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Our commitments

We develop and monitor key objectives across our activities to continually drive improvements in social, environmental and economic performance.

Our aims

In order to achieve our values we have set specific goals for the coming year:


Building responsibly

Safe & considerate construction

We are working to become incident and injury free.

Customers & quality

We aim to deliver 90%+ customer satisfaction rating and are implementing a certified quality management system.


We intend to further reduce carbon, waste and water use from our activities, locally source 90% of our products and ensure 100% of our timber is responsibly procured.


Create thriving communities


We plan to enhance community engagement and follow robust placemaking principles when designing new developments.

Nature for people

We are working to achieve verified increases in biodiversity across our developments.

Wellbeing & legacy

We will evaluate health and wellbeing outcomes for people on and near our developments and measure the value to people of the community infrastructure we deliver.


Value people

People development

We intend to ensure 15% of our workforce are trainees and 80% of in-house courses are accredited as well as developing plans for enhanced supply chain engagement.


We are working to develop an employee health and wellbeing strategy.

Encouraging young people into construction

We are collaborating with education partners to develop new programmes, including a focus on engaging hard-to-reach parts of the community.

Charity & community

We plan to implement structured charitable giving, community activities and employee volunteering opportunities.

Developing Thriving communities by valuing people and building responsibly

Objectives & targets (set in 2018)

Building responsibly


AchievedAchieved On trackOn track No dataNo data Off trackOff track
Objectives Targets Progress Narrative
Working safely and considerately
Committed to creating healthy, safe and considerate working environments
Work towards becoming incident and injury free through a 10% year-on-year reduction target (AIR) *2017 baseline* No data Although the target has now been achieved from 2019 to 20, we will endeavour to repeat this in the coming year and maintain a positive direction of travel with our overall HS&E performance
Implement an accredited H&S Management system (ISO45001) by June 2019 On track A strategic decision was made in June 2019 not to attain accreditation to ISO 45001. Instead we decided to focus on specific areas of our existing H&S Management System that when changed would provide greater clarity and support the overall improvement of our HS&E performance. The most recent focus being the development and implementation of COVID-19 secure risk assessments and additional guidance to support the four key areas of our business, namely Offices / Sites / Sales and Customer Services
Work towards registering all sites to the Considerate Constructors Scheme (CCS) by 2020 On track We currently have 83% of our developments registered with the Considerate Constructors Scheme (CCS) with all remaining developments being registered this month (September). All new developments will continue to be registered and this is monitored on a weekly basis
Achieve a CCS score of 40 on all sites by 2020 No data The Redrow average score at 30th June 2020 was 35.09.
A CCS guidance document was issued in May 2020 which gives advice on the whole CCS process from registering a site, to the monitors visits and potential awards that are available.
Putting our customers first
Service excellence
Put customers first, continually striving for service excellence in all that we do
Consistently deliver a 90%+ customer satisfaction; recommend to a friend (Ongoing) No data Our current customer satisfaction score is 92.8%
Continue to enhance our customer first experience (Ongoing) On track Ongoing
Managing our resources efficiently
Responsible sourcing
Responsibly source all goods and services; working with our supply chain to deliver long-term benefit
90% products, services and labour procured locally (Ongoing) No data 93% of products, services and labour procured locally
Top 85% of the supply chain (based on spend) to be using the Supply Chain Sustainability School (Ongoing) On track 33% of our top-tier suppliers are engaged with SCSS. Work is ongoing to increase this number.
The promotion of the SCSS within our supply chain is ongoing with promotion emails issued to subcontractors periodically highlighting the benefits of the School. Changes to our IT Systems & PQQ documents have also been made to qualify School members
100% of timber responsibly procured (Ongoing) On track 99.9% of our timber was responsibly sourced timber in 2019
Quality and productivity
Continually develop our construction practices to improve productivity and achieve high standards of quality
Drive on continual improvement through the implementation of a certified quality management system across Redrow by 2019 No data NHBC Construction Quality Reviews (CQRs) are being carried out across our divisions and our target is 75%.
The FY 2020 ended on 80.3% with an average score of 4.13 out of 6.
We have also introduced ‘Red SMI’ which is our in house iPad based app to carry out nine quality inspections throughout the build process. We have targeted usage for FY21 @ 90%
Evaluate, and where considered viable, adopt modern methods of construction which can improve quality and productivity (Ongoing) No data Pre-finished decorative gable panels evaluated and being introduced into build. Main benefits are speed of build, safer working conditions as working from height reduced and consistent high standard of finish achieved.
Pre-formed external tile cills trials successfully undertaken ahead of its introduction. Key benefits are saving on build time and consistent quality finish achieved.
Light Steel Frame currently being evaluated for low rise apartment schemes.
Alternative forms of low carbon heating are currently being evaluated following the government announcement that all new homes will be banned from installing gas boilers by 2025
Environmental impact
Continually reduce: energy, water consumption, carbon emissions and waste, to become environmentally net-positive
Reduce the carbon intensity of our construction operations and offices by 10% by 2022. *2017 baseline* No data Between 2017 and 2019, normalised emissions fell by 3.2%. Improved data collection, combined with a reduction in homes completed due to COVID-19 in 2020 resulted in an increase. We intend to set this as a new baseline year and set a new ambitious target going forward
Reduce the water intensity of our construction operations and offices by 5% by 2022. *2017 baseline* No data Between 2017 and 2019, normalised water use fell by 49%. As with carbon, new data management has resulted in an increase in 2020 – although we have achieved our reduction target by realising an overall 24% decrease since 2017. We intend to set this as our new baseline year and set a new target going forward
95% + of construction waste diverted from landfill No data 97.4% of our construction waste was diverted from landfill in 2020
Reduce construction waste intensity by 10% by 2022 *2017 baseline* No data We have achieved a 16% decrease in normalised waste since 2017 and will continue to work to decrease this further

Thriving communities


AchievedAchieved On trackOn track No dataNo data Off trackOff track
Objectives Targets Progress Narrative
Creating better places to live
Community engagement
Work alongside the local community to design developments that will stand the test of time
Create a best practice hub to enrich our community and local authority engagement activities across the company (by end of 2019 FY) No data Our Community Participation Guide is now being used by the divisions across the country to encourage best practice. We are continuing to investigate the use of technologies to broaden engagement with communities at an early stage which will become more important under the proposed changes to the planning system
Customer focused design
Provide a better way to live by listening to our customers, ensuring their views are at the heart of the design process
Develop a programme that draws upon customer experiences, to enhance our house and placemaking designs (by end of 2019) No data We are currently developing a programme to strengthen our approach to post-occupancy evaluation
Enhance local areas by building desirable homes, creating attractive streets and high quality landscaping
Demonstrate that our Placemaking design principles have been put into action and evaluated on all new developments (by end of 2019 FY) On track All emerging layouts are now assessed against our 8 placemaking principles and a draft score agreed. As the layout is refined and improved the score is revised in discussion with the division as a guide to ensuring each development is the best it can be
Healthy lifestyles
Create attractive places which encourage people to live healthy and socially active lives
Evaluate the positive health and wellbeing outcomes being realised, by the community, on our developments (by end of 2019 FY) On track Each emerging layout is now given a draft ‘health and wellbeing score’ using our placemaking principles. As the layout is refined and improved the score is revised in discussion with the division
Community infrastructure
Deliver value to the wider community: building education facilities, community centres, transport infrastructure and health centres
Implement a schedule of post occupancy studies to evaluate the efficacy of community infrastructure delivered on our developments and act upon the findings (end of 2019 FY) On track We have carried out pilot post occupancy studies in conjunction with work on our social value bank to develop a common approach in the business and are working on strengthening our approach to post-occupancy evaluation
Nature for people
Help people connect with nature on their doorstep
Develop a partnership-led biodiversity strategy, to enrich biodiversity and connect communities with nature (by 2019) On track During 2020 we launched our new Nature for People strategy, developed in partnership with The Wildlife Trusts. Its three themes are: Nature Gains, Wilder Lives and a Flourishing Legacy. Work continues with The Wildlife Trusts as we implement the strategy
Achieve verified increases in biodiversity across our developments (by 2022) On track Achieving biodiversity net gain is a key aim of our new biodiversity strategy which is currently being implemented.

Valuing people


AchievedAchieved On trackOn track No dataNo data Off trackOff track
Objectives Targets Progress Narrative
Valuing and developing our people and partners
Training and development
Train and develop people to succeed
Investing in at least three days training per colleague, per year and working towards 80% of Redrow's in-house training being accredited On track We invested in 2.5 training days per employee in 2020; a slight reduction on previous years due to the impacts of COVID-19
During lockdown and in the time since we have placed additional emphasis on our e-learning platform, ensuring all colleagues completed vital return-to-work training, to support our COVID-19 Secure Workplaces measures addition to refreshing core skills
15% of Redrow's team are trainees: going forwards, the aim to maintain these levels year-on-year. On track 15.5% of the workforces are trainees. We have prioritised supporting our current trainees to achieve their qualifications post lockdown and continue to recruit in 2020
Colleague & partner advocacy
Drive Redrow colleague & partner advocacy
Maintain over 90% of colleagues to be proud to work for Redrow as measured by an independent third party. No data 93% of colleagues report they are proud to work for Redrow in our 2019 independent survey which again had a response rate of over 90%. We continue to take action in response to the feedback and during the year reduced the hours of work for our office based staff
Work with Redrow's people & partners to develop a strategy and plan for communicating, engaging and developing our supply chain by December 2018 On track Progress has been made towards this target. We have rolled out training to our subcontractors and have extended free use of our Employee Assistance Programme to all subcontractors and their families
Wellbeing and inclusiveness
Improve the wellbeing of Redrow's people and creating an inclusive workplace
Listen to colleagues and partners via a comprehensive health & wellbeing study to develop a Health and Wellbeing Strategy by June 2018. On track The research phase is complete and we have a plan in place for colleagues and partners but will continue to build on this in coming years
Develop a Redrow Fairness and Inclusivity policy and strategy by September 2018 No data Our Diversity and Inclusion Policy is implemented and publically available
Through these plans - combined with the colleague engagement strategy - Redrow is striving to reduce colleague turnover to 15% No data Colleague turnover in 2019 was 17.2%, down from 17.8% in 2018
Inspiring the next generation to build
Work with education partners
Collaborate with education partners to positively impact people and communities
Develop a Redrow educational offer for primary, secondary, FE/HE by year end 2018 No data This target has been achieved
Work with divisions to develop a Redrow educational engagement plan to proactively engage with education institutions across the UK by year end 2018 On track All our divisions now have target lists of local schools to engage with, based on improving outcomes for their students. We will have a challenge in the short term as our model has been based on putting our trained ambassadors into schools to interact with students so we are exploring other options to engage with teachers
Positively impact on Redrow's communities
Identify and develop strategic relationships with organisations to support our commitment to communities by December of 2018 No data We have made progress but currently still working towards this target
Develop guidelines and policies for charitable giving, community activities and volunteering to support Redrow's commitment to communities by July 2019 No data The policies for charitable giving and community activities are in place and enable our divisions to support enterprises in their local communities. The volunteering policy will be launched on the new financial year having been paused during lockdown
Life chances
Create life chances
Work with Divisions and Local Authorities to identify geographic areas of priority by July 2019 No data All our divisions now have target lists of local schools to engage with, based on improving outcomes for their students. We will have a challenge in the short term as our model has been based on putting our trained ambassadors into schools to interact with students so we are exploring other options to engage with teachers
Working with partnerships, devlop programmes to highlight and support ways for people to access opportunities at Redrow and wider industry by July 2019 No data Working both on our own and in collaboration with the Housebuilding Skills Partnership we have developed interventions and programmes to enable harder to reach groups to enter the business

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