This target was achieved in FY20 and repeated again in FY21 when the AIR was reduced from 666 down to 441. = 34% reduction in FY21. The target has been updated this year to reflect our commitment to ensure that safety remains a permanent and integrated priority for the business and supports our commitment to improve HS&E performance across the Group.

2017 - 739 AIR

2018 - 773 AIR

2019 - 790 AIR

2020 - 666 AIR

2021 - 441 AIR

HS&E Assurance Inspections are carried out across all divisions by our HS&E Department, to ensure, and monitor compliance with our internal HS&E standards on our sites.

100% of sites that were operational during the year were registered and we will continue to monitor weekly.

2017 - n/d

2018 - 53

2019 - 57

2020 - 83

2021 - 100

We are pleased to report that our performance has improved this year again with an increased average score across all of our operational sites. 100% of all of our sites are also now registered with the CCS. However, our pace of improvement is below where we would hope to be. We have an improvement plan in place and each division has set up a Working Party to improve performance and consistency across our sites. In addition, internal guidance has been strengthened with more examples of good practice and supporting documents to assist the site teams in preparing for their visits.

Taking this into account, we have reviewed our target and amended it to 38/50. It is worth noting that we are one of only two major housebuilders who participate in the scheme.

2017 - 35.25

2018 - 35.96

2019 - 35.05

2020 - 35.09

2021 - 36.7

We are pleased to report our current customer satisfaction score is 92.6% which exceed our FY2020 target of 92%. To continue our drive for improvement we have set a new target for FY22 of 94%+

2017 - 87.1

2018 - 89.1

2019 - 90.9

2020 - 91.9

2021 - 92.6

93% of products, services and labour procured locally.   In general, it is the specialist trades such as remediation contractors that are not within the areas local to our divisions.

2017 - 92

2018 - 92

2019 - 93

2020 - 93

2021 - 93

33% of our top-tier suppliers are engaged with SCSS.  This has remained static in the last year.   

In light of the extenuating circumstances resulting from the pandemic and Brexit, achievement of this target has become extremely challenging for all members of the Supply Chain Sustainability School.

2017 - n/d

2018 - n/d

2019 - 33.00

2020 - 33.00

2021 - 33.00

The FY21 figure covers only timber certified to FSC or PEFC.  Prior to FY21, our timber was verified as part of the WWF network for responsible timber and also included legal timber.  This is the reason for the 0.3 reduction over FY20.

2017 - 99.94

2018 - 99.90

2019 - 99.92

2020 - 99.90

2021 - 99.64

We monitor our build quality at key build stages through the NHBC Construction Quality Reviews scores (CQRs).  We use the scores provided to measure quality across our divisions and the group average target was 75%.  From 1st March 2021 this was increased to achieve a minimum of 80% to drive our ambition for quality.  The percentage score calculates how many of the build stages inspected and marked scored a 4, 5 or a 6 (out of 6).  The FY 2021 ended on a group average of 85%. 

To align ourselves with the rest of the sector, and to enable comparability, this year (FY 21)  going forward we are also reporting our CQR /6 review score. This year our average score of 4.36 out of 6.

2017 - n/d

2018 - 70%

2019 - 75%

2020 - 80.3% / 4.13

2021 - 85% / 4.36 

Red SMI - our in-house app enables site staff to carry out nine quality inspections at various stages throughout the build process. These inspections occur prior to our warranty provider and Building Control carrying out their inspections.   At the end of the year the average group score was 96.23%. 

We are exploring a number of offsite pre-manufactured elements or systems:

- Working with a supply partner on the development of a pre-manufactured bay window. This is a complicated area of the build involving several trade disciplines when constructed in the traditional way. Building these within a factory would allow us to achieve a quality of detailing that would otherwise be difficult to achieve on-site.

- Evaluating an aircrete storey-height panel system for the construction of our Affordable house type range.  This range lends itself to this type of construction due to its elevations and storey heights.  This solution would increase the speed of build whilst retaining the familiarity of block construction. 

- A Working Party is assessing the benefits of adopting a framing system –both timber and steel, with a view to increasing the proportion of homes utilising this approach.

- Trials are underway for a Smart Home Energy Management system and an Air Source Heat Pump.

- To optimise the natural daylighting in our homes, we are working with our Window supply partner to assess what changes can be made to the way we design and install roof windows. This would reduce the reliance on electric lighting and increase levels of natural ventilation.

Since 2017, our greenhouse gas emissions have been decreasing. However, in 2020 we made a significant change in the way we collect the site and office gas and electricity data (which currently accounts for almost half of our emissions). The quality and accuracy of the data has been greatly improved and, combined with temporary site closures and a reduction in the number of homes built in 2020 due to COVID-19, the normalised emissions in 2020 showed an increase. In the last year, we have seen a 'real-terms' decrease in overall emissions of 6%.

2017 - 2.50

2018 - 2.48

2019 - 2.42

2020 - 3.01

2021 - 2.84

In the last year, we have seen water use increase by 79%. This is an increase of 35% over the 2017 baseline. In previous years, a large proportion of the readings were manually taken and many were estimated.  During 2020/21 we switched to automated collection of the readings which is much more accurate. It is disappointing to report such an increase however, this is not likely to be an increase in real-terms, and the
high-quality data we are now collecting will allow us to manage and measure our consumption more effectively.

The importance of this is issue is being considered through our engagement with stakeholders and our materiality assessment.  The target will be reviewed once this process is complete in 2022.

Water use (m3) per 100m2 of build

2017 - 24.50

2018 - 17.48

2019 - 12.47

2020 - 18.50

2021 - 33.0

At the end of the financial year ended June 2021, we have achieved a 24% reduction, far exceeding the target.

2017 - 10.7

2018 - 10.6

2019 - 10.2

2020 - 9.0

2021 - 8.1

New Target FY 22

New Target FY 22

New Target FY 22

Our Community Participation Guide was launched in 2019 is now being used by the divisions across the country to encourage best practice. We have set up a Placemaking hub on our intranet which provides design manuals, guidance notes and resources for our teams to use in preparing planning applications and undertaking community consultation. This KPI will be replace with Community Collaboration in Design in FY22.

Since 2019 we have embraced a commitment to 'Listen to Learn' from existing local communities in shaping and designing development proposals. We value the input, passion and local knowledge of existing communities and see the benefits to new development in reflecting the aspirations of local people. Working in partnership we believe we can deliver a Better Way to Live.

We have established a Product Review Panel which meets regularly to consider customer feedback obtained through the NHBC surveys to revise and refine the design of our homes.  We have also established a new specific objective to understand our customers’ views on the places we deliver. This KPI will be replace with Learning from Lifestyles in FY22.

New Target FY 22

New Target FY 22

All emerging layouts are reviewed through an internal panel and are assessed against our 8 placemaking principles.  Guidance is provided to divisions on how improvements can be made to the layout and then reassessed.  We have produced a detailed Plotting Manual to accompany the "Designing a Better Way to Live" Design Manual and a Landscape Manual was launched in Spring 2021.

Each emerging layout is now given a draft ‘health and welling score’ using our placemaking principles.  As the layout is refined and improved the score is revised in discussion with the division. The score will also be revisited as part of the post completion review using the Redrow 8.

Due to externals pressures from the pandemic in FY21 we have had to put on hold the further implementation of Redrow's bespoke Social Value Bank toolkit developed in 2019. We will be reviewing our strategy and our toolkit in FY 22 to ensure that the communities we develop deliver positive social impact and maximise community benefits over the long term to new and existing local residents.

We continue to increase the number of developments achieving a net-gain in biodiversity (as measured at design-stage) and have been piloting the recently revised (July 2021) Defra Biodiversity Net Gain Metric 3.0 to establish how this will influence our approach to land appraisal and design.

The reduction this year is due to the move from face to face training delivered in traditional day blocks to a model of online facilitation and elearning. We will maintain this blended approach as it has proved both popular with employees as it reduces time travelling and away from home and also productive. We will give thought to a metric which better measures the effectiveness of our training which measures quality along with quantity.

2017 - n/a

2018 - 2.9

2019 - 3.1

2020 - 2.5

2021 - 1

14.5% of our workforce are trainees. We have continued to support all our trainees.  In the case of our trade apprentices, as a result of the limitations placed upon us by social distancing measures, we have extended their training period.  This will ensure they have the requisite practical skills.

2017 - 15%

2018 - 13%

2019 - 15%

2020 - 16%

2021 - 14.5%

In a difficult year we are delighted to have maintained our high score of 93%. We have been very focused on supporting the wellbeing of our employees and their families.  We have evolved and strengthened the way we communicate with our employees.

2017 - 96%

2018 - 95%

2019 - 94%

2020 - 93%

2021 - 93%

The over aching plan, including our EAP Employee Assistance Programme was finalised in the year and is being rolled-out. During the year we have supported our staff and supply chain through the pandemic by providing access to our My Life service – a 24/7 confidential phone support service.  In preparation for our sites returning, a COVID-19 video was produced and distributed for our supply chain, which demonstrated all of the safety measures that our sites would have in place on re-opening.  This was supported by a suite of documents to outline procedures and support available to staff and supply chain. In March 2021, we joined the government scheme to offer COVID-19 LFT testing on our sites.

We have a comprehensive health and wellbeing Plan in place for both colleagues and partners.  We will continue to review and enhance our approach in the coming years.

We have published a new policy on this topic and we have engaged  the workforce to raise awareness of our fairness and inclusivity principles.  We have established a Working Party to help us shape  future initiatives.

In FY21 14.3% of employees left the business through voluntary attrition (resignation or retirement).

2017 - n/d

2018 - 19%

2019 - 17.8%

2020 - 17.2%

2021 - 14.3%

An education engagement plan is in place across the business enabling strategic engagement with educational institutions UK-wide.  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 supported our communities through a range of partnerships both at a local and a strategic level. One example is our strategic partnership with The Wildlife Trusts provides us with a local connection across  42 local wildlife trusts allowing to connect with local people who live in the area. We have begun to restart our programme of initiatives following the pause during the pandemic.

We have been working on a revised and updated approach on this following an extensive engagement piece of work with our employees.  In the new financial year we will launch our new approach to charitable giving and will also open up volunteering opportunities to all employees.

During the year we engaged with schools in the prioritiy areas we identified.  We plan to continue this programme of work.

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.