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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

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.


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

Continuous improvement in our overall HS&E performance through a 10% year-on-year reduction target (AIR)  *2017 baseline*

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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

Over 12 months every Division to achieve an average internal HS&E Assurance Inspection benchmark rate of 85% of the total score for all sites inspected in that period (on going)

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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.

Work towards registering all sites to the Considerate Constructors Scheme (CCS) by 2020

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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

Achieve a minimum CCS score of 38/50 on all sites in FY22 (ongoing) (as set FY 22)

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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

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 94%+ customer satisfaction; recommend to a friend (On going) (as set FY22)

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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

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 (On going)

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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

Top 85% of the supply chain (based on spend) to be using the Supply Chain Sustainability School (On going)

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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

100% of timber responsibly procured (On going)

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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

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. Target CQR Group average of 85% and a Target CQR / 6 Review score of 4.36

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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 

Target RED SMI 90% average group score

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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%. 

Evaluate, and where considered viable, adopt modern methods of construction which can improve quality and productivity (Ongoing)

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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.

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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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

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

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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

Reduce construction waste intensity by 10% by the end of FY22 *2017 baseline*

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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

Through a Working Group, explore and evaluate opportunities to improve buildability and design-out-waste.  During the coming year (FY22), aim to implement a minimum of three solutions, focused in the areas which would deliver the greatest reductions in the amount of material wasted or those materials with the highest cost.

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New Target FY 22


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 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.

Community Collaboration in Design
Having established our placemaking hub we now want to focus on supporting a commitment within our teams to working collaboratively with existing communities in shaping development proposals

NEW - We will establish a resource of best practice examples of community collaboration in design that we have achieved on Redrow developments (by end of 2021/22 FY) We will establish a programme of training for our teams on collaborative design techniques including e-learning and workshops and roll this out across the company (by the end of 2022/23 FY)

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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.

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 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.

Learning from Lifestyles
Ensure we continue to provide the types of places our customers want to live

NEW - Create a process to survey residents on completed and established Redrow development to understand how our approach to placemaking may need to be refined to ensure we meet our customers' needs and expectations. We will develop a questionnaire survey of customer views and experiences of living in a Redrow community and run this on two initial pilot case studies (end of FY 22)

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New Target FY 22

Placemaking
Enhance local areas by building desirable homes, creating attractive streets and high quality landscaping

NEW - We will commence a rolling programme of reviewing developments as they are completed and give each a final Redrow 8 score.  By the end of FY22 we will have reviewed and scored at least 5 recently completed Redrow developments.

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New Target FY 22

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 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.

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 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.

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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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.

Nature for people
Help people connect with nature on their doorstep

Achieve verified increases in biodiversity across our developments (by 2022)

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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.


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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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

15% of Redrow's team are trainees: going forwards, the aim to maintain these levels year-on-year.

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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%

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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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%

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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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.

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.

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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.

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

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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.

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

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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%

Inspiring the next generation to build

Objectives Targets Progress Narrative

Work with education partners
Collaborate with education partners to positively impact people and communities

Work with divisions to develop a Redrow education engagement plan to proactively engage with education institutions across the UK by year end 2018.

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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.

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

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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.

Communities
Positively impact on Redrow's communities

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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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.

Work with Divisions and Local Authorities to identify geographic areas of priority by July 2019

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

Life chances
Create life chances

Working with partnerships, develop 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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