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.

2017 - 739 AIR

2018 - 773 AIR

2019 - 790 AIR

2020 - 666 AIR

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

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

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.

Our current customer satisfaction score is 92.8%

Ongoing

93% of products, services and labour procured locally

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

99.9% of our timber was responsibly sourced timber in 2019

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%

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

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.

Emissions per 100m2 of build

2017 - 2.50 

2018 - 2.48

2019 - 2.42

2020 - 3.01

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.

Water use (m3) per 100m2 of build

2017 - 24.50

2018 - 17.48

2019 - 12.47

2020 - 18.50

97.4% of our construction waste was diverted from landfill in 2020

We have achieved a 16% decrease in normalised waste since 2017 and will continue to work to decrease this further.

Tonnes of waster per 100m2 of build

2017 - 10.65

2018 - 10.63

2019 - 10.15

2020 - 8.94

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.

We are currently developing a programme to strengthen our approach to post-occupancy evaluation.

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.

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.

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.

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.

Achieving biodiversity net gain is a key aim of our new biodiversity strategy which is currently being implemented.

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.

15.5% of the workforces are trainees. We have prioritised supporting our current trainees to achieve their qualifications post lockdown and continue to recruit in 2020.

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.

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.

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.

Our Diversity and Inclusion Policy is implemented and publicly available.

Colleague turnover in 2019 was 17.2%, down from 17.8% in 2018.

This target has been achieved.

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.

We have made progress but currently still working towards this target.

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.

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 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.