillar 1 – Opening up the industry and tackling barriers to entry
Emma Guthrie, NextGen Committee Co-chair and Commercial Real Estate Partner at Shepherd and Wedderburn LLP
In our most recent survey, the results of which were published in January 2024, we asked several questions about perceived barriers to entry, recognising that real estate has often been described as a ‘secret sector’ – i.e. one that’s difficult to access socially and economically.
Barriers to entry has been a consistent theme in each of the three surveys we have conducted since 2020, with people reporting that the two dominant ways they found out about careers in property were either through a family or friend connection, or by chance.
One participant said: “One of the biggest barriers is that nobody knows what kind of careers exist within the industry unless you're already in it. You can't aspire to something if you don't know it exists.”
The survey results demonstrated clear scope for improvement in this area – we need to open up access to real estate careers and showcase a more diverse range of backgrounds and entry routes.
Importantly, the results also showed that programmes to raise awareness of the sector are having a positive impact, with the number of people hearing about real estate through careers advice, school engagement or by other means showing a significant improvement year-on-year.
When asked about potential solutions to demystify the sector and address barriers to entry, the majority of respondents said that companies should be focusing on giving school talks at an earlier stage and more general awareness raising activities.
One participant said: “The industry would benefit from better engagement with young people with the aim of dispelling the persistent myths surrounding construction and improving knowledge of the professional pathways.”
Having reflected on these results and what our role might be in helping to open up the industry and tackle barriers to entry, this year we will be collaborating with organisations already addressing these issues and driving awareness of practical solutions across the sector.
Our focus over the next 12 months in relation to this pillar will include:
- Shining a spotlight on some of the great work already happening in this space, building connections and sharing best practice with our members. We believe that momentum can be built collaboratively around existing initiatives, and would be interested to hear from any organisation or individual working to broaden access to the sector who would be willing to share their work with us and the wider industry.
- Running EDI Partner Showcases where Real Estate Balance members can meet, hear from and build connections with relevant organisations working to improve access to the sector.
If you’d like to learn more about this pillar or have a good practice example to share, contact me at emma.guthrie@shepwedd.com
Pillar 2 – Equipping the next generation: building confidence, leadership and opportunity
Jasmine Ceccarelli-Drewry, NextGen Committee Co-chair and Associate at Montagu Evans
The future of the property sector lies in the hands of our next generation. Yet navigating the industry, finding the right path to leadership and ensuring that diverse voices are heard remain key challenges.
With EDI initiatives increasingly under attack, these challenges can feel overwhelming at times – especially for the next generation striving to create meaningful change. But it is precisely during these moments that leadership, courage and collaboration become even more important.
Our 2023 Next Gen survey reinforced this, highlighting the critical need for training and confidence-building at early-career levels to empower emerging talent.
One participant emphasised the importance of equipping early-career professionals with the skills to challenge non-inclusive behaviours: “We are part of the culture too, and if something isn’t right, anyone – not just senior leaders – should feel able to make a difference.”
Others highlighted the need for targeted training, especially when confronting bias in client interactions: “I would like to see more people, me included, have the confidence to challenge comments rooted in stereotypes or unconscious bias – especially from clients, where speaking up can feel particularly difficult. Practical training, including firsthand perspectives from those directly affected, would be invaluable.”
The need for support with pathways into leadership was another key concern: “Sponsorship programmes for diverse talent are essential to ensure equal opportunities for learning and progression, particularly in organisations where senior leadership is not currently diverse.”
These insights make it clear that successful inclusive environments aren’t just about skills – they are about creating the right culture, increasing diverse representation and developing a shared commitment to progress.
That’s why, as part of this pillar, we are launching a dedicated new initiative to provide the support, insight and opportunities needed for diverse talent to thrive.
We are introducing a new series of informal online seminars or fireside chats, featuring current and previous NextGen Committee members, emerging leaders and middle managers who will share their experiences and offer practical advice.
Our aim with these seminars is to provide tangible, real-world insights on career development, professional confidence and pathways to leadership.
We invite Real Estate Balance members to contribute to these conversations by putting forward speakers and suggesting topics – to do so, please contact me at jasmine.ceccarelli-drewry@montagu-evans.co.uk
Pillar 3 – Creating inclusive cultures and tackling inappropriate behaviours
Kevin Boakye, NextGen Committee Co-chair and Talent Acquisition & DEI Specialist at Hines
Real estate is known as a secret sector and one that’s also historically associated with privilige, which has had a significant impact on the retention, progression and lived experiences of diverse talent.
As the industry strives to open up and include an increasingly diverse community, our 2023 NextGen survey highlighted the need for greater understanding of these issues and the steps that can be taken to tackle inappropriate behaviours.
64% of respondents said they had experienced inappropriate attitudes or behaviour in the 12 months leading up to the survey – including instances of classism, ageism, ableism and sexism.
We were particularly interested in the number of experiences of classism. One participant said: “Managers will complain and make snide remarks about people with ‘Londoner’ accents and flaunt their wealthy backgrounds in front of other colleagues who simply cannot partake”.
Other respondents drew attention to ways in which discrimination prevails in the culture of a firm and its social activities. One participant said: “I have experienced faith-based discrimination – e.g. real estate has a drinking culture associated, so if you don’t drink that is also held against you.”
Over 50% of respondents reported an active improvement in how inappropriate behaviours have been addressed, but only half of those considered the issue to have been dealt with well.
Further analysis highlighted the common theme of individuals not knowing how to challenge inappropriate behaviours from clients and those within the supply chain.
When asked about the solutions, respondents were keen to see stronger messaging from leadership, leader incentivisation linked to EDI targets, and compulsory training on EDI issues.
As a result of this, our focus over the next 12 months for this pillar includes:
- A robust reverse mentoring programme, with scope for repeat meetings to enable meaningful continuation of the mentor-mentee relationship.
- Support relating to inappropriate behaviours. We aim to create a survey toolkit which members can use internally to gain a better understanding of their employees and their experiences.
- Enhanced support for managers. We’ll be providing resources, training and materials to enhance manager confidence in cultivating inclusive cultures and confronting inappropriate behaviours.
To contribute or learn more about this pillar, contact me at kevin.boakye@hines.com
In the first initiative of this updated approach to making an impact, NextGen recently hosted a webinar for Real Estate Balance members on the topic of Strategies for Surviving a Shifting EDI Climate with the speakers below:
- Paras Maalde - NextGen Committee member, moderator and Senior Vice President, Legal, UK at Brookfield Properties.
- Bhavini Shah - Head of DEI at Montagu Evans
- Caitlin Warfield Senior Vice President of Marketing and Communications, UK and Europe at Brookfield Properties
- James Brandon - Director, UK Diversity, Equity and Inclusion / Responsible Business Programmes at CBRE UK
Watch it here: