1. DIVERSITY
A ten minute guide
for the busy executive
T H E L I T T L E G R E E N B O O K S E R I E S

2. Foreword
If you’re not already thinking about how to increase diversity in your top team, you
should be. Some of the world’s most successful organisations know that teams from
different backgrounds and perspectives are sharper and more innovative, and perform
better for their clients than teams who look, think and feel the same. And rather
than producing flash-in-the-pan success, this type of mix is a recipe for sustainable
improvements over the long term.
But if you, like us, spend most of your life running a business or heading up a large
department, you probably don’t have much spare time to think about diversity. So we’ve
produced this guide purely for busy executives who want to decipher why this matters
to their organisation’s ability to grow and evolve, and who need to talk to other people
about it, but perhaps aren’t sure how.
We wanted to do it in a way that doesn’t turn it into a chore. The book unfolds in ten
simple chapters, each of which shouldn’t take much more than a minute to read – but
behind each chapter there’s a wealth of information, with Green Park’s suggestions for
further reading at the end.
Failure to capture talent from the widest possible pool could cost you dearly. There is
a myth of lack of talent; nothing could be further from the truth. There’s no shortage
of high-calibre candidates from under-represented groups, but sourcing them often
requires the focus, market intelligence and reach that only an expert executive search
firm can provide.
With this is mind, we’ve created Green Park Diversity Analytics, chaired by Trevor Phillips,
a research and advisory body, which uses unique quantitative modelling to analyse the
executive labour market by specific dimensions of diversity. Our methodology can help
us to identify gaps and source the best candidates for your team, bringing results that are
quicker, less intrusive and more accurate than anything currently in the diversity field.
We hope you find this guide helpful.
Raj Tulsiani Trevor Phillips OBE

3. 1
ONE compelling reason
to act now
While every organisation’s route to excellence is unique, there is one universal
reason why a more diverse mix of equally capable senior managers matters to every
business and organisation right now:
1 Diverse executive teams deliver a competitive edge
McKinsey found, in a survey of listed UK, European and US companies, that firms
with diverse executive boards delivered 53 per cent higher returns on equity during
the volatile period of 2008
to 2010, with earnings
before interest and tax
on average 14 per cent
higher than those of the
least diverse.1
Even the UK government
and Parliament agree. The
much misquoted 2011
Lord Davies review of women in boardrooms2
presents a wealth of research showing
that gender-balanced boards perform better on a range of outcomes, whether
managing risk more effectively3
or achieving more robust stock market growth.4
Following Lord Davies’s recommendations, UK company law now requires listed firms
to publish their diversity figures regularly, to set out their diversity policies and to
measure their progress in reaching those objectives.
We’d like to tell you why we think there’s a striking link between greater diversity
and strong performance.
But first, let us explain what we mean by ‘diverse’.
1 ‘Is There a Pay Off from Top Team Diversity?’ by T Barta, M Kleiner and T Neuman, McKinsey Quarterly,
April 2012.
2 Women on Boards. Lord Davies’s independent review. Department for Business, Innovation and Skills,
February 2011
3 ‘Companies with a better track record of promoting women deliver superior investment performance,’
by M Bhogita, New Model Advisor, 2011
4 Director Characteristics, Gender Balance and Insolvency Risk: An Empirical Study, by N Wilson and
A Altanler, University of Leeds, May 2009.
“Firms with diverse executive boards
delivered 53 per cent higher returns
on equity during the volatile period
of 2008 to 2010
”

4. 2
TWO dimensions
of diversity
’Diversity’ in any organisation means hiring, promoting and valuing people from
different backgrounds and with a wide range of experiences. Organisations are
smartest when they incorporate fresh perspectives and different ways of thinking.
At Green Park, we call this ‘cognitive diversity’, and it has two dimensions: inherent
and acquired:
1 Inherent diversity
This is aligned with the traditional meaning of ‘diversity’ in the workplace: the range
of differences that people are born with, or are associated with, such as gender,
ethno-cultural origin or age, or one of the protected characteristics under UK
equality law, as shown in the table below.
2 Acquired diversity.5
This means differences in how people think and behave as a result of life-changing
experiences, knowledge and skills. Acquired diversity enhances the quality of
collective decision-making.
Inherent diversity Acquired diversity
Age Education
Disability Foreign languages
Gender Living or working abroad
Race Experience of business failure
Religion or belief Cross-functional leadership
Sexual orientation Start-up expertise
Transgender status Socio-economic background
Often the best business opportunity arises when these two dimensions of cognitive
diversity work and are managed together. This is when organisations can really
start to outwit their competitors.
5 The term ‘acquired diversity’ was coined by the Center for Talent Innovation

5. 3
THreeSTREAMs
of TALENT
As organisations increasingly understand the benefits of being more diverse, the
competition to find the right people – who, in some sectors, are like gold dust –
is becoming more intense.
So we’re introducing a new idea.
Green Park Diversity Analytics
Through Green Park Diversity Analytics, we’re building a precise quantitative picture
of the executive labour market by ethno-cultural background and gender. Over time
we’ll be adding new elements of diversity to this analysis for particular clients.
With our methodology we can locate the industrial sectors and functions where
there are diversity-rich clusters of talent; and we can use the information to provide
you with smart, evidence-based and
benchmarked recruitment solutions.
Our first analysis looks at the FTSE 100.
The top-line results reveal astonishingly
low levels of boardroom diversity.
Across the top three roles in each firm
– Chairman, CEO and CFO – there is a
mean of just 5 per cent women and
3.5 per cent ethno-cultural minorities.
Looking at the Global and Operating
Boards – what we might call the top 20 in each organisation – women comprise just
19.8 per cent and ethno-cultural minorities a mere 5.1 per cent.
Just over half of all FTSE 100 Global and Operating Boards are entirely White, and
three are currently all male. Our data also shows that there is greater gender and
origin diversity among non-executive directors than among executive directors.
Indeed, when you take out the NEDs the percentage of all-White Boards rises to
63 per cent.
We’ve drilled down into the data by sector. We know, for example, that Utilities
is the most gender-diverse sector, but the least ethnically diverse. Meanwhile,
sectors that score highly on ethno-cultural diversity, such as Banking and Finance
and Telecoms, perform less well on gender diversity. The complex picture offered
“We’re building a precise
quantitative picture of the
executive labour market by
ethno-cultural background
and gender
”

6. 4
x-axis
G-axis
y-axis
by this sector-specific analysis offers great opportunities for us to identify where,
across all sectors, we can find strong leaders who can add greater diversity to your
organisation and who fit exactly with your business needs.
Three streams of talent
Traditionally, there are two talent pipelines, which for the sake of argument we
call the y and x axes.
1 The y axis: people moving up inside your
organisation.
2 The x axis: people coming from an external
organisation operating in your sector.
To these two streams, we, Green Park, add a third:
3 The G-axis: the stream of talent from outside
your sector.
Some of the best hires are those that use the perspectives from other sectors to
invigorate company strategy. Take a look at the Angela Ahrendts, Chief Executive of
Burberry, who will soon be taking
her fashion retail expertise to Apple.
Or Tidjane Thiam, who after a career
in politics in Côte d’Ivoire joined the
insurance world, and in 2009 became
Chief Executive of Prudential – the
first black person to lead a FTSE 100
company.
“Some of the best hires are those that
use perspectives from other sectors
to invigorate company strategy
”
Tidjane
Thiam
WikimediaCommons

7. 5
FOURCASE STUDIES
WE ADMIRE
1 BQ
When BQ conducted consumer research in the 1980s, the results revealed that
their customers wanted to be served by someone older than themselves who could
offer advice based on a lifetime of
personal DIY experience. So BQ imple-
mented a radical decision to use a store
in Macclesfield as a test site employing
only people over the age of 50.
The results were staggering. In under
a year6
, Macclesfield was 18 per cent
more profitable than the average of
five comparison stores, and significantly
outperformed these stores on sales,
customer satisfaction, loyalty and staff
turnover. Today, over a quarter of BQ employees are over 50. The company operates
without a default retirement age, and has led the way in mentoring and training.
2 Standard Chartered India
In 2007, Standard Chartered India’s head of branch banking, Rajashree Nambiar,
discovered through customer surveys that the bank’s female clients were unhappy
with the service they were receiving in what they perceived to be a very male-
oriented bank. So she made a business case for a dramatic change to two branches
in Kolkata and New Delhi.
Nambiar put in place an entirely female workforce. She tailored the form and content
of banking advice to women’s needs as entrepreneurs, employees, family supporters
and consumers. It led to impressive returns. In 2009–10, the Kolkata and New Delhi
all-women’s branches drove net sales up by 127 per cent and 75 per cent respectively,
compared with an average of just 48 per cent among its 90-plus Indian branches.7
The
Financial Times recently reported that India is the best place to be a female banker.8
6 ‘Cost and Benefits of Hiring Older Workers: A Case Study of BQ’, International Journal of Manpower,
Vol. 12 No. 8, 1991, pp. 5–17
7 Looking for Innovation in All the Wrong Places: Who Consistently Drives Innovation in Corporate
America?, by S Hewlett, M Marshall, L Sherbin with T Gonsalves, Center for Talent Innovation,
September 2013
8 ‘Indian Banks lead the world on gender equality’, Financial Times, 2 January 2014.
“The diversity of older
workers brought a depth of
experience that delivered
tangible business results.
”
– Kay Allen, independent consultant and former Head
of Diversity at BQ BSkyB and Royal Mail Group

8. 6
3 Morrisons
Morrisons was one of the first major businesses to respond to the 2011 Lord Davies
review into women on boards, which set a 25 per cent target of women on FTSE
100 boards by 2015.
This is particularly relevant
to the food retail sector:
70 per cent of supermarket
customers are women, and
female shoppers led con-
sumer issues like healthier
ready-meals and fair trade;
but supermarkets are a
notoriously male-dominated
industry. Morrisons has com-
mitted to more than double
the number of women in senior positions and has asked its big suppliers to
pledge to employ more women in senior roles.
4 Cisco
In 2007, Cisco decided to harness the power of cognitive diversity by launching its
internal talent incubator, the Action Learning Forum, which brings 60 rising stars
within the company – from all functions of its business, and with a good blend of
age, gender and geography – to a rigorous 16-week programme.
The Forum has generated some heavyweight ideas, including SmartGrid, which
streamlines energy grids and is projected to bring in $10 billion of revenue over the
next five years. It has become a hotbed of bankable innovation and cost-saving initi-
atives, as well as an effective training vehicle for talented, inclusive leaders.9 10
9 Looking for Innovation in All the Wrong Places: Who Consistently Drives Innovation in Corporate
America? by S Hewlett et al., Center for Talent Innovation, September 2013
10 How Cisco Created Their Own Talent Incubator, by Sylvia Ann Hewlett, Harvard Business Review blog, 20
October 2009
“Its simple when you think about
it – a diverse leadership team
produces better answers to
complex issues, and that’s what
business today is all about.
”
– Norman Pickavance, former Group HR Director and
Director of Communications, Morrisons plc.

9. 7
FIVEBENEFITS OF A DIVERSE
EXECUTIVE TEAM
In chapter one, we said that we’d like to tell you why we think diverse executive
boards deliver a competitive edge.
1 Broader perspective
Strategic oversight is better when there are more angles of vision. Evidence shows
that female executives tend to sit on monitoring committees and diverse boards
have a greater propensity to hold chief executives to account for poor stock price
performance.11
People with experience of business in another country are more likely to
understand the nuances and risks attached to particular international markets.
The key to this broad perspective is the right mix of talent at the top table – the mix
that meets the unique demands on your firm or organisation. These diverse teams
can be more difficult to compose and manage, but they can also drive significant
returns in an increasingly competitive environment.
2 Serial Innovation
The more varied the thinkers, the more connections are
made, fuelling innovation. According to the Center for Talent
Innovation, individuals in diversity-rich organisations are 75 %
more likely to have a marketable idea implemented than those
in homogeneous firms.12
As Steve Jobs said:
A lot of people in our industry haven’t had very diverse
experiences … The broader one’s understanding of the
human experience, the better design we will have.
Dr Scott E Page demonstrated that when it comes to group problem-solving,
diversity actually trumps ability. Teams that embody a wide range of techniques,
perspectives and training can see ‘further’ and light upon more effective solutions
than homogeneous groups - even when those more uniform groups are made up of
the brightest and the best.13
11 ‘Women in the boardroom and their impact on governance and performance’, by R Adams and
D Ferreira, Journal of Financial Economics 94, 2009
12 Looking for Innovation in All the Wrong Places: Who Consistently Drives Innovation in Corporate
America?, by S Hewlett et al., Center for Talent Innovation, September 2013
13 The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools and Societies, by
Scott E Page, Princeton University Press, 2007
Steve Jobs
WikimediaCommons

10. 8
3 Better client understanding
Leaders who bring greater cognitive diversity to your team tend to ‘embrace
disruption’14
and may be more tempted to ask the difficult questions that get to
the heart of the customer’s experience. And in today’s era of rapid change, people
who represent your broad client base can help to furnish a deeper insight into
customer behaviour. A team where
one member matches the ethnicity
of the client is more than twice as
likely to understand that client as a
team lacking such input.15
4 Reach
Employees in companies with
a good blend of inherent and
‘acquired’ diversity are 70 per cent
more likely to see their organisation
capture a new market than those in homogeneous firms.16
As globalisation
continues apace, we must value and use the management talent to which we
have global access, and quickly.
5 Magnet for talent
Time and again, companies that show they value all paths to excellence, foster an
inclusive culture and reward on merit come out in surveys as the most desirable
employers both for talented new recruits and senior executives at the top of their
game. This type of environment exerts a magnetic pull on talent.
Research shows that leaders who themselves know what it is like to be different
from the norm tend to elicit people’s unique contributions, share credit for success
and back novel ideas through to implementation – delivering the most benefit to
customers and shareholders.17
14 Looking for Innovation in All the Wrong Places: Who Consistently Drives Innovation in Corporate
America?, by S Hewlett et al., Center for Talent Innovation, September 2013
15 Ibid
16 Ibid.
17 Ibid.
“A team where one member
matches the ethnicity of the
client is more than twice as
likely to understand that client
as a team lacking such input
”

11. 9
SIX SIGNS OF
SUCCESS
1 Clear vision
Do you have an executive talent plan that makes diversity a strategic priority,
linked to performance targets and business goals? Has it been articulated within
the boardroom, to shareholders and staff? If so, you’ve designed the first building
block of success. When people three levels down from the board can articulate
the strategy, you can achieve the vision.
2 Clear visibility
Is there a C-suite executive leading on diversity? Is this a core part of your brand?
If you are making progress, it will be clear both to staff and clients that collective
difference is integral to who you are and what you do.
3 Good representation, hired on merit
Ask yourself: who was in the room at your last major strategic decision? If the
group included more than a third of people who weren’t either white, male or
university-educated, then you’re probably further along the right road than your
competitors.
4 Smart data
If you know the demographic make-up of your workforce – if you have some data
on employees’ ages, gender, ethno-cultural background, disability, and sexual
orientation – then you’re already ahead of the game. If it is measured, it can be
improved. The smartest data will assess a company’s return on investment in
diversity, and it will crunch the numbers in terms of diversity’s impact on sales,
profitability and staff turnover.
5 Deep insight
Big Data dominates analytics, but informal networks of people can give you a
better qualitative view of your customer. While data provides the facts, people
provide the empathy.
6 Innovation
If the broad mix of perspectives, skills and talents in your team is working
together successfully, there should be a noticeable increase in the number of
new viable and marketable ideas coming through.

12. 10
SEVENCHECKS, which might
reveal a problem
1 Check your diary for the past week
If you’re a busy executive, your most precious commodity is your time. Consider
your substantive meetings over the past week (and a chat in the lift doesn’t
count; nor does your PA). How many have been with people who aren’t the same
gender, race or faith as you? And have any of them been disabled? If the answer
is ‘hardly any’ it’s worth asking yourself why. Is it just me? Or is it where I work?
2 Look at the face your company shows the world
Your website is what people who don’t know you will judge you by. What do
the pictures in the ‘Our People’ section say? If there’s nobody who is not white,
and all the women are in HR, then it won’t be hard to guess what people are
thinking. Now take a look at the websites of your closest competitors. If they are
all the same, you guys need to talk. If they’re more diverse than you, it’s time to
catch up.
3 Imagine that Michelle Obama wants to visit your company
Think of the PR coup and the sales opportunities! But what do you say when
her aides mention that the President’s wife has a particular desire to promote
the virtues of the diverse workplace? Do you have any data on the company’s
diversity? If not, expect a phone call
tomorrow saying that Mrs Obama has
found another photo-opportunity –
with your biggest rivals.
4 Think of the shareholders
As of 2014, listed companies are
expected to report their diversity
numbers regularly and in public.18
Some shareholders are identifying diversity performance as an area of risk. Are
you ready to answer their questions at the AGM? If you lack employee data
on age, gender, ethno-cultural background, disability, and sexual orientation,
you lack the evidence to identify demographic gaps within teams. You are also
unable to quantify your return on investment in diversity.
18 2006 Companies Act: (Strategic Report and Directors’ Report) Regulations 2013
Michelle
Obama
WikimediaCommons

13. 11
5 Check the C-suite to see if anybody is accountable for diversity
If not, you’re probably failing without knowing it. Don’t underestimate
the impact a visible leader can have on your organisation. When this agenda
lies solely in the hands of a
Diversity Manager you give
a very clear message that
diversity is less important,
say, than an IT placement.
Managers who see that
the board has made a serious commitment to diversity are more likely to
disseminate that focus throughout the organisation. 19
6 Look at your sales and marketing strategy document
What matters most to your company is serving your customers and clients. If
your sales and marketing strategy doesn’t say much about diversity, and you
don’t have a plan for winning over people who aren’t your traditional markets,
get ready for a slow and lingering corporate decline.
7 Watch out for tokenism
So you now have an Asian woman on your board, which was previously all White
and male? A step in the right direction, perhaps, but not far enough. Tokenism
may not amount to complete exclusion but neither will it lead to substantive,
sustained change. It takes 30 per cent or more women at a senior level to make
a real difference, as they will no longer be perceived as female directors, but
simply as directors, and so will have to fight less to be heard.20
Research shows
that a critical mass of around a fifth of leaders from ethno-cultural minorities is
necessary for new ideas to surface.21
19 Diversity Briefing, Questions for Directors to Ask,’ by F Macfarlane, D Sinhuber and T Khan, The
Canadian Institute of Chartered Accountants, 2010.
20 Women Matter: Gender diversity, a corporate performance driver, McKinsey Company, October 2007.
21 Examining the Link Between Diversity and Firm Performance: The Effects of Diversity Reputation and
Leader Racial Diversity, by Q Roberson and H J Pack, Cornell University Center for Advanced Human
Resource Studies, Working Paper Series, April 2006.
“Don’t underestimate the
impact a visible leader can
have on your organisation
”

14. 12
EIGHTways to kick-start
YOUR DIVERSITY PLAN
1 Sack your head of diversity if they can’t give your shareholders
clear answers to the following three questions:
• Why does diversity matter to our firm?
• Where should we be in three years’ time, how much of the diverse talent
we need can we grow ourselves, and how much do we need to buy in?
• What in our organisation needs to change in order to support our
diversity plan?
2 Make your CEO or CFO accountable for diversity
This kind of visibility and leadership shows diversity is a business priority and
not just an HR priority. This person is who your Diversity Manager should report
to. It means they’ll be heard, and it means they’ll have to justify numbers –
such as degrees of inherent and acquired diversity at the top three levels of
the workforce – as well as provide details on promotions, mentoring and exit
interviews.
3 Show through remuneration how important this is to you
If your Head of Diversity is paid less than a Head of HR or Financial Controller,
then it isn’t strategically important to you.
4 Link diversity goals to performance metrics for all senior
executives.
This will add urgency to your diversity strategy, increase motivation towards
meeting specific goals, and encourage a cascade effect to employees at other
levels within your organisation.
5 Realign your recruitment procedures
A traditional focus on CV, prestigious education and branded job history can
incur an unconscious bias that locks out great candidates. Anything that stops
the best people from getting the best opportunity effectively harms your
organisation. Focus on personal capability and real evidence of delivery.
Demand that your executive search firm does the same.

15. 13
6 Don’t just focus on women
As Sir Roger Carr, Chairman designate of BAE Systems, said in 2013, ‘Women
on boards is not the only issue, we have to be broader.’22
Achieving a better
gender balance matters, especially in executive roles, but there are other
untapped streams of diversity that are relevant to your business.
7 Attend networking events
Sending a junior is worse for your brand than not going at all.
8 Don’t think this is going to be easy. Get some help
This isn’t going to be a walk in the park. A deep strategic commitment to
diversity involves organisational change that can take years to achieve. But the
way is paved in small, incremental steps, and developing an effective blend of
backgrounds, talents and perspectives in your executive team will add significant
value to your organisation.
22 ‘Carr widens boards diversity debate,’ The Telegraph, 5 October 2013
“Anything that stops the best people
from getting the best opportunity
effectively harms your organisation
”

16. 14
NINEFIGURES THAT
WILL STARTLE YOU
1 65 companies in the FTSE 100 – in effect, two out of every three companies –
have an all-White executive leadership. (Green Park Diversity Analytics)
2 Fewer than half of all Londoners now describe themselves as White British. The
same is true of Leicester, Luton and Slough. (Office for National Statistics)
3 The United States is also reaching a demographic tipping point. Black, Hispanic,
Asian and mixed-race births comprised over half of new arrivals in 2011. (US
Census Bureau)
4 Nigeria is projected to become the world’s fourth most populous country by
2050. (Population Reference Bureau)
5 8 per cent of Black students are at Russell Group universities, compared with just
under a quarter of White students. (Equality and Human Rights Commission)
6 Only 17 per cent of disabled people were born with disabilities. The majority
acquire their disability in the course of their working lives. (Papworth Trust)
7 Women represent a growth market more than twice as big as China and India
combined. (Harvard Business Review)
8 Across the UK in 2012, the full-time gender pay gap in annual earnings was just
under 20 per cent. The gap was widest in the financial and insurance sectors.
Across all sectors, pay discrepancies were most pronounced among managers,
directors and senior officials. (Equality and Human Rights Commission)
9 Britons think that youth ends at the age of 35; for Greeks, the age is 52.
(European Social Survey)
“Two out of every three FTSE 100
companies have an all-White
executive leadership
”

17. 15
TENSUGGESTIONS FOR
FURTHER READING
1 Green Park’s Diversity Analytics Newsletters, 2014
2 Innovation, Diversity and Market Growth, Center for Talent Innovation, 2013
3 Special Report on Executive Diversity, Financial Times, 2013
4 ‘Women Matter: Making the breakthrough’, McKinsey Quarterly, 2012
5 ‘Is There a Pay Off from Top Team Diversity?’ McKinsey Quarterly, 2012
6 Women on Boards, Lord Davies’ independent review. Department for Business,
Innovation and Skills, 2011
7 Beyond Performance: How Great Organizations Build Ultimate Competitive
Advantage, by Scott Keller and Colin Price, John Wiley Sons, 2011
8 The War for Diverse Talent, Green Park Diverse Leaders, 2010
9 How Fair is Britain? Equality and Human Rights Commission, 2010
10 The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools
and Societies, by Scott E Page, Princeton University Press, 2007

18. 16
Green Park is a multi-award winning supplier of executive search, interim manage-
ment and business advisory solutions, operating from the UK across 52 countries.
Green Park has consistently featured in the top four of the HOT 100 industry league
tables, and in 2013 was rated in 4th place for interim management, and 11th for
executive search, in the report on the top 250 major recruitment companies by
Recruitment International. The accolade we take the most pride in is that, during our
seven years of continuous growth, the customer satisfaction rate among our top 300
clients has never fallen below 97 per cent.
At Green Park we are all passionate advocates of the power of cognitive diversity
as a source of competitive advantage. We are setting a standard for innovation
and commitment to consistently attract diverse groups of appointable candidates
benchmarked against the usual suspects. Green Park has proactively established
Diverse Leaders, a global diversity network offering strategic diversity services to a
broad range of blue chip and SME organisations across the private and public sectors.
Diverse Leaders helps our clients to increase representation across the diversity
strands at senior level, providing long-term ‘build’ and ‘buy’ diversity strategies,
and solutions that take advantage of the power of collective difference in building
sustainable and attractive employer brands.
In 2012 Green Park became founding a member of the National Equality Standard –
the only recruitment firm on the founding board.
Green Park has recently founded Green Park Diversity Analytics, a research and
advisory body, chaired by Trevor Phillips, that uses unique quantitative modelling to
analyse the executive labour market by specific dimensions of diversity. It is the latest
addition to Green Park’s range of resources and services, designed in partnership
with our valued customers.
About Green Park

19. Design and front cover photography: www.louismackaydesign.co.uk

20. www.green-park.co.uk
15 Portland Place • London • W1B 1PT
t: 0207 399 4300 • e: info@green-park.co.uk