Travelport’s gender pay gap report 2018

Introduction
Simon Gros
Chief of Staff and Interim Chief HR Officer
Travelport is proud of its inclusive culture, which has collaboration and teamwork at its heart. We are a truly
global team, and our diversity plays a central role in our organization’s strength. Having colleagues fromdifferent backgrounds, with different views, ideas, and experiences helps us collaborate and innovate whenaddressing the needs of our customers. Indeed, the very ethos of our One Travelport approach is that weall have an equal role to play, working together as one team to deliver our shared goals.
Our Travelport ID programme focuses enterprise-wide attention on the value that diversity andinclusiveness bring to the business. Under its umbrella we are already taking action to improve the appealof Travelport as a great place for both men and women to work and progress their careers. Our pipelineof female talent is strong, we have a culture of flexible working and our support of women in business isreflected through colleague events and communications. This report shares more detail on the initiatives inprogress and the activities being planned.
At a global level and in the UK, Travelport continues to employ an almost equal number of men andwomen, which puts us ahead of the majority of technology companies. However, women remain underrepresented in senior management roles, which is the primary driver of our UK gender pay gap. As the UK
is our headquarters, a disproportionate number of those senior management roles are based here.
We want everyone at Travelport to feel trusted, valued and comfortable to be themselves. Creating adiverse and gender-balanced team will contribute not only to our bottom line, but also to the positive
workplace culture Travelport is known for.

Understanding Travelport’s UK gender pay data
The gender pay gap report gives a snapshot of the gender balance and its
impact on pay within an organisation, irrespective of role or seniority.
The key factor causing our gender pay gap is the under-representation of womenin senior management roles in the UK. While our gender split is broadly equal,
the United Kingdom, where our headquarters are located, hosts proportionately
more senior manager roles, more of which are currently filled by men. However
Travelport is a global business and a number of our senior female executives
are based outside of the United Kingdom, including members of our Senior andExecutive Global Leadership Team.

number of share awards were paid out to senior executives which has increased
our bonus pay gap, again highlighting the current gender imbalance in our senior
management team.
Share, or equity awards, are included in the government’s calculations formeasuring the bonus pay gap at the point at which they become taxable
earnings, which means this measure may fluctuate significantly from year toyear, depending on when shares vest, and at what level, and the period which theaward covers (as the regulations make no provision for pro-rating bonus awards
that cover more than one performance year).

Since we last reported in 2017, we have slightly narrowed the gap between thehourly pay for male and female employees. However, over the same period a
MeanMedian

1

25.3%

27.0%

2

82.3%

53.6%

Hourly pay gap

The difference between female
1and male pay
MeanMedian

Hourly pay gap1

25.3%

27.0%

Bonus pay gap2

82.3%

53.6%

Bonus pay gap

Distribution of gender by Travelport
pay bands
MedianMean
1

25.3%

27.0%

282.3%

53.6%

Senior Management Hourly pay gap
Bonus pay gap
Band 8+ above

The proportion of females and males in 3
each pay quartile
33%

32%

39%
67%

33%

33%

quartile

42 %

Male

Lower middle
91% 95%quartilequartile

Male

91% 95%

35%
65%

58%
61%

35%

Upper middle
quartile
Upper middle
Lower middle
quartilequartile

Lower middle
quartile
Lower
quartile

Lower
quartile

The proportion of females and males receiving a235%payment
bonus

65%

58%

The proportionof males and females
37% a61%
receivingbonus payment

quartile

1. Calculations made using April 2018’s pay data
2 Calculated using 12 months of bonus pay data to 5 April 2018
3. Four equal groups of employees determined by order of hourly pay from lowest to highest

Upper
quartile
Upper

57%

The proportion of males and females
Femalereceiving a bonus
payment
Upper
Upper middle
Female67%

OthersBand 4 and39%
below
67% 63%

61%
39%

42 %

Middle Management
Band 7 - 543%

65%

58%
42 %

68%

FemaleLowerquartile
Female

91%

Male

95%
Male

We have broadly equal participation in our bonus plan.

91%

95%

We are taking a number of steps to help boost diversity across
our organisation:­— Our approach is led from the top with Travelport ID, our inclusive diversity
program, sponsored by our Chief Commercial Officer, Stephen Shurrock and
our General Counsel, Peg Cassidy.
— We are actively seeking to secure more women in senior management roles
and work hard to ensure an equal gender mix in our short lists for roles thatbecome vacant.
— The Travelport Talent Programme supports and develops our leaders of tomorrow
and we select an equal number of men and women to take part. In 2017, 50% of
the women who completed the programme were selected for new opportunities
within Travelport including promotions and expanded responsibilities.
— Our global employee networks are vibrant and active communities that give ourpeople a voice to influence our culture and make a positive difference. Last year
these networks hosted over 30 events, touching colleagues across the world.

— We’ve refreshed our recruitment and selection processes to safeguard against
gender-biasing.
— Our flexible working policies support colleagues in managing their work / life
balance and we’ve invested in technology that allows colleagues to contributewhether at home or in the office.
— Regular communications drive awareness among colleagues, for example, we’ve
recently marked International Women’s Day with a global campaign featuringinspiring women from across Travelport.
— Our investment in HR technology is providing the data and analytics to better
monitor our ability to attract and retain the right skills and capabilities. This ishelping us improve how we further develop and harness talent at all levels
throughout the company.