How CBRE Pays

Early-career ladder — B0 through B1

Professional ladder — B2 through B4

Management and principal ladder — B5 through B6

Leadership ladder — B7 through B9

Executive ladder — B10 through B12

Disclosed executive layer

Track divergence

Hierarchy qualifications and legacy structures

• CBRE has never published a numbered global grade dictionary. Every band code in this report is a research normalization, and presenting it as an internal CBRE HR scheme would be wrong.
• Three operating segments create three different pay economics. Advisory Services, Building Operations and Experience and Project Management mix brokerage, recurring facilities operations, technical trades and professional services, so one universal job ladder overstates precision.
• Brokerage and capital-markets producers are frequently on commission or deal-based economics that sit entirely outside the modelled variable-pay grid. Where those contracts dominate, the band medians here understate earnings badly.
• CBRE has grown by acquisition, including Turner and Townsend, Industrious and Pearce Services. Public filings provide no harmonization map between acquired-company grades and CBRE titles, and acquired operations may keep their own nomenclature, terms and incentive design.
• H-1B evidence is concentrated in software engineering, project management, controls and analytics. It is a strong technology wage anchor and a poor proxy for the facilities, brokerage and site-operations workforce that makes up most of the headcount.
• Onshore and offshore language only partly fits CBRE. It runs client-facing, site-based and shared-services teams rather than a single delivery model, so this report distinguishes global business services and technology hubs from client-facing markets without inventing an onsite allowance schedule.

Peer-level mapping

Office and market catalogue — calibration factors versus Dallas

CBRE reported more than 155,000 employees in more than 100 countries at 31 December 2025 and published no employee count for any of the 78 cities the research bundle prices. H-1B worksite counts are immigration records and must never be read as office headcount: Richardson's 232 records, New York's 42 and Dallas's 28 describe visa filings, not people employed.

Dallas anchor medians — the basis of every modeled cell

• Dallas is the anchor because it is the global headquarters and because the official US postings that carry the strongest non-executive evidence are national ranges best read against a Dallas median.
• Richardson, Texas is a separate entry rather than part of Dallas because it is the Digital and Technology campus and CBRE's largest recurring H-1B worksite, with 232 multi-year records against 28 for Dallas itself.
• New York is CBRE's global financial headquarters at Lever House according to the 2026 proxy, which is why it prices above Dallas on both base and total despite Dallas holding the corporate seat.
• Gurugram is the India headquarters and prices marginally above Bangalore on the 6figr cross-role average, ₹21.4 lakh against ₹19.5 lakh, which is the reverse of the usual Indian technology-hub ordering.
• Sydney and London carry the most third-party role evidence outside the United States, four Glassdoor role ranges and an Indeed associate-director average respectively, which is why both are shown with a reportedCells count.

Executive incentive targets — percent of salary

Named-executive outcomes

• The plan's legal eligibility is deliberately broad: employees, consultants and non-employee directors may all be selected. Actual practice has been narrow, and the two facts are frequently confused.
• The clearest evidence of that narrowness is historical. A 2019 disclosure showed roughly 350 grant recipients out of about 93,000 employees in 2018, which is under 0.4 percent of the workforce.
• CBRE has never published a grade at which equity begins. The claim that grants start at Director is not supported by any public source, and the modelled $0 floor at B7 and B8 reflects that zero is a common outcome even where eligibility exists.
• The two reserve figures do not agree, and neither is wrong. The proxy's 8,564,507 and the 10-K table's 8,486,435 use different performance assumptions, and both are preserved here rather than reconciled into false precision.
• No single utilization percentage is presented. Plan shares are affected by historical grants, forfeitures, performance multipliers, cancellations and plan amendments, so dividing one reserve by one authorization would manufacture a number the filings do not support.

2019 Equity Incentive Plan reserve and 2025 activity

Vesting — common reported employee schedule

That schedule describes the time-based third of a named-executive award only. The other two thirds are performance RSUs that cliff after a three-year performance period: relative TSR pays 0 percent at or below threshold, 100 percent at median and 175 percent at or above the 75th percentile against a defined peer set, while Core-EPS PRSUs run 0 to 200 percent on cumulative earnings performance, with the 2025 grant scheduled to vest 5 March 2028. In May 2025 CBRE amended the award agreements so that retirement, death and disability treatment for covered newer awards uses proration rather than first-calendar-year forfeiture, which materially improves the position of a late-career leaver who departs in the year of grant.

Eligibility by hierarchy level

• B0 through B6: no routine grant pattern is established in any public source. The plan permits selection but nothing evidences recurring grants at these layers.
• B7 Associate Director: modelled $0 to $10,000 a year, about 0 to 66 shares at $151.74. Zero is a real and common outcome.
• B8 Director: modelled $0 to $25,000 a year, about 0 to 165 shares.
• B9 Senior Director: modelled $10,000 to $50,000 a year, about 66 to 330 shares. This is the first layer with a non-zero modelled floor.
• B10 Managing Director or Vice President: modelled $25,000 to $125,000, about 165 to 824 shares.
• B11 Senior Managing Director or Senior Vice President: modelled $75,000 to $350,000, about 494 to 2,307 shares.
• B12 Executive Managing Director, EVP or Segment President: modelled $250,000 to $1,200,000, about 1,648 to 7,908 shares.
• B13 and B14: official 2025 awards of $2,278,438 to $5,696,094 and $19,023,324 respectively. Every band below these is a model, and grants at all of them are discretionary and depend on role criticality, retention need, performance and management or committee approval.

Indicative annual grant value by band — Dallas

Annualized planning value (±25%), not the face value of every new-hire grant. Share equivalents use the $151.74 reference price at 2026-08-25 and ignore plan valuation rules and PSU performance. Highlighted rows are disclosed grant-date stock awards.

Named executive target equity

Two 2025 items sit outside the standard package and are easy to miss. Vikram Kohli received a $1,450,000 retention cash bonus on top of his $1,684,019 incentive payout, which is why his 'other' column here is $1,488,898 rather than the $38,898 of ordinary perquisites, and in February 2026 he received a further $5.0 million target performance RSU retention award over a five-year period. Jamie Hodari joined during 2025 as CEO of Building Operations and Experience following the Industrious transaction, so his $669,231 salary and $1,307,509 incentive are prorated and his attainment percentage is not comparable with the others.

Board compensation framework

The equity component is identical at $249,959 across every non-employee director, so the entire spread between $359,959 and $449,959 is cash retainer. That flat award design means a director's total moves only with committee and lead-director responsibility, not with tenure or meeting count.

Not publicly disclosed

Modeled promotion planning timeline

The disclosed cadence applies to executives only: base salaries are reviewed annually and generally in the first quarter, and the 2025 annual equity awards were granted on 5 March 2025 at a $142.30 grant price. The analytical promotion timeline used on this page runs one to three years per step through B3, two to four years from B3 to B7, three to five years from B7 to B10, and becomes role- and succession-dependent above that. Those windows are planning assumptions derived from the experience ranges, not CBRE policy.

Dataset summary

City-level H-1B wage history

All-years aggregates. P25/P75 are rounded reconstruction values marked modeled; medians and record counts are the stronger fields.

Selected title / worksite records

Evidence classification

Explicit “Not publicly disclosed” index

Known gaps and diligence before relying on a cell

1. 1The named-executive and chief-executive tiers are deliberately excluded from the band ladder. Their disclosed figures are single worldwide US dollar amounts that appear identically in all 78 city tables, so including them would force every offshore location's factor toward 1.0 at the top and produce nonsense such as an India segment president priced on a US chief executive salary. They are carried in the executive section instead, and the ladder stops at B12.
2. 2Total compensation on this page is rebuilt as base plus target incentive plus the midpoint of the modelled annual equity range. The research bundle's own total column additionally included an employer benefit load of roughly 9 percent of base. That is employer cost rather than pay and has been removed from every row, which is why the totals here sit below the bundle's own figures at every band.
3. 3The two equity reserve figures conflict: 8,564,507 in the 2026 proxy against 8,486,435 in the 2025 Form 10-K equity-compensation table, which uses a maximum-performance assumption. Both are shown and neither is treated as correcting the other.
4. 4The two FY2026 H-1B medians conflict: $117,499 on the H1BGrader sponsor salary page against $112,923 on an alternate filter of the same source. Both are retained.
5. 5Only four employee-level pay figures in this entire report are CBRE-issued: the Data Analyst, Senior Analyst, Transaction Management Director and Valuation and Advisory Services Director postings. Every other band anchor is a third-party observation or a model built on one.
6. 6Location factors below B7 carry no equity component at all, because no routine grant pattern was established. If CBRE does grant broadly at those levels somewhere and simply does not disclose it, every total on this page for B0 through B6 is understated.
7. 7Brokerage and capital-markets commission economics are excluded from the model entirely. For the producer population this report is not a useful pay reference.
8. 8CBRE prices 78 cities in its research bundle; 30 are shown here. Cities were selected for evidence density and regional coverage, and the omitted markets follow the same country and city factor method.
9. 9No founding year, legal-entity incorporation detail or geographic revenue split was established from the reviewed sources, so those fields are omitted rather than estimated.

FX rates used — 1 USD equals, snapshot 2026-08-25

Single-date conversion layer for comparability; it ignores payroll-date FX, tax, purchasing power, benefits valuation and hedging. Compensation intelligence, not legal, tax, investment, immigration or employment advice.

Source register — 25 sources

CBRE publishes global headcount and nothing below it. There is no city-level count, no segment-level count and no attrition rate in the reviewed 10-K or proxy. Year-over-year comparison is further complicated by acquisitions such as Turner and Townsend, Industrious and Pearce Services and by client-reimbursed employees who sit on CBRE's payroll but are funded by the client contract. No company-wide 2025 or 2026 salary freeze or across-the-board pay cut was identified in any reviewed source, which does not prove that no local or business-unit action occurred.