We strive to create an environment where our employees can develop their careers and see themselves as the future leaders of our business. Our pay quartile data illustrates the gender balance throughout the organization.
Excluding the highest paid quartile, male and female employees are evenly represented throughout the business. Female employees continue to be underrepresented in our highest paid quartile due to the majority of our senior leadership team being both based in London and predominantly male. We continue to seek opportunities to ensure our balanced gender representation is reflected at the most senior levels by attracting, developing, and retaining talent and creating opportunities for emerging female leaders.
Our progress and commitments
Third Bridge is committed to creating a fair and equitable workplace for all employees. We routinely monitor and report on our performance to identify and implement initiatives that address the gender pay gap and support our people throughout their careers. It is important to acknowledge that the data points used below are global, as our initiatives and efforts are part of global programs.
Talent acquisition
As an equal opportunity employer, we base hiring decisions purely on a candidate’s skills and merit and we ensure hiring managers uphold this expectation by providing interview training and including female representation on the majority of interview panels and at recruitment events.
We are actively working to enhance the fairness and impartiality of our recruitment processes. To achieve this, we are introducing new technologies to provide better support for our hiring managers and recruitment team, including a new Applicant Tracking System (ATS) as well as new training for employees responsible for these processes to address implicit biases.
We introduced an internship program based out of our Dallas office in 2025, hiring 12 interns, 50% of whom were female. We plan to expand this program in future years and will continue to ensure the hiring process for this program is as rigorous and equitable as it is for all other roles.
Performance and promotions
All employees meet with their managers annually, at a minimum, to discuss performance and goals. Our performance review structure ensures that everyone receives fair evaluation and is held to consistent standards, reinforced by regular base salary reviews using credible market salary benchmarks as a guide to ensure we maintain market competitiveness and internal consistency.
As Third Bridge continues to expand, we have prioritised enhancing our people processes. A key initiative for employee development is the implementation of our new promotion policy, designed to ensure greater transparency, consistency, and equity in promotions across the company.
In 2025, we launched our Pod Program to enhance progression opportunities for early careers talent and strengthen succession planning throughout the organisation. This program provides bespoke training and development through dedicated training for high-potential managers, thereby expanding and upskilling our manager pipeline. In the reporting period, 50% of our Pod Leads were female, which further contributes to the development of our female talent. 57% of global promotions to Client Services Managers in the reporting period were female, marking important progress.
Employee development
We recognise that building a diverse workforce means that each employee will have unique needs to drive their development. To support our people throughout their careers, we offer opportunities for personalised, employee-driven development.
Mentorship program | The Women at Third Bridge Employee Resource Group (ERG) operates a mentorship program that connects members of the ERG who are early in their careers with more senior leaders to support their professional development.
This program is in its fourth year, and in the most recent iteration, which launched in Q1 2025, 100% of those who signed up to be mentored are female, and 83% of mentors are female. Based on feedback collected throughout the program, many employees who signed up to be mentored as part of the program were specifically interested in developing their leadership and people management skills.
People Development Allowance (PDA) | Our PDA program encourages employees to drive their development by enrolling in courses and programs, joining networks, attaining certifications, and leveraging other external resources for their growth. Slightly more male employees used their PDA (57%) than their female colleagues in 2025, and we believe there are opportunities to capitalise on this program to drive greater adoption, particularly among female employees.
International mobility | In 2025, our new offices in several international locations experienced significant growth and success. This expansion enabled us to provide increased international mobility opportunities for our employees, including leadership relocations and secondments at all levels. These efforts have been instrumental in fostering employee development, from early careers to leadership roles, leveraging our global presence to offer diverse opportunities.
Leadership
We are committed to building strong female representation at all levels of the business. During the reporting period, 63% of our Client Services Leadership team was female.
Looking ahead, our focus is on accelerating upward progression and robust succession planning to ensure balanced gender representation across our most senior roles, helping to address the current underrepresentation in the highest paid quartile.
To achieve this, in 2025, we successfully trialled a new addition to our leadership development offering: the Leading Leaders training program for managers of managers. Following a successful pilot, this program will officially launch for all Leaders in 2026. This initiative is strategically designed to nurture senior managers' leadership skills, empowering them to strategically prioritise, problem solve, develop talent, and manage ambiguity and complexity in a fast-paced, data-driven environment. Given the high proportion of female talent within our senior management team, we believe this program will be instrumental in ensuring we develop our next generation of executive leadership, strengthening succession planning and supporting the development of our female employees in the workplace.
Conclusion
We are committed to addressing the gender pay gap and creating a fair and equitable workplace for all employees. We will continue to monitor our progress with increased granularity, implement and reinforce initiatives that support our people throughout their careers, and report on our findings transparently.
This statement confirms that the published information is accurate at the time of publishing and is signed and authorised by Emmanuel Tahar.
