Workplace
We create workplaces designed for life - not just the 9 to 5. From a net zero office space in Southwark to an office at the heart of Manchester’s MediaCity, find the perfect fit for 10-150+ desks.
The Forge, Bankside
Inspired by its industrial past and built for the future, it’s our first net zero carbon workplace.
n2, Victoria
Part of the Nova campus, n2 is an oasis of calm in vibrant Victoria.
Lucent, Piccadilly
Bright and airy offices allow people to take in the inspiring cityscape, especially on the 20 outdoor terraces.
Dashwood, City of London
Dashwood is a boutique tower at an unrivalled City location, providing a unique choice of workspaces to meet customer needs today, and in the future.
140 Aldersgate, City of London
Located in the heart of a vibrant city location, 140 Aldersgate connects business and culture between Farringdon and Barbican.
Retail & Hospitality
We own and operate some of the UK's most renowned retail and hospitality destinations that connect brands with people.
Bluewater, Kent
Bluewater features a curated brand mix of retail and leisure experiences.
Gunwharf Quays, Portsmouth
With its unique waterfront location and maritime history, Gunwharf Quays offers warm hospitality alongside its premium retail and leisure experiences.
St David's, Cardiff
St David’s occupies one third of Cardiff’s city centre, and half of the city’s retail space, establishing it as the beating heart of the community.
Trinity, Leeds
The open-air experience under the iconic domed roof of Trinity Leeds spans over 1 million sq ft of prime retail and hospitality space.
Westgate, Oxford
Modernity meets history in the characterful Westgate Oxford, a stone’s throw away from the historic Oxford Castle Quarter.
Mixed-use regeneration
Working closely with communities and local authorities around the UK, we regenerate urban spaces into thriving places to live, work and play.
Mayfield, Manchester
Mayfield is a 24-acre brownfield site packed with heritage and the River Medlock flowing through its core.
The O2 Centre, Camden
The O2 Centre Masterplan will deliver a new mixed-use urban neighbourhood spanning 14-acres of currently underutilised space in Zone 2 London.
The Galleries, Glasgow
The Galleries, our vision for the redevelopment of Buchanan Galleries, is a once-in-a-generation opportunity to enhance the city centre as a magnetic place for homegrown talent and opportunity.
Lewisham Shopping Centre, Lewisham
We’re developing plans to shape a new centre for Lewisham. The plans will redefine the town centre – offering everyone better choices and new experiences that are firmly rooted in Lewisham's people and culture.
Hartree, Cambridge
Landsec and TOWN, working with Cambridge City Council and Anglian Water, are developing a vision for a new urban quarter in Cambridge.
About
We build and invest in buildings, spaces and partnerships to create sustainable places, connect communities and realise potential.
Impact report
Our 2022 impact report deep dives into the ways our places and activities are making a difference across the UK. From our economic contributions to the social and sustainable value we deliver, we recognise that the consequences of the actions we take as an organisation are both far-reaching and long-lasting.
The potential of sustainable retail
Sustainable retail has the potential to boost local UK economies by nearly £100m and grow brand revenues by up to 13%.
Investors
Discover the strategy that drives our success, as we create sustainable value for our three types of investor: institutional, private and debt.
2023 half year results
Land Securities Group PLC announced its half year results for the six months ended 30 September 2023 on Tuesday 14th November 2023.
Capital Markets Day - September 2023
We're hosting a Capital Markets Event for analysts and investors at our London office developments, Lucent at Piccadilly Circus and n2 in Victoria, which completed earlier this summer.
Sustainable urban places
Building on our competitive advantages. First to opportunities, in shape to act.
Sustainability
We're working to enhance the health of our environment and improve quality of life for our people, customers and communities - now, and for future generations.
Landsec Futures
Landsec Futures is a £20m fund that aims to deliver around £200m of social value by 2030, supporting at least 30,000 people from underrepresented socio-economic backgrounds towards long-term employment. It will also provide the chance to increase the diversity of talent across the industry and in our business.
Careers
Life at Landsec
We're shining a spotlight on some of the inspirational people that work for us as part of our Life at Landsec series.
Media & Insights
Reimagining the city for gender inclusivity
Hear more from Ellie Cosgrave about how we need to rethink our public spaces and challenge our existing assumptions about how to deliver cities which are successfully inclusive.
Group Human Resources Director
In 2017, Landsec reported a median hourly gender pay gap of 36%.
Today, we have reported a median hourly gender pay gap of 38%. This is a disappointing rise in a figure which was already too high.
That we’re not the only business to have a gender pay gap does not make this any better. We have an obligation, as a bellwether for our sector, as a FTSE 100 company but, more importantly, as an employer of over 300 women, to tackle our gender pay gap head-on and to reflect on why the measures we put in place this time last year haven’t had the immediate impact we’d hoped.
A year ago, we doubled our efforts on the diversity work we were already doing.
We increased participation in our women’s mentoring programme, continued to reach out to girls still in school about careers in property and construction, and we recognised that while we had made good progress at our most senior levels, where women make up 40% of our Board, Executive Committee and senior leadership roles, it was the level below where we had a more serious problem. With only 23% of Leader level roles held by women, we set a KPI to increase that to 30% by 2020, which we are on our way to achieving.
We stand by these targets; they were created to ensure that women have the same opportunities for progression as men, that the culture of the business is more inclusive and that we recruit from a more diverse pool of talent.
Clearly, however, these measures were not enough to improve our pay gap in the short term. Now we need to think harder.
When we initially set out to tackle our gender pay gap, we were hoping to see – at the very least – a reduction in the gap of our headline figure of median pay per hour. Clearly, this is going to take longer and, in the meantime, differing opinions on how useful that headline figure is have been reported.
Like others, we believe the methodology is too blunt. We don’t think it holds businesses to account in the right way – it is too easy to manipulate. Companies can, for example, hire a disproportionate number of male graduates (a move totally at odds with the aim of the reporting requirements) and report a much smaller gap the following year. Or, they could make one very senior female appointment, shrink the gap, and be done with it. And for relatively small businesses, a few senior hires or departures can mean a dramatic increase or decrease in the percentage reported, which isn’t reflective of the organisation’s culture.
This means businesses across all sectors need to come up with a more robust way of measuring progress, or lack of it. Methodology that doesn’t just tell us that there are more men in senior roles, but also tells us why there are more men in senior roles, and what the real roadblocks are for women who want to get there. We need a reporting strategy that isn’t skewed by one person leaving or joining and opens a debate about the pay of roles which are traditionally female, compared to the pay of roles which are traditionally male.
We need a system which doesn’t let employers explain away the gap but drives change and meaningful debate.
Landsec remains committed to decreasing its gender pay gap, under the current government reporting structure and against internal targets which access both pay and qualitative data. We don’t have all the answers on how to do so. As a priority, we’ll be looking at steps we can take that go over and beyond the commitments we made last year. We firmly believe that the sooner more companies join this debate, to share what’s worked and what hasn’t, the quicker the UK can ensure that the national gender pay gap decreases.
View our gender pay data
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