KPI THEME | KPI DATA POINT | KPI DEFINITION | UNIT REPORTED | 12 MONTH PERIOD THIS DATA RELATES TO (FOR FY23) | FY23 | FY22 | FY21 | TARGET |
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Health & |
Annual Injury Incidence Rate (AIIR) | No of RIDDOR Accidents resulting in an injury divided by the average number of people employed1 multiplied by 100,000. | No. | 4 July 2022 to 2 July 2023 | 365 | 365 | 441* | 10% reduction of incidences year on years2 | Page 63 |
Customer |
Net promoter score (NPS) | NPS is a benchmark score that asks customers how likely they are to recommend a builder to a friend on a scale of 0-10. | % | 1 October 2021 to 30 September 2022 (results published annually for this period in following March). | 50.2 | 59.3 | 50.1 | Achieve a minimum NPS score of 54% |
Page 46 |
HBF survey 8 week recommend – customers that would recommend Redrow to a friend as a % | This metric is the percentage of customers that have moved into their home between 8-20 weeks ago that state they would recommend their builder to a friend in the HBF survey. | % | 1 October 2021 to 30 September 2022 (results published annually for this period in following March) | 90.8 | 94.5 | 92.6 | Consistently deliver a 91%+ customer service satisfaction rating; recommend to a friend (ongoing) | Page 47 | |
HBF 9 months post occupancy – customer that would recommend Redrow to a friend as % | This metric is the percentage of customers satisfaction rated on the HBC satisfaction survey completed by owner-occupiers 9 months after legal completion and state they would recommend their builder to a friend in the HBF survey. | % | 1 October 2020 to 30 September 2021 (results published annually for this period in following March)3 | 81.10 | New for FY23 | New for FY23 | No target set | Page 47 | |
Average Trustpilot Review Score |
This score is a mean average of every review received on Redrow’s Trustpilot page during the reporting period. When reviewing Redrow on Trustpilot, customers choose a rating between 1 – 5 stars. | No. 1–5 stars | 4 July 2022 to 2 July 2023 | 4.49 | 4.45 | 4.54 | Excellent (4.3 or above) | Page 46 | |
Build Quality |
Average Considerate Constructors Scheme (CCS) score |
This KPI demonstrates an average score, out of 50, from all visits carried out by the CCS, where a report is received, in the reporting period.4 | No. out of 45 | 4 July 2022 to 2 July 2023 | 39.5 | 38.43 | 36.67 | Achieve a minimum CCS score of 33/45 on all sites in FY23 | Page 64 |
NHBC Construction Quality Review (CQR) Average score per inspection |
The average score (1-6) taken from all scored areas within a CQR report. This KPI demonstrates the average score, out of 6, from all CQR visits carried out by the NHBC in the reporting period. The CQR visits are only applicable to sites that are registered with the NHBC for Building Control and Warranty.5 | No. 1-6 | 4 July 2022 to 2 July 2023 | 4.56 | 4.44 | 4.36 | Achieve a score of 4.5/6 in FY23 | Page 65 | |
NHBC Construction Quality Review (CQR) Group average score |
The average score stated as a % taken from all scored areas within a % CQR report. This KPI demonstrates the average score as a percentage from all CQR visits carried out by the NHBC in the reporting period. The CQR visits are only applicable to sites that are registered with the NHBC for Building Control and Warranty | % | 4 July 2022 to 2 July 2023 | 87 | New for 2023 | New for 2023 | Achieve a score of 82% in FY23 | Page 65 | |
Average Reportable Items (RIs) from the NHBC |
The Average RI is the number of all of the RIs received within the period divided by the number of inspections carried out on all sites registered with the NHBC. An NHBC RI is any contravention of the NHBC technical standards or building regulations recorded at any key build stage or frequency visit.6 | No. | 4 July 2022 to 2 July 2023 | 0.19 | 0.17 | 0.22 | Achieve ≤0.15 reportable items per inspection | Page 46 | |
Employees |
Overall engagement score | Overall engagement score taken from annual survey report provided by Employee Feedback Ltd.7 | % | Measurement taken from annual employee survey carried out February 2023 | 84 | 83 | 82 | Maintain at 80%+ | Page 80 |
Employee turnover rate |
% of employees who leave the business in the year through voluntary attrition (resignation or retirement). | % | 4 July 2022 to 2 July 2023 | 15.23 | 19.4 | 14.3 | N/A | Page 80 | |
Number of internal promotions |
Number of internal promotions during the financial year | No. | 4 July 2022 to 2 July 2023 | 235 | 261 | 211 | N/A | Page 80 | |
% of direct employees that are trainees |
% of employees who are apprentices, graduate trainees or following a training programme, academic or professional qualification. | % | Measurement taken as at year end date of June 2023 | 15.9 | 15 | 14.5 | 15% of all employees being trainees |
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Total number of AND Average number of |
Total number of training hours delivered as face to face, e-learning or online seminars during the financial year, divided by 6 hours to give a number of training days. |
No. of days | 4 July 2022 to 2 July 2023 |
5,5918
2.52 |
4,819
2.19 |
4,083
1.81 |
Invest in at least 3 training days per employee per year |
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Diversity and |
% who identify as Ethnic minorities | % of self-reporting who identify as Ethnic minorities.9 | % | Measurement taken as at 2 July 2023 | 7.02 | 6.64 | 5.14 | N/A | Page 72 |
% of apprentices who identify as Ethnic minorities | % of apprentices self-reporting who identify as Ethnic minorities. 10 | % | Measurement taken as at 2 July 2023 | 10.55 | 10.67 | N/A - New KPI in FY2022 | 12.5% by 2025 | Page 72 | |
% of female employees - Overall and by management category: |
% | Measurement taken as at 2 July 2023 | N/A | Page 160 | |||||
All employees | % of female employees overall. | 33.85 | 34.17 | 34.06 | |||||
Executive Management Team |
% of female employees on Executive Management Team | 33.33 | 33.33 | 25 | |||||
Main Board (includes non-executives) | % of female employees on Main Board. | 50 | 33.33 | 28.57 | |||||
Executive Management Team Reportees |
% of female employees as Direct Reports to Executive Management Team (excluding PAs and those reporting to CEO who are also on the Executive Management Team). | 22.22 | 28.57 | 27.27 | |||||
Senior Management | % of female employees within the Senior Management population. | 25.28 | 25.41 | N/A - New KPI in FY2022 | 28% by 2025 | ||||
Female graduates recruited | % of employees who are apprentices, graduate trainees or following a training programme, academic or professional qualification |
% | Measurement taken as at 2 July 2023 | 33.33 | 28.57 | N/A - New KPI in FY2022 | 40% by 2025 | ||
Carbon & |
Group GHG emissions Scope 1 and 2 – Market Based | Total Market Based Scope 1 and 2 GHG emissions from our operations (sites and offices) | Tonnes of CO2e | 1 July 2022 to 30 June 2023 |
8,318 | 9,822 | 16,099 | To reduce our absolute Scope 1 and 2 GHG emissions by 42% by FY30, from our FY21 base year | Page 195 |
Total GHG emissions per 100m2 of build – Market Based | GHG emissions normalised per 100m2 of build (Market Based) | Tonnes of CO2e/100m2 | 1 July 2022 to 30 June 2023 |
1.67 | 1.75 | 3.11 | N/A | Page 195 | |
Operational energy use | Total energy and fuel consumption used from sites and offices | kWh | 1 July 2022 to 30 June 2023 |
44,003,874 | 53,788,513 | 64,294,472 | N/A | Page 195 | |
% of electricity procured from renewable sources | Percentage of electricity used in our operations that is sourced from renewable sources | % | 1 July 2022 to 30 June 2023 |
87.96 | 96.03 | 3.30 | Purchase 100% REGO-backed renewable electricity for all operations (offices and construction sites) by the end of FY24 | Page 52 | |
Group GHG emissions Scope 3 | Total Market Based Scope 3 GHG emissions from our value chain | Tonnes of CO2e | 1 July 2022 to 30 June 2023 |
Verified FY23 data not yet available | 1,073,070 | 1,011,279 | New for 2023 – no target set | Page 54 | |
Total scope 3 GHG emissions per 100m2 of build | GHG emissions normalised per 100m2 of build (Market Based) | Tonnes of CO2e/100m2 | 1 July 2022 to 30 June 2023 |
Verified FY23 data not yet available | 191.11* | 195.61* | New for 2023 – no target set | Page 54 | |
Sustainable Homes11 |
Average SAP rating | The average as built SAP rating12 for legally completed units in the financial year. | No. 1-100 | 4 July 2022 to 2 July 2023 | 85 | 85 | N/A, new KPI in FY22 | N/A | Page 42 |
Average EPC rating | The average as built EPC rating13 for legally completed units in the financial year. | A-G rating | 4 July 2022 to 2 July 2023 | B | B | N/A, new KPI in FY22 | N/A | Page 42 | |
Average DER | The average Dwelling Emission Rate (DER)14 is the actual CO₂ emission rate of self-contained dwellings and individual flats (excluding common areas) based on the actual as built specification. | Kg/CO2/m2/year | 4 July 2022 to 2 July 2023 | 15.63 | 15.75 | N/A, new KPI in FY22 | N/A | Page 42 | |
Resource |
Tonnes of construction waste per 100m2 build | Construction waste produced per 100m2 of build. | Tonnes of waste/100m2 |
1 July 2022 to 30 June 2023 | 8.82 | 7.91 | 8.11 | Reduce construction waste intensity by 10% by the end of FY25 against 2021 baseline | Page 59 |
% of construction waste diverted from landfill | The % of waste which is diverted from landfill. This includes refuse derived fuel (RDF) as well as recycling. | % | 1 July 2022 to 30 June 2023 | 98.29 | 98.34 | 97.65 | 95%+ of construction waste diverted from landfill | Page 59 | |
Water use per 100m2 build |
Cubic metres of water used in our sites and offices per 100m2 build |
m3 per 100m2 build |
1 July 2022 to 30 June 2023 | 29.93 | 26.53 | 33.06 | N/A | Page 59 | |
% of timber certified | % of timber responsibly sourced and credibly certified to FSC or % PEFC15 | % | 1 January 2022 to 31 December 2022 | 99.92 | 99.98 | 99.64 | 100% of timber responsibly procured | Page 61 | |
Supply Chain |
Average time taken to pay invoices |
The average time taken to pay supplier invoices and subcontractor applications from the date of receipt |
days | 4 July 2022 to 2 July 2023 | 23.1 | 23.1 | 23.5 | N/A - Signed up to Prompt Payment Code and report data to HMRC 6 monthly | Page 82 |
Invoices paid within 30 days | Percentage of invoices and applications paid during the reporting period within 30 days | % | 4 July 2022 to 2 July 2023 | 83.30% | 81.2% | 79.1% | N/A - Signed up to Prompt Payment Code and report data to HMRC 6 monthly | Page 82 | |
Supply Chain – Modern Slavery |
% of material suppliers and manufacturers who have actively confirmed compliance with the Modern Slavery legislation and Redrow Code of Conduct |
All suppliers and manufacturers must submit a detailed Supplier Appraisal Assessment for approval as part of our pre-tender qualification process. We have updated the appraisal forms to track the country of manufacture allowing us to identify materials supplied by manufacturers with a high risk profile. |
% | 4 July 2022 to 2 July 2023 | 100% | 96% | 100% | Aim for 100% compliance | Page 82 |
% of ‘temporary labour suppliers’ who have actively confirmed compliance with the Modern Slavery legislation and Redrow Code of Conduct |
All suppliers of agency/temporary labour staff working on our sites are monitored for compliance by an external organisation named Datum RPO | % | 4 July 2022 to 2 July 2023 | 100% | 100% | 100% | Aim for 100% compliance | Page 82 |
1. ‘People Employed’ refers to the average number of people employed at any one time across Redrow Offices, Sites, Sales and Customer Services including both employees and engaged sub-contractors. As defined by the Health and Safety Executive.
2. In FY2023 AIIR has remained static at 365.
3. Survey sent to customer 9 months post completion. The figures shown are for homes sold within stated period in 2020/21.
4. Covers 100% of Redrow sites. A site is registered with the CCS once Redrow take over as Principal Contractor.
5. This covers NHBC 203 site inspection reports received from the NHBC in the reporting period. Excludes Greater London sites, two in the Northwest, two in Lancashire and one in South Midlands as these are not registered with the NHBC.
6. This covers only sites registered with the NHBC. Excludes Greater London sites, two sites in the Northwest, two in Lancashire and one in South Midlands as these are not registered with the NHBC.
7. The questions in the engagement index measure two factors important to employee engagement – are employees capable of high levels of performance and are they willing / keen to deliver? Similar sets of questions are used to determine other organisations’ engagement indices. The survey covered those employees who are paid monthly representing 80% of the total workforce.
8. Whilst we have seen an 16% increase in training days in FY2023 (5,591) from those reported in 2022 (4,819) this is still below our 2020 figure (5,925), the reason being we have continued with the use of e-learning and seminars to support our face-to-face training and these online sessions tend to be shorter in duration.
9. This KPI and definition has changed from BAME to Ethnic minorities in FY 2022 to align with current government guidance. Gov.uk defines ‘Ethnic minorities’ as all ethnic groups except the white British group. Ethnic minorities include white minorities, such as Gypsy, Roma and Irish Traveller groups. This is based on 93% (92% in FY 2022) of employees who have self-reported ethnicity information.
10. This is the second year we have reported 'apprentice ethnicity' information and can confirm it is based on 99.5% of our total apprentice population who self-reported this information.
11. The SAP, EPC and DER ratings relate to 100% (5,236) as built legally completed units in FY2023. This figure excludes the legally completed units at the Royal Docks Partnership, where data was not available at the time of collection.
12. The Standard Assessment Procedure (SAP) is the methodology used by the Government to assess and compare the energy and environmental performance of dwellings. SAP quantifies a dwelling’s performance in terms of energy use per unit floor area, a fuel-cost-based energy efficiency rating (the SAP rating) and emissions of CO2 (the Environmental Impact Rating). The SAP rating is expressed on a scale of 1 to 100, the higher the number the lower the running costs. Source https://www.bre.co.uk/filelibrary/SAP/2012/SAP-2012_9-92.pdf.
13. Energy performance certificates (EPCs) set out the energy efficiency rating of a building. They are required when buildings are built, sold or rented. Buildings are rated from A to G, with A representing a very efficient building and G a very inefficient building. Source: www.gov.uk/buy-sell-your-home/energy-performance-certificates.
14. The Dwelling Emission Rate is equal to the annual CO2 emissions per unit floor area for space heating, water heating, ventilation, and lighting, less the emissions saved by energy generation technologies, expressed in Kg/CO2/m²/year. Source: SAP Methodology
15. Prior to FY2021, our timber was verified as part of the WWF network for responsible timber and includes legal timber. In FY2023, the verified figure covers only timber certified to FSC or PEFC.
16. All ‘Payments on time’ KPIs cover 100% of Suppliers and Sub-contractors
* Figure not verified by SGS.
OPERATIONAL FRAMEWORK FY24
Targets | ||||||||
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PURPOSE | PILLAR | PROGRAMME | UN SDG | OBJECTIVE | BUSINESS DRIVER | 2024 | 2025 | 2030 |
TO CREATE A BETTER WAY FOR PEOPLE TO LIVE | ||||||||
Nature for People | SDG15 | Putting nature, people and wellbeing at the heart of our developments. | Enhancing nature is essential to the design of our developments and makes them more attractive communities in which to live. |
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Better Places to Live | SDG11 | Create beautiful, sustainable and inclusive places for wellbeing. | Delivering a better quality of life makes our places as attractive as possible for our customers. |
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Positive Social Impact | SDG11 | Create positive outcomes and making a difference to the communities within which we develop. | Making a positive impact demonstrates the benefits that our developments deliver to local communities and improves relationships. |
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Safe by Design & Operating Responsibly | SDG8 | Integrate health, safety and environment into everything we do. | We do not pursue this aim simply to comply with legislation; we do it because we know it significantly contributes to our overall business performance and protects our people. This responsibility extends to the communities we work in. |
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Putting Our Customers First | Consistently deliver high quality, efficient homes for our customers. | We want our customers to be delighted with every aspect of the homes and services we offer. |
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Resource Efficiency and Climate Change | SDG12 and SDG13 | Transition to a low carbon and more efficient business and deliver zero-carbon ready homes. | Reducing our impact on the environment meets legal requirements, contributes to the wider need to achieve net zero carbon and maintains our standing with stakeholders. |
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Future Skills | SDG8 | Inspire the next generation into the sector and ensuring our people have the opportunity to develop and grow with the business. | To deliver our future business challenges, we need to attract and retain the best people and provide continuous support and training. |
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Engaging Our People and Partners | SDG8 | Empower and engage our people and partners to deliver on our purpose. | We rely on people both within and outside our business to deliver our business objectives. Valuing our people and partners is critical to ensuring our relationships flourish. |
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Diversity, Equality and Inclusion | SDG5 | Create a diverse and inclusive workplace that prioritises the wellbeing of our people. | Diversity in our workforce benefits our business through greater creativity, innovation, productivity, connection to customers, reduced staff turnover and ultimately, delivering our business purpose. |
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