Smart business


2021 will be hugely significant for Telford Homes as it implements the next phases of its Health and Wellbeing programme, and importantly introduces its new DEI framework.

Lisa Carnegie, Employee Relations Manager, Health and Wellbeing Committee member and BLL Champion

Telford Homes recognises the importance of evolving its culture, strengthening its BLL strategy and driving its people values.

We are delighted with our progress and recognition in 2020 from the NextGeneration Partnership, HomeViews and the Royal Society for the Prevention of Accidents (RoSPA).


Business ESG agendas are driving a systematic transition away from just compliance and towards a desire to ‘protect our licence to operate,’ culminating in added value. During the year, we have adopted many relevant TCC and CBRE policies and complied with the United States Sarbanes-Oxley (SOX) Act of 2002. Our policies can be seen here and our advocacy approaches can be seen here.

Understanding our customers

For the first time, we are using HomeViews to measure customer satisfaction, as it provides building owners, our residents and prospective neighbours with live and up-to-date intelligence on the locality, the scheme and its management. We also believe this approach is well suited to our build to rent model. 

Quality management systems

We have maintained our Group Environmental Management System certification to ISO14001:2015, and successfully transitioned our Health and Safety Management System from BS OHSAS 1800:2007 to ISO45001:2018. We are currently on target to develop and gain certification to a Quality Management System compliant with ISO9001:2015 in late 2021.

Our responsible supply chain

Collaborative working with our supply chain is helping us to maintain our customer satisfaction ratings and to drive operational efficiencies. We have continued to update our pre-qualification system Builders Profile with enhanced ESG obligations and a heightened focus on Diversity, Equity and Inclusion (DEI). During 2021, we will accelerate our innovation programme with an emphasis on DEI, WLC and CE to achieve the next steps of our 2030 journey.

In the reporting period we published our fifth Modern Slavery and Human Trafficking statement. During 2021 we expect the current Modern Slavery Act 2015 to be updated – hence we will monitor these changes to ensure our practices remain fit for purpose. These matters are managed through Telford Homes’ Responsible Procurement Group. Additionally, we engage with the CBRE global Modern Slavery working parties. All our staff are mandated to complete modern slavery e-learning courses. Building on the global supply chain mapping exercise that we undertook in 2019 for purchasing materials and products, we are now extending this approach across our sub-contractors’ procurement to help inform our Scope 3 GHG emissions, WLC assessments, SBT commitments, and the emerging FHS and to gain provenance transparency to help manage reputational risk.

Looking ahead, we will be working towards the LETI Climate Emergency Design Guide and end-of-life cycles as set out in the London CE assessments.

Our people

Telford Homes employees have been its heartbeat during its 20 year history. They drive our values and productivity such that we can achieve our goals. Our strong culture underpins our employee retention rate of 92 per cent. We employ around 300 people, and on an average day (including our supply chain) we are responsible for the wellbeing, health and safety of around 1,450 people.


More than ever, we have engaged with our employees during 2020 through our Mental Health awareness campaigns, endeavouring to provide stability and support and to ensure employee health, wellbeing and work/life balance has been managed appropriately.


Since May 2020, following a short period of closure during the first lockdown, our sites, sales centres and offices have undertaken phased reopenings whilst implementing new safe working procedures and conditions. The fortitude and commitment of our people and supply chains has - and continues to be - truly inspiring.


Nevertheless, the unprecedented events will no doubt have impacted the wellbeing of employees across the industry, so we are launching new health and wellbeing campaigns in 2021 and an updated flexible working policy. The 2021 health and wellbeing programme includes initiatives such as ‘Time to Check In’ with colleagues around the business, promoting the outdoors and nature during mental health week with a range of activities for employees and their families, mindfulness sessions, yoga and promoting stress awareness week. To get the best mix of productivity and collaboration and to remain an employer of choice, we will continue to train more mental health first aiders and champions, who can listen to employees and provide advice on where to find the best professional support if it is needed.


In accordance with our Equal Opportunity and Diversity Policy, we aim to be an inclusive employer and to continue to employ the best people for each role. We have developed a new DEI Framework with our CBRE and TCC colleagues and this will be rolled out during 2021. This approach consists of three core principles and commitments: company, community and industry. For example, within the community pillar, we aim to make a proportional contribution to a CBRE-wide commitment to invest $1-3 billion in diverse supplier spend in 2020- 2025. Our recently formed Health and Wellbeing Committee is to be complemented with a new DEI Committee.


Development and training

We are a growing company, invested in developing our employees, and attracting highly motivated, ambitious and committed people to join our successful team. Our Careers Under Construction programme now has 22 trainees (7 per cent of our employees) working towards management roles.


The Telford Homes Academy is in its third year, and provides training and development for every career stage – from trainees to first-time managers and then on to senior managers. During the last year, we have provided 1.51 days of training per employee, which compares favourably with our peers. We are fully invested in our health and safety and sustainability training programmes. For example, 100 per cent of new direct employees (and supply chain site staff) receive Health and Safety, Mental Health, Wellbeing and Sustainability induction training, and appropriate continuing professional development (CPD). 2020 marked the second year of our industry-leading sustainability e-training programme, which is supported through the Supply Chain Sustainability School and provides around £100,000 of social value benefit.


Health & Safety

Keeping our employees and supply chain healthy and safe is of principal importance to us as a responsible business. There was one (RIDDOR) in the reporting period. We have had no fatalities, safety or environmental prosecutions or prohibition notices.


We will never be complacent and will continue to reinforce our culture and continuing investment in our people and their training, minimising health, safety and environmental risks, now and looking ahead. Furthermore, we are pleased to receive a 12th consecutive Gold Award from RoSPA, and another President’s Award.


Policies and procedures

The Telford Homes Executive Committee is dedicated to, and actively promotes, a positive health and safety culture. This is underpinned by up-to-date policies, procedures, legal registers, risk assessments and appropriate precautionary control measures. Each is maintained in accordance with ISO45001:2018, and communicated to relevant employees and site operatives.



Our team is supported by our Executive Health and Safety Committee and our Operational Health and Safety Forum. Each benefit from representation from the Group Managing Director and senior construction, commercial and sustainability personnel. Co-operatively, each meeting drives strategic operational regulatory compliance and best practice. Our Health, Safety and Environment Director sits on a range of Global and UK Councils and Forums to reciprocate best practice and to stay informed of legal requirements and industry standards.



In the year, we completed 3.03 million person-hours worked, with an Accident Frequency Rate (AFR) of 0.03 (2020: 0.08) and an Annual Injury Incidence Rate (AIIR)3 of 69. The construction industry average AFR for the period was 0.24, and the HBF AIIR for 2020 was 263. For the fourth successive year, our AIIR is better than the published HBF figures.



We endeavour to undertake our activities safely and actively support the Considerate Constructor Scheme as a corporate partner – being involved in each of these areas gives me a holistic view to help deliver best practice.

Marc Wilding, Health and Safety Manager and BLL Champion



257 build to rent homes for Greystar and 80 affordable homes.

U&I and DLA Architecture’s vision was to breathe new life into this former industrial site, to provide much needed new homes and space for local enterprise including start-ups and small businesses.

Rebranded as Equipment Works, the site was originally the home of the Associated Equipment Company Factory – the makers of motorised London buses and the prototype for the Routemaster. This heritage narrative and local landscape has influenced the architecture and the public realms. A new public square sits at its heart, with improved public access connecting local neighbouring schemes.

This placemaking allied with a biodiverse rich landscape, underpins the potential for community cohesion, vitality and improved wellbeing.

Read all about Equipment Works