SMART BUSINESS: INVESTING IN PEOPLE & RELATIONSHIPS TO DELIVER LASTING VALUE

Our people and value chain are our greatest assets, which is why we are investing in them to deliver our 2024 objectives. We are making good progress against our smart business objectives and ambition to create lasting value for our stakeholders.

OBJECTIVE 1:

Set up a Sustainability Steering Committee and appoint Living Legacy champions

Executive directors and senior managers were nominated to sit on our BBL Steering Committee in 2016. Members were tasked with operational and strategic deliverables to promote sustainability within Telford Homes.

To support BLL implementation, Living Legacy champions were also appointed to build capacity and promote sustainability knowledge throughout the year. Each department has defined responsibilities and actions that contribute to the achievement of our 2016-2018 targets.

Progress against our areas of focus will continue to be reviewed every three months, and ‘horizon scanning’ will ensure that we are quick to respond to emerging trends.

OBJECTIVE 2:

Embrace the principles behind the Modern Slavery Act 2015 and carry out a key risk review

We continued to engage with our value chain in light of legislative change, by way of example the Modern Slavery Act, and to help develop supply chain capacity and resilience, given the chronic shortage of homes in London.

Our prompt payment and longstanding preferred supplier commitments ensure we are maintaining strong relationships with our key suppliers. An update of our value chain risk assessment will be published in 2017.

Since Telford Homes was founded in 2000, we have not faced any warnings or prosecutions relating to our sustainability practices. Over the reporting period, BSI’s auditing of our ISO14001 systems did not raise any non-conformances. In 2017, we will transition from the ISO14001:2004 standard to 2015 accreditation.

OBJECTIVE 3:

Ensure all our staff complete our ‘Building a Living Legacy’ induction

In 2016, all staff attended BLL presentations and new starters were inducted in the strategy. Additionally, more comprehensive BLL training is being rolled out across all priority areas.

OBJECTIVE 4:

Integrate employee wellbeing questions into our staff survey

During 2016, we included wellbeing questions in our first staff survey. The feedback and results were very positive, and will provide a good platform for ongoing engagement and future comparison.

LOOKING TO THE FUTURE:
Building advocacy and strong partnerships

Citizenship and advocacy is an important part of being a smart business. By networking and knowledge sharing we are developing innovative solutions for our customers.

To ensure that our strategy is future-proofed, we participate in various committees and forums, including memberships with Future of London, Home Builders Federation Skills Partnership, NextGeneration Initiative, NHBC Standards Committee, UK Green Building Council and the Supply Chain Sustainability School.