Home / Sustainability / Our commitments

Our commitments

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

Our aims

To create long term sustainable value for all our stakeholders by developing thriving communities with high quality homes that provide a better way to live.

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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.

Resources

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.

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Placemaking

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.

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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.

Wellbeing

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.

We are committed to our strategic themes - building responsibly, thriving communities & valuing people. Find out how we are performing against our targets below.

The data below is from Financial Year 2020. Our objectives and targets are currently in review and will be updated on this page shortly for Financial Year 2021.


Key

AchievedAchieved On trackOn track No dataNo data Off trackOff track

Building responsibly

Working safely and considerately

Objectives Targets Progress Narrative

Safety
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*

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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

Implement an accredited H&S Management system (ISO45001) by June 2019

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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

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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

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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

Objectives Targets Progress Narrative

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)

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Our current customer satisfaction score is 92.8%

Continue to enhance our customer first experience (Ongoing)

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Ongoing

Managing our resources efficiently

Objectives Targets Progress Narrative

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)

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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)

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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)

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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

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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)

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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*

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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

Reduce the water intensity of our construction operations and offices by 5% by 2022. *2017 baseline*

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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

95% + of construction waste diverted from landfill

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

Reduce construction waste intensity by 10% by 2022 *2017 baseline*

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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


Thriving communities

Creating better places to live

Objectives Targets Progress Narrative

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)

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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)

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

Placemaking
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)

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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)

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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)

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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)

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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)

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


Valuing people

Valuing and developing our people and partners

Objectives Targets Progress Narrative

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

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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.

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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.

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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

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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.

Listen to colleagues and partners via a comprehensive health & wellbeing study to develop a Health and Wellbeing Strategy by June 2018.

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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.

Wellbeing and inclusiveness
Improve the wellbeing of Redrow's people and creating an inclusive workplace

Develop a Redrow Fairness and Inclusivity policy and strategy by September 2018

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Our Diversity and Inclusion Policy is implemented and publicly available.

Through these plans - combined with the colleague engagement strategy - Redrow is striving to reduce colleague turnover to 15%

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

Inspiring the next generation to build

Objectives Targets Progress Narrative

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

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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

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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.

Communities
Positively impact on Redrow's communities

Identify and develop strategic relationships with organisations to support our commitment to communities by December of 2018

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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

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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

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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.

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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.

Other pages you may be interested in

Building responsibly
Building responsibly
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Thriving communities
Thriving communities
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Valuing people
Valuing people
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