INVESTING IN PEOPLE AND RELATIONSHIPS TO ENSURE WE DELIVER LASTING VALUE FOR ALL STAKEHOLDERS
We recognise that our people and supply chain are our greatest assets and we continue to invest in them to successfully deliver our business plan.
We ensure we collaborate with our supply chain in an integrated way whilst working in an enjoyable, safe and rewarding environment. Our commitment to employing the best people is recognised by:
- 98 per cent (2018: 98 per cent) of our employees are satisfied working for Telford Homes – a sector leading position;
- Our employee retention rate is 89 per cent (2018: 90 per cent);
- We were a finalist in Building’s Good Employer Award 2018.
We recognise that the construction sector needs to be more inclusive and attractive to future generations, with access to a wider pool of talent through diversity. Our highly successful ‘Careers Under Construction’ programme now has 34 trainees (10 per cent of our employees) working towards management roles, 16 of whom were recruited in 2018. We are also engaging with Women into Construction and Workingmums to make the sector more appealing to females.
We appreciate that the sector has comparatively high rates of injury and mental health issues are more common than previously thought. For these reasons we are redoubling our efforts to improve our health and safety commitments to our people and supply chain.
We have not faced any warnings or prosecutions relating to our health, safety and environmental practices since Telford Homes was founded in 2000. Our Accident Frequency Rate (AFR) of 0.16 (2018: 0.11) compares favourably with the construction industry average AFR for the year to 31 March 2018 of 0.28. For the tenth consecutive year we have been recognised with a Gold Award by the Royal Society for the Prevention of Accidents and consequently have received a President’s Award 2019.
In the last year we have focused on creating a culture that promotes positive mental health in our business and raises understanding of this important issue in the construction industry. We launched a week long programme of events to support World Mental Health Day in October 2018.
Our programme of events covered specific mental health subjects and involved expert speakers from organisations such as MIND, the Lighthouse Club and Samaritans. In addition we ran a number of activities, including relaxation techniques, mindfulness and yoga classes. The week was so well received that we did the same again in May 2019 and this time we extended the activities across our development sites.
To help maintain a focus on mental health longer-term we trained 19 mental health first aiders who can listen and provide advice on where the find the best professional support.
In 2018, we published our third Modern Slavery and Human Trafficking (MSA) statement in response to the Modern Slavery Act 2015. We endeavour to deter forced labour, labour trafficking and other hidden exploitation entering into our supply chain. Given the construction sector is recognised as high risk, we believe there are very positive benefits in collaborating with the SCSS and its members, to encourage our supply chain to undertake specific MSA training to ensure they meet their legal obligations.
Some 40 per cent (2018: 35 per cent) of our subcontractors are registered or were members of SCSS in 2018. We continue to monitor the level of membership and encourage it through presentations at supplier events. In addition, we expect our supply chain to have Construction Skills Certification Scheme (CSCS) competence – 97 per cent (2018: 98 per cent) have CSCS cards. Due to the skills shortage we monitor workforce trainees and apprenticeship programmes and the payment of the London Living Wage, to help attract the next generation of new talent into the industry.
Our Group Managing Director is a member of the Home Building Skills Partnership (HBSP) board, whose aim is to develop, grow and sustain the workforce the industry requires to deliver the further increases in housing supply the country badly needs.
All new employees complete our BLL induction training and updates of our strategy are presented to our employees by our CEO at least once a year. In 2018, all employees were set a comprehensive two year BLL training programme utilising the SCSS e-training modules. As new talent joins the business they are also tasked with joining the programme.
We delivered 1,182 training sessions during the reporting period (2018: 750) representing an average of just over three days of training (2018: 3 days) per employee, which compares favourably with our peers.
Each department has defined BLL responsibilities and actions that contribute to the achievement of our objectives. Examples of our successful approach during the reporting period include:
- We set an objective to maintain a NextGeneration Silver Level award and improve our overall score by 5 per cent. Pleasingly we achieved a Gold Level award and improved our overall score by 16 per cent;
- We aim to maintain a customer recommendation rate of at least 95 per cent and achieve a Net Promoter Score (NPS) of 60. Positively, we achieved a 99 per cent (2018: 100 per cent) customer recommendation rating, which is one of the leading positions in our sector. Conversely whilst we did not achieve the NPS objective target, achieving 51, we will renew our efforts to achieve this objective in 2019–20. Nonetheless, our NPS score still placed us in the top three UK housebuilders.
During 2018, we reviewed the benefits and timeframes of gaining ISO9001:2015 accreditation for our quality management systems. We decided to delay this task until 2020 given the substantive policy and regulatory changes being introduced to the industry. We will continue to maintain our ISO14001:2015 certification for environmental management.
LOOKING TO THE FUTURE
Meeting the skills gap
We recognise that the expectations of employees and our supply chain have increased in recent years and we need to demonstrate how we can most appropriately meet them. Through our own endeavours and working in partnership with our peers we appreciate we must go further to provide lifelong learning that addresses the skills gap, and improve careers and opportunities that reflect the diverse communities that we operate in.
The wider Gallions Quarter seeks to create a new mixed-use community in the Royal Docks area, within London’s only enterprise zone. The vision is for two nuclei of activity to grow around the waterfront and the DLR transport nodes.
In partnership with Notting Hill Genesis, Gallions Point includes 292 new mixed-tenure homes located around three distinctive community courtyards, connected by a new linear park and an ecological public space alongside the DLR route. The urban form reinforces the urban street pattern to create a rich, diverse and inclusive community.