Taylor Wimpey: Taylor Wimpey : Diversity and Inclusion Report (19 March 2025) Diversity and Inclusion Report 2024

MAKE A HOME AT Taylor Wimpey Taylor Wimpey Diversity and Inclusion Report 2024 Contents. Foreword From Divisional Chair Lee Bishop, Executive Sponsor, and Group HR Director, Anne Billson-Ross Equality, Diversity and Inclusion (ED&I) Building a home to work that matters - An update on our key activities Building a home to a welcoming community - Progress in our employee networks Building a home to your future Progress towards our aspirational targets An update on our Gender Pay Gap Appendices Taylor Wimpey Diversity and Inclusion Report 2024 Foreword Our strategy Building a home Building a home to a Building a home to work that matters welcoming community to your future Appendices MAKE A HOME AT TAYLOR WIMPEY Embracing diversity, fostering inclusion. Foreword Our strategy We are delighted to present our 2024 Diversity Report. This report is a testament to the significant progress we have made becoming a home to a welcoming community at Taylor Wimpey. This year has been marked by remarkable achievements from our employees and key milestones that reflect our unwavering commitment to diversity and inclusion. We are particularly proud of the strides we have made across recruitment and training, and we have included the details of key initiatives in this report. Over 300 colleagues attended our annual Equality, Diversity and Inclusion (ED&I) Conference in May. The commitment shown by our leaders and their teams to making room for everyone shone through in discussions with our Chief Executive, Jennie Daly, our regional businesses and with the support of our supply chain partners. Our Employee Networks, supported by passionate employees, have continued to thrive, providing invaluable support and fostering a sense of belonging among our colleagues. This year, we've launched our sixth network, EnAble, with the aims of raising awareness and understanding of disability issues and the barriers faced by people with disabilities, as well as providing support and guidance on how to create an accessible and inclusive environment for everyone. As we look ahead, we remain committed to building on this momentum and driving further positive change. We will continue to listen to our employees, celebrate our diversity, and create an environment where everyone feels valued and empowered to contribute their best. We have more to do, and we continue to strive to increase inclusivity and representation. We know we have the support of our Board and Group Management Team (GMT) at all levels of our organisation to continue to be better. Lee Bishop Divisional Chair, North and Strategic Land, Executive Sponsor for ED&I Anne Billson-Ross Group HR Director We would like to thank our employees for going the extra mile to make a home at Taylor Wimpey for everyone." Taylor Wimpey Diversity and Inclusion Report 2024 Building a home to Building a home to a Building a home to work that matters welcoming community your future Appendices MAKE A HOME AT TAYLOR WIMPEY Our ED&I strategy remains unchanged. We focus our efforts on three key pillars: 1. 21st Century leadership Ensuring that our line managers understand their role in developing a more diverse and inclusive culture and have the relevant training and support to achieve this. 2. Employer of choice Ensuring that our working environment, polices, procedures and development and progression opportunities, support greater diversity and inclusivity. This includes wellbeing. 3. Expanding our reach Develop broader recruitment channels, understand and embrace the diversity of our customers and workplace and improve our engagement with them. What our employees say... 96 % "I feel comfortable being myself at work" 96 % "I find the TW culture welcoming and inclusive" 97 % "I feel that TW values equality, diversity and inclusion" Foreword Our strategy Building a home to Building a home to a Building a home work that matters welcoming community to your future Appendices Taylor Wimpey Diversity and Inclusion Report 2024 MAKE A HOME AT TAYLOR WIMPEY Building a home to work that matters. We have pushed forward with several initiatives this year. Foreword Reverse mentoring We now have 50 employees on our reverse mentoring programme, including all of our senior leadership team. Through this programme, we are focused on supporting employees from ethnic minorities and women who work in production. "Taylor Wimpey takes a proactive approach to developing future leaders. My experience on the reverse mentoring programme is that it provides an invaluable support system for me and enables senior leaders to gain a deeper understanding of their diverse teams." Vimbai Sibanda Assistant Land Manager Respectful workplace Having completed our roll out of respectful workplace training, we have designed, and started to pilot, the second generation of this training. The focus of the training will be on how to call out examples of poor behaviour, particularly around what people might consider as banter, and will give managers the opportunity to create their own cultural charter of "how things work around here". We are also sharing this with our supply chain as well as building a short summary into our site induction and our wider induction process. E-Learning module for managers We launched a new e-learning module for line managers in July designed specifically to help managers understand the role they play in making our culture, and the impact and intention of the things they do. Our strategy Building a home to Building a home to a Building a work that matters welcoming community to your "The reverse mentoring programme at Taylor Wimpey has been an important investment for us; the programme has provided me with a better understanding of some of the challenges and opportunities that colleagues, from across our increasingly diverse teams, could face when building their careers in our business. This insight will enable me, and other senior leaders, to be better placed to support colleagues to fulfil their potential within an inclusive and rewarding environment." Ian Drummond, Divisional Chair, Scotland, North East and North Yorkshire Taylor Wimpey Diversity and Inclusion Report 2024 home future Appendices MAKE A HOME AT TAYLOR WIMPEY Updated family provisions We have launched improved family friendly policies this year, increasing pay and reducing qualification eligibility in both maternity and paternity, as well as introducing paid carers leave. These enhancements put us in a position of "punching above our weight" as well as how they support our employees and their families; and we believe in an industry leading position. Part-time site roles Whilst many part-time working arrangements already exist across our business, we are trialling part-time site management positions. These roles are critical to our business, and we need to ensure that we can fulfil these from a broad talent pool, with the right skill sets, regardless of whether personal circumstances or responsibilities fit the traditional way of working full-time (for example, carers, parents, long leave returners or those transitioning into retirement). Wellbeing In 2023, we outlined our plans to recruit additional Mental Health First Aiders (MHFA) under our Project 141, where we aspire to have one MHFA per site in our business. We are pleased to report that since the launch of this we have registered 76 MHFA for training alongside 23 MHFA renewing their qualification. We successfully piloted managing mental health in the workplace training with six of our business units with our partner, the Lighthouse Club, who provide us with on the ground, practical support in mental health and training as part of our membership. The feedback has been overwhelmingly positive with significant improvement in line managers' ability in being able to support an employee who may be in crisis or needs some help. 94% of our employees believe that if they have a concern, they can speak up without fear of repercussions. "The Mental Health First Aider course was insightful and delivered in a thought-provoking way about how to address the topic and challenges that we may face as line managers, and generally in our day-to-day interactions." We continue to promote our wider benefits offering which aims to support our employees in three key areas: financial security, health & wellbeing and lifestyle. During the year, we held a number of in-person sessions and virtual webinars to educate employees about the benefits available to them and how they can be used to improve financial awareness. For examples, in September, we promoted a number of pension events linked to national Pension Awareness Day. Foreword Our strategy Building a home to Building a home to a Building a home work that matters welcoming community to your future "We understand that empathy and a genuine expression of care and concern can go a long way to help someone with a mental health issue to open up and have a conversation. Moving barriers (such as not sitting around a table) and being an active listener can be useful to help the conversation and make someone comfortable in opening up." Appendices Taylor Wimpey Diversity and Inclusion Report 2024 MAKE A HOME AT TAYLOR WIMPEY Broader recruitment channels We have reviewed the job boards that we advertise on, and we now use one of the largest job boards Diversity Jobs Group in order to attract a more diverse talent pool to our vacancies. Diversity Jobs Group is a suite of 10 job boards dedicated to promoting Diversity, Equity, & Inclusion in hiring practices including Disability, Ethnicity, Neurodiversity and LGBTQ+Q+. Diversity Jobs Group collaborate with companies that prioritise Diversity and Inclusion, connecting candidates with the right skill set to the right employers, regardless of their background. We also commenced a partnership with Bright Network who have a presence at every UK University and have over a million students visit their website for advice and career guidance eve